To Marc Scribner of the Competitive Enterprise Institute, the only good economic regulation is no economic regulation. On the transport battlefield, he has much work to do to keep government out of the equation.
Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
There's an old maxim that "oil and water don't mix." In Washington, D.C., a living, breathing example of that would be the Obama administration and the libertarian think tank known as the Competitive Enterprise Institute (CEI).
The administration believes increased regulation is often needed to restore fairness and balance to the nation's economic system. The CEI, by contrast, espouses "free market" economic principles and strenuously opposes government involvement in business affairs.
Marc Scribner, who coordinates CEI's freight transportation activities as its land-use and transportation policy analyst, is a true believer in the free market. His sights are firmly set on any effort to either increase existing regulations or turn back the deregulatory clock. Two of his current targets are proposals to change the rule governing a truck driver's operating schedule, known as "Hours of Service" (HOS), and moves by Democrats in Congress, supported by certain shippers, to reintroduce some level of regulation into the railroad industry more than 30 years after it was deregulated.
Scribner spoke recently with DC Velocity Senior Editor Mark Solomon to give his take on the two proposals, what's behind them, and the potential consequences for industry.
Q: A CEO of a major truckload carrier recently told us the proposed HOS rule would force his company to add four or five more trucks to handle the same volume of freight it transports today. Do you think that's an exaggeration?
A: This is certainly possible depending on the nature of the freight being moved, the makeup of his work force, and the geographic distribution of his client base. For most carriers, I suspect the proposed rule would have a somewhat smaller impact, but the impact is certainly negative.
Q: Another trucking executive has said the revisions are a bone thrown by the Obama administration to the Teamsters union to essentially pad driver rolls. Do you believe the proposed changes are politically motivated, or are there legitimate safety concerns that would justify a rewrite of the HOS rule?
A: This proceeding is entirely of political origin. At the behest of the Teamsters and far-left, anti-business [consumer advocacy organization] Public Citizen, and prior court decisions involving those two parties, the [Federal Motor Carrier Safety Administration] has been bending over backward to accommodate ridiculous and inefficient rules on drivers' hours of service. This has nothing to do with streamlining the regulatory apparatus to foster socially beneficial outcomes or to improve highway safety. It has everything to do with appeasing left-wing ideologues and an increasingly irrelevant union faced with declining membership and a dangerously underfunded pension fund.
Q: There has been talk that any meaningful change in the current HOS rule will be litigated almost immediately, effectively tying up the process for years. Should carriers and shippers feel secure that nothing will change any time soon, or should they be preparing now to make changes in their supply chains just in case?
A: This is always the trouble with shifting regulation: uncertainty. I will not try to make broad recommendations for an entire industry with a diverse composition of firms, but I would imagine that more risk-averse firms that currently find themselves on shakier financial footing should take very seriously the impact this rule will cause if it is promulgated and perhaps immediately begin investigating what adjustments to their supply chains will be needed.
Q: Have you or anyone at CEI come up with numbers to quantify the cost to the industry of the proposed changes?
A: We have not conducted an independent econometric analysis. However, using the FMCSA's own cost-benefit estimates, minus the extremely dubious "health benefits" contained in the proposed rule's regulatory impact analysis, the economic cost ranges from $30 million to $640 million annually, depending on the percentage of crashes that one assumes to be fatigue-caused. Of course, the burden would be disproportionately borne by small firms and owner-operators, and some have claimed the agency has grossly underestimated the costs. The discredited methodology of calculating supposed health benefits was used by the agency's analysts primarily for the purpose of forcing a non-negative net benefits finding. They did not want to admit that this would be a costly rule for the industry.
Q: Is there a middle ground that would satisfy the industry and the regulators?
A: I would prefer a rule that was far less stringent than the current one and am quite skeptical of the FMCSA's stated core mission in the first place. The current rule, I believe, was forged on middle ground that should more than satisfy regulators, unions, and Naderites.
Q: Turning to the railroads, it appears that any rail reform to satisfy the concerns of captive shippers will come from the Surface Transportation Board, not Congress. What are the chances the STB will act, what's the likely time frame, and what form will "reform" take?
A: Any "reform" from the STB will not be of a deregulatory nature, but I am confident that the board will again resist the attempts of a minority of shippers to drive the railroad industry back into its pre-Staggers [Act] Dark Ages. In late 2011, we should have some idea as to the odds of action with respect to the reciprocal switching issue. Retiring Sen. [Herbert] Kohl's absurd legislation [S. 49] that would remove the railroad industry's limited antitrust exemptions has little chance of going anywhere, and many in the Obama administration are quietly opposed to any moves in that direction.
Q: What, in CEI's view, would pass for "sensible" or "balanced" rail reform?
A: While I generally believe the shippers I just mentioned are completely in the wrong on rail regulation, they are correct in noting that railroads suffer from seriously outdated workplace practices due in large part to the various unions representing different classes of railroad workers. Among other things, we support inserting a straightforward decertification provision into the RLA [Railway Labor Act], similar to the one contained in the National Labor Relations Act, which would allow rail employees to hold an election to decertify their bargaining unit if 30 percent of workers show interest.
Q: The National Industrial Transportation League has requested changes in existing reciprocal switching agreements. Do you see some change in those rules as a likely outcome at the STB, and would the railroads be prepared to accept those as the least onerous type of reform?
A: I would hope not. The STB and the ICC before it have been quite clear on the reciprocal switching issue. Given present conditions in the industry and the lack of any evidence of anticompetitive acts, I do not see how forcing reciprocal switching agreements on the railroads could be justified on economic or legal grounds. The railroads should absolutely reject any attempts to reregulate their business operations.
Q: The railroads argue that virtually all of their traffic is subject to competition, either from other rails or other modes. Captive shippers argue otherwise. Do shippers have a case?
A: The shippers ignore the economics of network industries and why traditional models of industrial organization and competition policy are inappropriate with respect to railroads. Most are unfamiliar with the special risks posed to sunk-investment-heavy industries such as railroads. It is very difficult to reason with people who have no intention of actually understanding the underlying issues of this dispute. I have half-jokingly called on these shippers to form a consortium in order to purchase and operate their own Class I railroad, like Grupo Mexico and Ferromex, rather than wasting everyone's time and money with silly political stunts before the STB.
Grocery shoppers at select IGA, Price Less, and Food Giant stores will soon be able to use an upgraded in-store digital commerce experience, since store chain operator Houchens Food Group said it would deploy technology from eGrowcery, provider of a retail food industry white-label digital commerce platform.
Kentucky-based Houchens Food Group, which owns and operates more than 400 grocery, convenience, hardware/DIY, and foodservice locations in 15 states, said the move would empower retailers to rethink how and when to engage their shoppers best.
“At HFG we are focused on technology vendors that allow for highly targeted and personalized customer experiences, data-driven decision making, and e-commerce capabilities that do not interrupt day to day customer service at store level. We are thrilled to partner with eGrowcery to assist us in targeting the right audience with the right message at the right time,” Craig Knies, Chief Marketing Officer of Houchens Food Group, said in a release.
Michigan-based eGrowcery, which operates both in the United States and abroad, says it gives retail groups like Houchens Food Group the ability to provide a white-label e-commerce platform to the retailers it supplies, and integrate the program into the company’s overall technology offering. “Houchens Food Group is a great example of an organization that is working hard to simultaneously enhance its technology offering, engage shoppers through more channels and alleviate some of the administrative burden for its staff,” Patrick Hughes, CEO of eGrowcery, said.
The 40-acre solar facility in Gentry, Arkansas, includes nearly 18,000 solar panels and 10,000-plus bi-facial solar modules to capture sunlight, which is then converted to electricity and transmitted to a nearby electric grid for Carroll County Electric. The facility will produce approximately 9.3M kWh annually and utilize net metering, which helps transfer surplus power onto the power grid.
Construction of the facility began in 2024. The project was managed by NextEra Energy and completed by Verogy. Both Trio (formerly Edison Energy) and Carroll Electric Cooperative Corporation provided ongoing consultation throughout planning and development.
“By commissioning this solar facility, J.B. Hunt is demonstrating our commitment to enhancing the communities we serve and to investing in economically viable practices aimed at creating a more sustainable supply chain,” Greer Woodruff, executive vice president of safety, sustainability and maintenance at J.B. Hunt, said in a release. “The annual amount of clean energy generated by the J.B. Hunt Solar Facility will be equivalent to that used by nearly 1,200 homes. And, by drawing power from the sun and not a carbon-based source, the carbon dioxide kept from entering the atmosphere will be equivalent to eliminating 1,400 passenger vehicles from the road each year.”
As a contract provider of warehousing, logistics, and supply chain solutions, Geodis often has to provide customized services for clients.
That was the case recently when one of its customers asked Geodis to up its inventory monitoring game—specifically, to begin conducting quarterly cycle counts of the goods it stored at a Geodis site. Trouble was, performing more frequent counts would be something of a burden for the facility, which still conducted inventory counts manually—a process that was tedious and, depending on what else the team needed to accomplish, sometimes required overtime.
So Levallois, France-based Geodis launched a search for a technology solution that would both meet the customer’s demand and make its inventory monitoring more efficient overall, hoping to save time, labor, and money in the process.
SCAN AND DELIVER
Geodis found a solution with Gather AI, a Pittsburgh-based firm that automates inventory monitoring by deploying small drones to fly through a warehouse autonomously scanning pallets and cases. The system’s machine learning (ML) algorithm analyzes the resulting inventory pictures to identify barcodes, lot codes, text, and expiration dates; count boxes; and estimate occupancy, gathering information that warehouse operators need and comparing it with what’s in the warehouse management system (WMS).
Among other benefits, this means employees no longer have to spend long hours doing manual inventory counts with order-picker forklifts. On top of that, the warehouse manager is able to view inventory data in real time from a web dashboard and identify and address inventory exceptions.
But perhaps the biggest benefit of all is the speed at which it all happens. Gather AI’s drones perform those scans up to 15 times faster than traditional methods, the company says. To that point, it notes that before the drones were deployed at the Geodis site, four manual counters could complete approximately 800 counts in a day. By contrast, the drones are able to scan 1,200 locations per day.
FLEXIBLE FLYERS
Although Geodis had a number of options when it came to tech vendors, there were a couple of factors that tipped the odds in Gather AI’s favor, the partners said. One was its close cultural fit with Geodis. “Probably most important during that vetting process was understanding the cultural fit between Geodis and that vendor. We truly wanted to form a relationship with the company we selected,” Geodis Senior Director of Innovation Andy Johnston said in a release.
Speaking to this cultural fit, Johnston added, “Gather AI understood our business, our challenges, and the course of business throughout our day. They trained our personnel to get them comfortable with the technology and provided them with a tool that would truly make their job easier. This is pretty advanced technology, but the Gather AI user interface allowed our staff to see inventory variances intuitively, and they picked it up quickly. This shows me that Gather AI understood what we needed.”
Another factor in Gather AI’s favor was the prospect of a quick and easy deployment: Because the drones can conduct their missions without GPS or Wi-Fi, the supplier would be able to get its solution up and running quickly. In the words of Geodis Industrial Engineer Trent McDermott, “The Gather AI implementation process was efficient. There were no IT infrastructure or layout changes needed, and Gather AI was flexible with the installation to not disrupt peak hours for the operations team.”
QUICK RESULTS
Once the drones were in the air, Geodis saw immediate improvements in cycle counting speed, according to Gather AI. But that wasn’t the only benefit: Geodis was also able to more easily find misplaced pallets.
“Previously, we would research the inventory’s systemic license plate number (LPN),” McDermott explained. “We could narrow it down to a portion or a section of the warehouse where we thought that LPN was, but there was still a lot of ambiguity. So we would send an operator out on a mission to go hunt and find that LPN,” a process that could take a day or two to complete. But the days of scouring the facility for lost pallets are over. With Gather AI, the team can simply search in the dashboard to find the last location where the pallet was scanned.
And about that customer who wanted more frequent inventory counts? Geodis reports that it completed its first quarterly count for the client in half the time it had previously taken, with no overtime needed. “It’s a huge win for us to trim that time down,” McDermott said. “Just two weeks into the new quarter, we were able to have 40% of the warehouse completed.”
Trade and transportation groups are congratulating Sean Duffy today for winning confirmation in a U.S. Senate vote to become the country’s next Secretary of Transportation.
Once he’s sworn in, Duffy will become the nation’s 20th person to hold that post, succeeding the recently departed Pete Buttigieg.
Transportation groups quickly called on Duffy to work on continuing the burst of long-overdue infrastructure spending that was a hallmark of the Biden Administration’s passing of the bipartisan infrastructure law, known formally as the Infrastructure Investment and Jobs Act (IIJA).
But according to industry associations such as the Coalition for America’s Gateways and Trade Corridors (CAGTC), federal spending is critical for funding large freight projects that sustain U.S. supply chains. “[Duffy] will direct the Department at an important time, implementing the remaining two years of the Infrastructure Investment and Jobs Act, and charting a course for the next surface transportation reauthorization,” CAGTC Executive Director Elaine Nessle said in a release. “During his confirmation hearing, Secretary Duffy shared the new Administration’s goal to invest in large, durable projects that connect the nation and commerce. CAGTC shares this goal and is eager to work with Secretary Duffy to ensure that nationally and regionally significant freight projects are advanced swiftly and funded robustly.”
A similar message came from the International Foodservice Distributors Association (IFDA). “A safe, efficient, and reliable transportation network is essential to our industry, enabling 33 million cases of food and related products to reach professional kitchens every day. We look forward to working with Secretary Duffy to strengthen America’s transportation infrastructure and workforce to support the safe and seamless movement of ingredients that make meals away from home possible,” IFDA President and CEO Mark S. Allen said in a release.
And the truck drivers’ group the Owner-Operator Independent Drivers Association (OOIDA) likewise called for continued investment in projects like creating new parking spaces for Class 8 trucks. “OOIDA and the 150,000 small business truckers we represent congratulate Secretary Sean Duffy on his confirmation to lead the U.S. Department of Transportation,” OOIDA President Todd Spencer said in a release. “We look forward to continue working with him in advancing the priorities of small business truckers across America, including expanding truck parking, fighting freight fraud, and rolling back burdensome, unnecessary regulations.”
With the new Trump Administration continuing to threaten steep tariffs on Mexico, Canada, and China as early as February 1, supply chain organizations preparing for that economic shock must be prepared to make strategic responses that go beyond either absorbing new costs or passing them on to customers, according to Gartner Inc.
But even as they face what would be the most significant tariff changes proposed in the past 50 years, some enterprises could use the potential market volatility to drive a competitive advantage against their rivals, the analyst group said.
Gartner experts said the risks of acting too early to proposed tariffs—and anticipated countermeasures by trading partners—are as acute as acting too late. Chief supply chain officers (CSCOs) should be projecting ahead to potential countermeasures, escalations and de-escalations as part of their current scenario planning activities.
“CSCOs who anticipate that current tariff volatility will persist for years, rather than months, should also recognize that their business operations will not emerge successful by remaining static or purely on the defensive,” Brian Whitlock, Senior Research Director in Gartner’s supply chain practice, said in a release.
“The long-term winners will reinvent or reinvigorate their business strategies, developing new capabilities that drive competitive advantage. In almost all cases, this will require material business investment and should be a focal point of current scenario planning,” Whitlock said.
Gartner listed five possible pathways for CSCOs and other leaders to consider when faced with new tariff policy changes:
Retire certain products: Tariff volatility will stress some specific products, or even organizations, to a breaking point, so some enterprises may have to accept that worsening geopolitical conditions should force the retirement of that product.
Renovate products to adjust: New tariffs could prompt renovations (adjustments) to products that were overdue, as businesses will need to take a hard look at the viability of raising or absorbing costs in a still price-sensitive environment.
Rebalance: Additional volatility should be factored into future demand planning, as early winners and losers from initial tariff policies must both be prepared for potential countermeasures, policy escalations and de-escalations, and competitor responses.
Reinvent: As tariff volatility persists, some companies should consider investing in new projects in markets that are not impacted or that align with new geopolitical incentives. Others may pivot and repurpose existing facilities to serve local markets.
Reinvigorate: Early winners of announced tariffs should seek opportunities to extend competitive advantages. For example, they could look to expand existing US-based or domestic manufacturing capacity or reposition themselves within the market by lowering their prices to take market share and drive business growth.