DSV recently made a sudden move at its logistics center in Wilmer, Dallas, Texas, laying off 391 employees in one fell swoop, including front-line staff such as forklift operators, warehouse workers, drivers, and supervisors.

It has been revealed that DSV has officially filed its layoff decision with local labor authorities. Although the company has not explicitly stated the reason, industry insiders widely believe this is likely linked to the loss of Procter & Gamble, a major client.

After all, in the third-party logistics model, the loss of a key client is enough to leave an entire warehouse “starving.”

While DSV is busy re-assigning employees, some industry insiders view this as part of its “asset-light strategy.” Put simply, this means no longer investing heavily in its own warehouses and fleets, but instead relying on outsourcing and partnerships to cut costs and improve efficiency. In the current market environment, this approach is indeed more flexible, but also more “ruthless.”

In fact, this is not an isolated case. Just this past January, DSV sold USA Truck—a U.S. trucking company formerly owned by DB Schenker—to UTAC. Coupled with the fact that the company has already cut more than 5,000 white-collar positions in 2025, some industry insiders have quipped, “DSV is either laying off staff or on the path to divesting assets.”

That said, while a lean asset structure may be appealing, how can the company maintain customer loyalty and service quality? After all, in the logistics industry, what ultimately matters is who can weather market fluctuations and uphold trust.

Is this move by DSV a masterstroke or a risky gamble?