Respondents to DC Velocity 's 2010 Outlook Survey are guardedly optimistic about the economy. But they're not easing up on their cost-cutting efforts just yet.
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.
Many economists are telling us the recession is over, and Wall Street seems to concur. But what about those in the trenches? What do the nation's distribution professionals see for the U.S. economy in 2010?
Although the results of DC Velocity's 2010 Outlook survey were somewhat mixed, the poll revealed a generally upbeat mood. A narrow majority of the respondents —56 percent —said they were optimistic the economy would pick up steam. Another 24 percent said they remained pessimistic, and 20 percent indicated they were unsure which direction the economy would take.
The online poll was conducted in the second half of October, as the Dow Jones industrial average flirted with the 10,000 mark. A total of 267 readers filled out the questionnaire. The majority of the respondents worked for manufacturers (31 percent) or distributors (30 percent). The remainder worked for logistics service providers (19 percent), retailers (10 percent), or other types of businesses (10 percent).
Despite the generally upbeat attitude, few of the survey respondents expect the economy to come roaring back. Only 15 percent said that overall U.S. economic growth would be strong in 2010. Another 47 percent predicted weak growth, while 36 percent said business would be flat. Two percent declined to speculate.
When the respondents were asked about their own company's revenue projections for 2010, the outlook was a bit better. A full 25 percent foresaw strong sales growth, and 29 percent said they expected at least weak growth. Another 39 percent predicted that sales would be flat, while 7 percent said they were unsure about their company's revenue projections.
Exhibit 1: Keep on trucking
Despite all the talk of a rail renaissance, trucks will continue to dominate the market in 2010. When asked what types of transportation services they planned to buy, DCV's readers put LTL motor freight at the top of the list.
*Note: Survey respondents were allowed to select multiple responses
Exhibit 2: The cost-cutting continues
An economic recovery may be in the offing, but DCV's readers aren't backing off from their cost-cutting efforts just yet. When asked about their plans for trimming expenses, respondents mentioned shipment consolidation most often.
Cost-cutting action
% of respondents*
Consolidate more shipments into truckloads
42
Renegotiate rates with carriers
40
Cut back on express shipments
31
Redesign supply chain network
21
Reduce shipping frequency to customers
20
Use fewer carriers
19
Use more rail in place of truck
15
Lay off workers
11
Outsource more distribution tasks
10
Use more air in place of ocean
9
Use fewer DCs
7
Set up more DCs
6
*Note: Survey respondents were allowed to select multiple responses
Pickup in spending
Given concerns about tepid sales, it's probably no surprise that companies are being conservative in their budgeting. When asked about their spending plans for 2010, only 30 percent of the survey respondents said they expected to spend more on logistics products and services than they did in 2009. Most of the respondents —44 percent —projected that their expenditures would stay the same, while 16 percent anticipated a drop. Ten percent said they weren't sure how their 2010 spending would stack up against 2009's.
Judging from the survey responses, any increases in logistics-related spending are likely to be modest. Of those respondents who plan to up their spending in 2010, the majority —56 percent —said they expected their expenditures to increase by 3 to 5 percent over 2009 levels. About 16 percent said their spending would grow by just 1 or 2 percent, while 12 percent said they planned to increase their outlays by 5 to 9 percent. A few of the respondents were more bullish, however. Sixteen percent projected that their spending would jump by more than 10 percent.
When asked specifically about their plans for buying transportation services, 35 percent of all respondents said their 2010 expenditures would increase over 2009 levels. About 39 percent said their spending would remain the same, and 13 percent expected a decrease. Another 13 percent said they weren't sure.
As for what kinds of transportation services they plan to buy in 2010, the biggest share of the respondents —69 percent —said they expected to purchase less-than-truckload (LTL) freight service. That was followed by small-package service (65 percent) and truckload service (57 percent). (See Exhibit 1.)
When asked what types of material handling equipment they plan to invest in, 40 percent cited safety products for their distribution operations. That was followed closely by racks and shelving (39 percent) and lift trucks (37 percent).
As for software, it appears sales of warehouse management systems (WMS) will be reasonably strong in 2010. Thirty-eight percent of the respondents said they planned to purchase a WMS sometime in the next 12 months. Next on the list were transportation management systems (TMS), which were mentioned by 25 percent of the respondents. Other common responses included planning and forecasting software, and inventory planning software, which were each named by 23 percent of the survey takers.
A watchful eye on costs
Although signs of economic recovery are in the air, it appears that distribution professionals aren't backing off from their cost-cutting efforts just yet. The vast majority of respondents indicated they would continue working to trim distribution expenses in 2010. When asked what measures they planned to take, 42 percent of the survey respondents mentioned consolidating more shipments into truckloads. Forty percent said they intended to renegotiate rates with their carriers. Other common responses included cutting back on express shipments (31 percent) and redesigning the supply chain network (21 percent). (See Exhibit 2.)
While they're guardedly optimistic about the economic outlook for 2010, a significant number of respondents see at least one troubling sign on the horizon. A full 85 percent expressed concern that oil prices would head back up, which would almost certainly lead to higher freight rates.
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."