Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
At a time when virtually all customs information is transmitted electronically and free trade agreements abound, you might assume that crossing international borders would be a piece of cake. For the most part, it is easier than it was in the past, but the act of bringing goods out of one country and into another continues to be a source of delays and headaches for international traders everywhere.
There are dozens of reasons why border crossings continue to bedevil importers and exporters. Sometimes, the problems are caused by errors or inconsistencies in documentation. Other times, delays are due to security concerns, poor timing, or even inadequate packaging, to name but a few possibilities.
Although each company's situation is unique, there are some steps everyone can take to minimize the risk of border-crossing delays. Here are just a few tips, with an emphasis on the U.S. border with Mexico.
1. Know when to go. International trade may take place 24/7, but that doesn't mean border crossings are staffed around the clock. For that reason, it's helpful to know when inspection stations will be staffed. Most of the U.S. Customs and Border Protection (CBP) personnel at the land borders are union members and their hours are strictly scheduled, notes Arnold Maltz, associate professor, supply chain, at Arizona State University. Even if a crossing is staffed around the clock, there may be just one lane open at off hours. "If you don't go when CBP is going to be staffing all of the booths at a crossing, you're kidding yourself if you think you're going to avoid congestion," he says.
It's important, too, to be aware of holidays on both sides of the border. "Mexican, U.S., and Canadian holidays aren't the same, so every now and then someone runs into a problem because it's not a holiday here but it is on the other side, and nobody's working," Maltz says.
2. Watch your weight. Container and trailer weights that may be acceptable in one country may not be allowed in another. Inbound containers that are too heavy for over-the-road travel may have to be moved to another location and their contents transloaded into a larger container, two trailers, or a truck that has the required number of wheels for extra-heavy loads.
Allowable cargo weights for U.S., Canadian, and Mexican are not uniform. In Mexico, for example, carriers sometimes have to unload containers and trucks before they cross the border, says Maltz, who advises shipping loads that will be acceptable on both sides of the border. "The weight has to be legal before the cargo hits U.S. roads," he says.
3. Get everyone on the same team. It's not necessary for the freight forwarder in the exporting country and the customs broker in the destination country to be from the same company or the same forwarders' network, but it can sometimes help speed shipments along. That's because both forwarder and broker will be using the same information system, and they generally will follow the same protocols for communication and documentation, making for consistent processes and a fast, efficient exchange of information.
Big companies that move a lot of merchandise across borders on a daily basis often eliminate communication worries by having their own customs brokers on staff.
4. Know all the players. Customs authorities aren't the sole decision makers on the border. Depending on the product, other government agencies, such as the U.S. Food and Drug Administration (FDA) and the Department of Agriculture, may have a say in whether a shipment enters the country. Furthermore, state agencies often station their own inspectors at border crossings, and Canada and Mexico have their own agencies that screen and inspect shipments. Knowing in advance which agencies on both sides of the border have authority over a product or commodity and providing them with the necessary documentation will reduce hold-ups.
The trucks themselves may be subject to inspections by multiple agencies. The U.S. Federal Motor Carrier Safety Administration (FMCSA) inspects trucks on both borders, and state highway patrols often work alongside FMCSA personnel. It's wise, then, to verify in advance that the motor carrier and the imported merchandise meet both federal and state requirements.
5. Get certified. Shippers that participate in voluntary government- and privately sponsored security programs generally do benefit from faster clearance, fewer inspections, and privileges like authorization to pre-clear cargo prior to arrival. It takes time, effort, and money to earn those certifications, but it generally is well worth it. "Investing a lot of effort in participating in certification programs in Europe, Brazil, and the United States has really paid off," said one attendee at a session on international trade at the Council of Supply Chain Management Professionals (CSCMP) 2011 Annual Global Conference. To get the full benefit, encourage suppliers and other supply chain partners to get certified under U.S. and foreign cargo security programs, such as CBP's Customs-Trade Partnership Against Terrorism (C-TPAT), Europe's Authorised Economic Operator (AEO) program, Canada's Partners in Protection (PIP), Sweden's StairSec, and Australia's Frontline.
6. Be realistic about how long it will take. It's unrealistic to assume that any two shipments will take the same amount of time to cross the border, even if they're identical. Factors like time of day, time of year, local traffic conditions, and security alerts levels can greatly affect the time it takes to cross a border.
Border crossing times for northbound cargo from Mexico can be highly variable. Research conducted earlier this year by Prof. Miguel Gastn Cedillo-Campos of Mexico's National Council of Science and Technology found that on average, it takes just over one hour for a truckload shipment from Mexico to the United States to process documentation, transfer to local drayage, and pass through Mexican customs—if, that is, the driver gets a green light when he presses the "go or no go" button, and no inspection is required. A red light, signaling that an inspection is required, will add 98 minutes on average. If after the primary inspection the driver gets another red light and undergoes a secondary inspection, tack on another 98 minutes.
Once the truck leaves Mexican customs, it takes another 207 minutes on average to cross into the United States, undergo another primary cargo inspection, clear U.S. customs, undergo a truck safety check, and drop the trailer for the linehaul carrier. Get tapped as a security risk and the resulting secondary cargo inspection will add an average of **ital{30.5 hours} to the transit time.
The lesson: Plan for the worst (i.e., secondary inspections), and time all downstream logistics and distribution activities accordingly.
7. Explain yourself. Anything out of the ordinary—unusual packaging, a new product or supplier, a sudden change in routing—could raise suspicions and trigger unnecessary inspections. Let customs authorities at the port of entry know of the change in advance, and offer to show samples or demonstrate a new procedure. One attendee at the CSCMP session said that when her company began using a new type of high-security container seal, she sent a sample of the seal and a video showing how the seal was applied to CBP officials at the U.S.-Mexico border. "They really liked it, and we had no problems," she said.
Electric yard truck provider Outrider plans to scale up its autonomous yard operations in 2025 thanks to $62 million in fresh venture capital funding, the Colorado-based firm said.
The expansion in 2025 will be focused on distribution center applications, but Outrider says its technology is also well-suited for use in intermodal rail and port terminals, paving the way for future applications across freight transportation.
“Outrider’s proprietary safety systems; consistent, predictable movement through complex and chaotic environments; and patented robotic-arm-based system for trailer air and electric line connections have allowed us to stay far ahead of any competition," Bob Hall, Chief Operating Officer at Outrider, said in a release.
The “series D” round was led by Koch Disruptive Technologies (KDT) and New Enterprise Associates (NEA), with additional investments from 8VC, ARK Invest, B37 Ventures, FM Capital, Interwoven Ventures, NVentures (NVIDIA’s venture capital arm), and Prologis Ventures. Other investors joining the Series D financing are Goose Capital; Lineage Ventures, the investment strategy of Lineage, Inc.; Presidio Ventures, the venture capital arm of Sumitomo Corporation; and Service Provider Capital. In total , the new backing brings the company to over $250 million in equity capital raised to date.
A team from the University of Tennessee, Knoxville, walked away with top honors at this year’s event. It was the school’s first time competing in the scholarship competition, which was held during IANA’s Intermodal Expo in September.
The winning squad included students Jaren Bussell, Elizabeth Shuler, Brock Sooley, and Kathryn Whittaker and was coached by Dr. Donald Maier, associate professor of practice–supply chain. “It is exciting to see what the students can achieve in five hours. Each team reads, analyzes, and prepares a presentation with no faculty input,” Maier said in a release.
In addition to UT, participating schools included the California State Maritime Academy, College of Charleston, Georgia Southern University, and SUNY Maritime as well as the universities of Arkansas, Maryland, North Florida, North Texas, and Wisconsin at Superior.
IANA’s scholarship awards support curriculums designed to attract students to careers in freight and intermodal transportation. Since the program’s inception in 2007, IANA has awarded over $5.3 million in scholarships.
Family-owned business Cibao Meat Products, a producer of Hispanic-style sausages and deli meats, has long prided itself on staying true to the traditions and values the company was founded on in 1969—like a commitment to high-quality ingredients and a family workplace atmosphere. Less of a source of pride, however, was its continuing reliance on the same, mostly manual, processes and data management techniques used at its inception.
With the company now selling its meats to retail giants such as BJ’s, Sam’s Club, and Costco as well as 500 supermarkets and restaurants across the U.S., Cibao president Heinz Vieluf Jr. knew that it was time to take the company into the digital age. “As a third-generation leader of a multigenerational company, I put an emphasis on bringing our business into the digital future and utilizing technologies that will help propel success,” he said in a statement.
IN WITH THE NEW
In Cibao’s case, that would require modernizing its data-collection practices. Because the meat producer still relied on legacy processes, its company data and customer data were siloed, scattered throughout departments from sales to manufacturing to accounting. Teams were manually gathering information and creating reports on a weekly or biweekly basis. As a result, company leaders had no real-time visibility into business-critical operations. On top of that, creating those reports ate up hours of team members’ time each week.
For help bringing all of its organizational data into one central location, Cibao turned to the Slingshot work management platform from software company Infragistics. In October 2023, the company began working with Slingshot to compile data from multiple sources into a centralized hub that would be accessible to every employee.
Today, with the new platform in place, Cibao is benefiting from enhanced data transparency across the company and from accelerated data-reporting capabilities. Employees can now create reports within minutes, eliminating the biweekly reports in favor of daily assessments and unlocking insights needed to make critical decisions 10 times faster than before—saving 120 hours a month, the company says. For example, now that it has real-time access to its customer payment data, Cibao’s accounts receivable team has been able to detect any discrepancies in real time. This has allowed the team to check in with customers as soon as they notice a potential issue, which has increased the company’s cash flow by $40,000 a week on average, or up to 65%.
STRENGTHENING THE BOTTOM LINE
With teams saving hours each week on reporting, Cibao employees can now concentrate on higher-value tasks. For instance, they have more time to connect one-on-one with clients and develop relationships, instead of getting held up on the back end. They can also focus on new marketing efforts and promotions, not only boosting customer satisfaction but also helping to grow existing customer relationships and develop new ones.
“We created Slingshot to bring together data that has traditionally been spread across departments into one completely accessible space so that companies can better drive productivity, insights, and ultimately business results,” said Dean Guida, founder of Slingshot, in the statement. “By bringing its data into a central location, Cibao Meat Products has unlocked insights that have allowed [it] to move strategically and at a faster pace, strengthening the company’s bottom line.”
As autonomous systems take on a bigger role in logistics and industrial production applications, the race is on to make the equipment smarter, more efficient, and safer. To accelerate work in this area, the German lift truck and logistics technology vendor Kion Group is partnering with a local university to support expanded studies on artificial intelligence (AI) and autonomous systems.
According to Kion, Peitz’s work will focus on the development of autonomous systems that operate intelligently and safely for all parties involved, with a particular focus on autonomous mobile robots, forklift trucks, and AI-based systems that are used in logistics and production environments.
The objective of the endowed professorship is to advance the field of research at the highest international level, Kion said in a statement. In close collaboration with research networks and other partners both within and outside TU Dortmund University, such as the Fraunhofer Institute for Material Flow and Logistics IML and the Kion Group itself, the professorship will form a “hub” for digital and intelligent logistics, the company added.
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Illustration courtesy of Clean Energy Fuels Corporation
For consumers, the car-buying process generally includes a test drive so they can see if the vehicle lives up to its hype before they plunk down any money. But the process can be a little more difficult for commercial fleet managers.
The 2025 Peterbilt 579 day cab tractor, branded in Clean Energy’s signature green, will be available for fleets to test on their normal routes for up to two weeks. And if you don’t happen to have an RNG fueling station in your own yard, that’s no problem: The fleets testing the demo truck will be able to use Clean Energy’s fueling infrastructure, which consists of over 600 stations across North America, 200 of which have public tractor-trailer access.
First in line to try the new rig—which can haul heavy loads for an 800-mile range—is transportation and logistics giant J.B. Hunt Transport Inc. After Hunt completes its trial, the truck will make its way through large and medium-sized heavy-duty trucking companies in California, Arizona, Texas, Oklahoma, Ohio, Michigan, Pennsylvania, and Florida. Clean Energy says it expects to run the X15N demo truck program at least through 2025.
“Vehicles powered by renewable natural gas produce significantly less carbon emissions throughout their lifecycle and are more compatible with today’s available infrastructure than most competing emissions-reduction technologies,” Greer Woodruff, executive vice president of safety, sustainability, and maintenance at J.B. Hunt, said in a release. “The new technology and supporting fuel network in this pilot have the potential to be a viable, cost-effective solution for customers wanting to decrease their carbon footprint in the near term.”