Respondents to DC Velocity 's 2011 Outlook Survey are cautiously optimistic about the economy. But they're not ready to throttle down 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.
What's on tap for 2011? The leading professional association for business forecasters—The National Association for Business Economics—expects moderate growth for the year overall, with gross domestic product inching up 2.6 percent. Most DC Velocity readers apparently see things much the same way, expressing guarded optimism about the year ahead.
Our annual Outlook survey of readers found that 52 percent were optimistic that economic conditions will improve. Just 22 percent said they remained pessimistic about the nation's economic future, while 26 percent said they were unsure what 2011 would hold.
The online poll was conducted in early November just after the mid-term elections. A total of 193 readers took part in the survey. The majority of the respondents said they worked for manufacturers (33 percent) or distributors (27 percent). The remainder worked for logistics service providers (20 percent), retailers (11 percent), or other types of businesses (9 percent).
Although survey respondents were generally hopeful about the future, only a handful expect the economy to come roaring back. Just 15 percent said they thought the U.S. economy would see strong growth in 2011. Another 48 percent predicted weak growth, and 34 percent said business would be flat. Three percent declined to speculate.
When it came to their own company's revenue prospects for 2011, respondents were more bullish than they were about the overall economy. Thirty-seven percent foresaw strong sales growth for their companies, and 22 percent said they expected at least weak growth. Another 35 percent predicted sales would be flat, while 6 percent said they were unsure how their companies would fare in the coming year.
Bracing for higher fuel costs
Despite their optimism, the survey respondents clearly plan to hold the line on spending in 2011. When asked about their 2011 spending plans for logistics and related products and services, 48 percent of respondents said they expected their expenditures to remain at 2010 levels. Only 36 percent said they thought their companies would boost their spending. Another 8 percent expect a drop in company spending, while the same percentage said they were unsure about their organizations' spending plans.
Among those respondents who expect to boost their spending, the biggest share—45 percent—estimated their expenditures would increase by 3 to 5 percent. About 28 percent projected an increase of 5 to 9 percent, while 10 percent put the increase at just 1 to 2 percent. Only 17 percent said their logistics spending would jump by 10 percent or more in 2011.
When asked specifically about their plans for buying transportation services, 45 percent of the respondents said they expected their expenditures to increase. Another 40 percent said their spending would remain the same, 6 percent predicted a decrease, and 9 percent said they weren't sure. It's worth noting that regardless of their spending plans, survey respondents largely agreed on where energy costs were headed. Eighty-four percent said they believed fuel prices would rise in 2011.
As for what kinds of transportation services respondents plan to buy in 2011, less-than-truckload (LTL) topped the list. Sixty-six percent of survey takers said they would be contracting for LTL service. That was followed by truckload service (61 percent) and small-package service (55 percent). (See Exhibit 1.)
Survey respondents were also asked about their plans for outsourcing logistics services in the coming year. Of the 35 percent of respondents who currently use third-party logistics service providers (3PLs), 53 percent said they expected their use of third-party services to remain unchanged from 2010 levels. Thirty-five percent said they expected to increase their use of contract logistics services, while 12 percent said they planned to cut back on outsourcing.
When asked what type of material handling equipment they planned to buy during 2011, 43 percent mentioned racks and shelving. Next on the list were batteries and battery handling equipment (39 percent) and safety products (34 percent).
As for planned software purchases, it appears that readers are sticking with the tried and true. Twenty-eight percent of survey respondents said they intended to buy a warehouse management system (WMS), while 27 percent have set their sights on a new transportation management system (TMS). Also on the list were inventory planning software (21 percent) and supply chain optimization applications (20 percent).
Putting the brakes on spending
Although the survey respondents remain guardedly optimistic about the future, it appears they aren't ready to throttle down their cost control efforts just yet. The majority of survey takers indicated they would continue to seek ways to trim distribution expenses in 2011.
As for how they plan to go about it, the largest share of respondents said they would look to re-engineer their trucking spend. Forty-one percent said they planned to consolidate more shipments into full truckloads. The same percentage of respondents said they would seek to renegotiate rates with their carriers. (See Exhibit 2.)
The survey also showed that respondents will be adding some new weapons to their cost-cutting arsenal in 2011. While many will continue to pursue traditional approaches like load consolidation, it appears some have decided the time has come to deploy computer power and intelligence in their battle to contain distribution costs. Nearly one-third of respondents (31 percent) plan to invest in software to analyze their operations for additional savings opportunities.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.