50 years of uncomplicating logistics: From local to global, with people at the heart

As he sits with Jørgen Jessen, Co-founder and Executive Vice President, to reflect on the 50-year journey of Scan Global Logistics and its key milestones, it becomes evident that, although much has changed, the company’s core DNA has remained steadfast — from their beginnings as two young and ambitious freight forwarders who decided to invest in a smaller Danish freight forwarding company to the global logistics player of today. 

A crisis exposes the underlying company culture

The journey began in 1975 with the founding of Mahé, a local transport and logistics company in Denmark specialising in airfreight export and humanitarian logistics. ‘The company had a solution-driven approach; no matter how challenging the task, we always found a solution,’ Jørgen explains, describing the company culture that evolved over the years into a well-established mindset and way of working, though never formally articulated. 

In 2004, Jørgen and Allan took the opportunity to invest in the company. For the first three years, they served as co-CEOs, jointly deciding the company’s direction. The following year marked a significant turning point. ‘The mission was clear: solve the challenge,’ Jørgen recalls, reflecting on 2005 when he and Allan witnessed the company’s strong problem-solving culture in action firsthand. 

One of their Asia offices faced a significant operational crisis. ‘I called Allan and the Chairman and said: ‘We need resources for air and ocean shipments now!’ All employees who were called upon arrived on short notice, flying to Asia to resolve the issues. ‘It was our first must-win battle, as we would say today’, Allan recalls with a smile. ‘It required all-hands-on-deck. We all worked tirelessly for weeks, managing everything from driving forklifts in the warehouse to handling bookings.’ Jørgen adds proudly: ‘We made decisions on the spot and ensured that not a single customer or supplier was lost.’ 

It's this entrepreneurial spirit that has continued to define SGL's DNA to this day. 

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A test of courage and conviction: growing through resilience

In 2007, SGL was established through the merger of Mahé and ScanAm, an ocean freight forwarder, and was subsequently acquired by Odin Equity. During this period, SGL transitioned from being a local Danish company to a Nordic player. Jørgen elaborates: ‘Legally, the merger was easy; culturally it was challenging’. The merger of two different cultures underscored the significance of cultural organisational fits, which continues to inform how SGL acquires and integrates companies today.

However, challenging times were just beginning. The 2008 financial crisis struck the logistics industry hard. But it also propelled SGL into the future. 

‘There have been many bumps along the way. This was certainly one of them!’ Jørgen recalls, before he joyfully recounts how they succeeded in continuously finding the right customer solutions despite the hardships. ‘We managed to retain all large customers, which laid the groundwork for our international expansion, because we discovered how capable we are when we don’t take no for an answer.’ Allan adds: ‘We emerged from the financial crisis with newfound confidence.' He continues:

This is when SGL 2.0 was born. From that point on, we began our journey to become a global player.

It was during this time that the idea of eventually taking the company public took root, and it has now become part of our ambitions. 

Defining the unique SGL DNA

In 2016, AEA, the world’s oldest private equity firm based in the US, became the majority investor in SGL, propelling the company to the next level: going global. As a first step, SGL merged with US-based TransGroup, significantly expanding its presence in North America. 

Fast forward to 2019. By this time, SGL had grown from operating in 13 countries in 2007 to having a presence in 24 countries across all continents. Jørgen states: ‘We wanted to clearly define and articulate what makes us unique, so that every person in the company understands the integral part they play in who we are.’  

Through interviewing customers, suppliers, and employees, the core of what was already SGL was distilled into a powerful purpose: Making the world a little less complicated for our customers.

Simultaneously, the company shifted from conducting employee satisfaction surveys to assessing employee meaningfulness and belonging in the workplace. 'Defining our culture connects who we are as a company to how we create customer success. This not only guides our direction but also serves as a tool to attract the right people to join us on our journey,’ Allan says before he concludes: ‘As I always say, culture eats strategy for breakfast.’

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Looking to the future: staying true to who we are

In 2023, CVC Capital Partners, the largest equity firm in Europe, became the majority shareholder, further accelerating SGL's international growth. But the question arises: How can a global company remain true to who they are in a competitive and ever-changing industry? 

Without hesitation, both Allan and Jørgen are clear on this: ‘It’s about maintaining focus on the actual job to be done. Don't overcomplicate things,’ Allan says and expands: 

‘Nobody has ever initiated change through opinions; it happens through actions. Jørgen and I have learned from our experiences — trial, error and adaptation. We continue to provide the same framework for our employees. As an asset-light forwarder, our people are our most valuable asset. Mutual respect, empowerment, and having fun along the way are at the core of our entrepreneurial spirit and will continue to shape the future of SGL.’ 

Jørgen finishes, summing up 50 years of keeping goods moving across the world: 

‘There isn’t a single moment that stands out as the proudest. Instead, we are proud of the entire journey — bringing the right people on board, partnering with the right investors at the right time, and staying true to our DNA throughout. Our employees, long-standing customers, and partners demonstrate their trust in us every day by continuing to stay with us. We want to thank everyone for this.’ 

He smiles and chuckles as he shares a telling fun fact of the magnitude of the company's journey: ‘In 1991, Mahé's annual revenue was equivalent to what we now make in just one day’. 

At the time of writing, SGL is present in 61 countries across all continents, generating a yearly revenue of EUR 2,383m in 2024.