1. Company Overview
Kerry Logistics Network Limited (KLN) is a prominent Asia-based logistics company with a strong presence across Greater China, Southeast Asia and a network spanning 59 countries and territories. KLN used to be part of Kerry Properties (owned by Kuok Group) but was acquired by SF holdings in 2021. Despite the deal, Kerry Properties still holds a significant minority stake of about 20% in KLN.
2. Industry & Market Analysis
The logistics and freight forwarding industry is the backbone of global trade and supply chains, responsible for the planning, execution, and control of the movement of goods, services, and information from origin to consumption.
Following years of high volatility for supply chains due to the global pandemic, 2024 painted a more stable picture, with many industry indicators returning to pre-COVID levels. The post-pandemic period has seen demand normalize from the artificial highs of 2020-2022, creating operational challenges for logistics companies. There have been several trends observed post COVID with the shift in Just-in-time (JIT) model to Just-in-case (JIC) model (see Appendix for more details on the 2 models). The vulnerability of the JIT model was exposed during COVID as issues like delays, port congestion and supplier shutdowns were the norm during the COVID period. There was no buffer to deal with sudden demand spikes or supply delays. The JIC model, on the other hand, holds extra inventory to buffer at various points in the supply chain to mitigate disruptions. It's a more resilient model, albeit at the expense of higher warehousing and inventory costs.
With the advancement in AI and digital transformation, the industry will also need to incorporate strategies like integrating operations with advanced AI and machine learning, real time visibility tracking systems and automated decision-making processes.
Despite the challenges, the logistics industry is positioned for sustained growth and the global freight and logistics market size is expected to reach USD 6376.99 billion in 2025 and grow at a CAGR of 4.99% to reach USD 8136.88 billion by 2030
3. Business Model & Strategy
KLN has 2 main business segments, 1) Integrated logistics (IL) and 2) International Freight Forwarding (IFF). IL involves end-to-end supply chain solutions, primarily warehousing, distribution, and contract logistics. The main key services involve warehousing and fulfillment (storing, packing, and shipping goods from a warehouse to customers), last mile delivery (final step of delivery—from a local distribution center to the customer’s doorstep) and value added services like packaging, labeling and inventory management.
KLN has a strong Asia Pacific presence and a diversified portfolio with multiple service offerings across different logistics sectors. It is also a market leader in NVOCC (Non-Vessel Operating Common Carrier) through its wholly-owned subsidiary, Kerry Apex. Apex has been able to capitalize on its strong NVOCC leadership position by maintaining its dominance in the key Asia US trade lanes. APEX also offers a full suite of services from ocean and air freight, customs brokerage, to logistics solutions and door-to-door delivery in the U.S. This end-to-end capability differentiates them from pure freight forwarders and the positioning in the Asia-US trade lane is particularly valuable as it represents the world's busiest container shipping route, generating substantial volumes and revenue opportunities while providing a platform for further geographic expansion.
4. Financial Analysis
KLN currently has a market cap of $14.21 billion HKD and the table below shows some of the key financial metrics. Even though KLN registered strong revenue growth, profitability seems to have dropped. This is probably not too surprising as the company is slowly recovering from a challenging 2023 where the industry was greatly impacted by a slower than expected recovery in retail and an increase in operational costs due to global supply chain disruptions. The current PE does seem high as compared to the 5 year average but it is still lower than 2 of its biggest competitors Kuehne + Nagel International (18.5) and DHL (13.76).
Metric | Current | 5 year average |
PE Ratio | 10.19 | 9.8 |
Debt / Equity | 0.6 | 0.5 |
Current Ratio | 1.44 | 1.49 |
Revenue growth | 23% | 10.5% |
ROE | 8.1% | 10.9% |
ROIC | 5.52% | 6.3% |
Compared to 2023 which saw a 42% and 78% decline in revenues and net profit respectively, 2024 was characterized by a strong recovery with revenue surging 23% to HK$58.27 billion (2023: HK$47.41 billion), core operating profit increasing 23% to HK$2.73 billion, and core net profit growing 12% to HK$1.36 billion.
The drop in revenue in IL business (about 4%) was more than compensated by the strong surge in growth in the IFF business with revenue surging 39% to HK$1.95 billion, benefiting from increased demand in China, the US, Hong Kong, and Asia, higher ocean freight rates amid market supply shortage, and a strong position in the Asia-US trade lane as a leading NVOCC. IL and IFF constitute about 25% and 75% of revenue respectively. The surge in IFF revenue was due to a spike in ocean freight rate triggered by the red sea situation. In terms of geographical allocation, Hong Kong, China and Asia constitute about 58% of revenue.
5. Investment Thesis
Ecommerce remains a major driver of air freight demand, particularly in Asia-Pacific markets, which will account for 80% of the projected $36 trillion global B2B ecommerce market by 2026, and is expected to grow by 20-25% in 2025 alone. This trend particularly benefits companies like Kerry Logistics with strong Asia-Pacific positioning.
The acquisition by SF holdings will be transformational for both companies, giving SF Holdings the international logistics capabilities it needed for global expansion while providing Kerry Logistics with access to SF's massive domestic Chinese network and resources
In addition, KLN's strong leadership in NVOCC through Kerry Apex provides it with a strong position in critical trade lanes. Kerry Apex massive 500,000 plus TEU annual volume also gives it significant negotiating power with ocean carriers for container space rates.
6. Risks & Challenges
The global freight industry is undergoing significant regulatory changes which would increase operational costs. For example, the EU emissions trading system for shipping aims to curb CO2 emission by making it mandatory for ships over 5000 GT to pay for CO2 emissions. Another example is the EU's alternative fuels infrastructure regulation which mandates LNG and electric charging at major ports by 2030.
Besides all the new regulation, the global trade tensions and major conflicts do not see signs of abating. To mitigate the risk, alternative shipping routes would be required, and the longer routes and transit times would further push up costs.
China’s slower than expected economic recovery is also seeing significant impact to the global freight industry. China’s slowdown is a sign of deeper issues which involve long term structural shifts in its economy and companies must be able to match the lower demand, diversify its trade lanes and not be over reliant on China and leverage tech to cut costs. Failing which, the company runs the risk of being obsolete in the fast-changing global freight landscape.
7. Conclusion & Recommendation
My current holdings in KLN are down by about 25%. After a strong recovery in 2024, the stock has rebounded but I'm still wary of the global trade risks so I will be closely monitoring the performance of the company in the next few quarters. Probably will not be adding or reducing my current position also.
APPENDIX
Just in Time (JIT) A Just-in-Time supply chain strategy minimizes inventory by receiving goods only when needed in the production or sales process — no earlier, no later.
Just in Case (JIC) A Just-in-Case model involves holding extra inventory or buffers at various points in the supply chain to mitigate disruptions or demand surges.
Non-Vessel Operating Common Carrier (NVOCC) A Non-Vessel Operating Common Carrier (NVOCC) is an ocean carrier that transports goods under its own House Bill of Lading, or equivalent documentation, without operating ocean transportation vessels. NVOCCs act as intermediaries between shippers and actual vessel operators. It acts exactly like an ocean carrier, transporting cargo from one part of the world to another, just that it does not own any sea-going transportation vessels