James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
The economy may be down and businesses may be cutting back, but supply chain execution (SCE) software packages are expected to sell briskly throughout 2009. That's the consensus view of leading analysts who follow the supply chain software market for a living.
As for why these applications would be bucking sales trends, it's all about managing costs. In an economic downturn, companies are looking to pare warehousing and transportation expenses wherever they can. And that's precisely what tools like warehouse management systems (WMS), transportation management systems (TMS), and global trade management systems (GTM) are designed to do.
Why TMS is hot
The top-selling application in the supply chain execution sector this year will likely be TMS, software that oversees freight planning and movements. TMS revenues totaled $650 million in 2008, according to the Stamford, Conn.-based information technology and research firm Gartner Inc. Despite the recession, Gartner expects TMS revenue to grow 12.3 percent to $730 million in 2009.
Gartner analyst Dwight Klappich says there are a couple of reasons for his firm's bullish forecast. For starters, he says, the number of TMS users is still fairly small, even in North America and Europe. "Market penetration remains relatively low," he explains, "so there is a lot of new business potential."
On top of that, Klappich says, transportation management software offers a quick payback on the initial investment. "It's not uncommon to see cost reductions of 10 percent or more on the annual freight spend," he says.
In fact, nowadays, even small shippers can benefit from using a TMS, the Gartner analyst reports. That wasn't the case a year or two ago when the software's primary selling point was its ability to consolidate shipments. "A small shipper could not justify the cost of a TMS on optimizing 20 LTL shipments," Klappich explains.
In the last year, however, software developers have been loading up their TMS packages with new functions: carrier rate comparison features, governance mechanisms that force users throughout the corporation to select the low-cost carrier, and freight bill auditing capabilities that ensure that shipping charges reflect contracted rates. "Small shippers can now justify a TMS on the freight payment and audit feature alone," Klappich says. "Anyone spending $25 million or more on freight can now justify the cost of a TMS."
Analyst Adrian Gonzales agrees that TMS sales will remain strong in 2009. "Companies will want to prioritize transportation initiatives to cut costs and improve profitability, considering business sales are going down or remaining flat," says Gonzales, who is executive director of the logistics council at ARC Advisory Group in Dedham, Mass.
Gonzales says some of that demand is coming from a previously untapped source: companies that once outsourced their transportation management to a third-party logistics company but have since decided to do it themselves. "Companies need a TMS in order to bring that function back in house," he explains.
WMS: Still the revenue leader
TMS may be the fastest-growing segment of the SCE software market. But in terms of dollars spent, the hands-down winner remains the WMS, software designed to oversee distribution center operations. Gartner pegged worldwide revenues for WMS in 2008 at $1.03 billion; it expects revenues to climb 11.7 percent to $1.15 billion in 2009.
In the past year, much of that revenue came from sales to companies in Western Europe and the United States that were replacing their old systems. Sales of replacement systems will likely slow this year, but Klappich believes that weakness will be offset by growing demand for WMS from companies in Eastern Europe, the Asia Pacific region, and Latin America. And while North American companies may put major systems upgrades on hold, he predicts that they'll still buy add-on modules like labor and performance management.
Customs regs spur GTM sales
Another growth area for supply chain software will be global trade management systems, which have a smaller user base than either TMS or WMS. Gartner expects that vendors will see worldwide revenues from global trade software jump 16.7 percent to $238 million in 2009 from $204 million in 2008.
Although many companies still rely on their customs brokers, freight forwarders, or third-party logistics service providers to handle trade compliance, enterprises running global supply chains are likely to find it necessary to obtain software to deal with fast-changing customs regulations. "Even if they don't want to, companies may have to invest in this software due to customs," says Klappich.
Five more good years?
Despite all the turmoil on the world economic front, at least one prominent analyst remained bullish on this category of software at the end of last year. In an e-mail sent a couple of weeks before his death on Nov. 30 (see related article on p. 16), John Fontanella of AMR Research in Boston predicted that sales for all types of SCE software would remain strong for the next five years. According to his company's projections, the overall market for supply chain-related software will grow 7 percent annually through 2012.
As for why companies would continue to buy supply chain software in a period of corporate belt-tightening, Fontanella said it was a matter of cost control. The bailout of the financial industry expanded the money supply of major nations, he explained, leading to devalued currency and an environment favorable to inflation. "Supply chain managers will be expected to play an important role to protect product and company margins through cost control and increased efficiencies in their operations," he said.
On top of that, he added, in times of financial turmoil, companies hoard cash. "For the first time, cash preservation will become a major imperative outside the corporate treasurer's office," Fontanella said. "Capital spending will come under great scrutiny in this environment, so technologies that increase the velocity of cash collection will become a critical component of initiatives going forward."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."