The Federal Maritime Commission's current inquiry into the Harbor Maintenance Tax is no trifling issue. It could lead to a trade war with Canada and higher costs for shippers.
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.
Does the Harbor Maintenance Tax (HMT) on U.S. imports encourage the diversion of cargo through Canada and Mexico?
That question—the subject of an ongoing Federal Maritime Commission (FMC) inquiry—may sound like an obscure exercise in policy analysis. But the inquiry has evolved into a debate over much broader issues, including whether government policies are putting U.S. seaports at a competitive disadvantage and are thereby restricting the country's economic growth.
Depending on how the government chooses to respond to the FMC's findings, there could be several potential outcomes: Congress could change the way the HMT is assessed and its funds allocated, the United States could end up in a dispute with Canada and the World Trade Organization (WTO), and costs could rise for many importers and exporters.
Washington's complaint
Currently, U.S. importers pay a Harbor Maintenance Tax (HMT) of 0.125 percent on the declared value of imported merchandise. Established in the 1980s, the tax and its associated Harbor Maintenance Trust Fund are designed to help fund the U.S. Army Corps of Engineers' harbor maintenance projects, including dredging. The fund has built up a multibillion-dollar surplus, which critics say is being used to help reduce the federal budget deficit instead of paying for needed waterways improvements.
The tax generates an average fee of between $84 and $137 per 40-foot container, according to estimates. For high-value cargo such as auto parts, that figure can be as high as $300. For commodities like lumber and refrigerated produce, it can be less than $20.
However, containers that enter the United States by truck or rail via Canadian and Mexican seaports are not subject to the HMT. As the volume of such shipments has grown—notably at the ports of Prince Rupert in Canada and Lázaro Cárdenas in Mexico—lawmakers in California and Washington state have voiced concern that the HMT is at least partly to blame for their neighbors' rising fortunes.
The FMC's inquiry was sparked by an Aug. 29 letter to FMC Chairman Richard A. Lidinsky Jr. from Sens. Patty Murray and Maria Cantwell of Washington. In the letter, the senators asked the FMC to examine the extent to which the HMT and other factors influence diversion of cargo from U.S. West Coast ports to Canadian and Mexican competitors. The exemption for overland shipments, they wrote, has given Mexican and Canadian ports a competitive advantage over U.S. seaports, causing an increase in cargo diversion, a reduction in revenue for the Harbor Maintenance Trust Fund, and the loss of U.S. jobs. They also asked the agency to offer "recommendations for legislative and regulatory responses" to those concerns.
The FMC agreed to take up the matter and in its November 2011 notice of inquiry (Docket 11-19) asked for comments on the HMT's influence on cargo routing as well as suggestions for actions the U.S. government could take to improve the competitiveness of U.S. ports. That request drew dozens of responses from private industry and government organizations across North America, as well as from the governments of Canada and Mexico.
Sparks fly in Puget Sound
The primary battleground of the dispute is the Pacific Northwest, where the Puget Sound ports of Seattle and Tacoma on the U.S. side of the border, and British Columbia's Prince Rupert and Vancouver on the Canadian side, have long battled it out for market share.
In recent years, Seattle and Tacoma have been on the short end of the stick. According to data compiled from various port sources, the two ports accounted for nearly 16 percent of containerized traffic on the West Coast of North America in 2010, down from about 18 percent in 2005. During that same period, the market share for British Columbia ports rose to 12 percent from about 8 percent.
Washington state interests insist that the HMT is, at least in part, to blame for the shift in market share. In their comments, the Seattle Metropolitan Chamber of Commerce, the Washington Public Ports Association, and the Port of Seattle asserted that the HMT's "land-border loophole" provides incentives for shippers to avoid U.S. ports. They have requested that the federal government change the law to eliminate any such incentives.
Few others, though, believe the HMT is a significant factor in routing decisions. "When the FMC completes its investigation, what [it] will find out is that the reasons for using [Canadian West Coast] ports have nothing to do with avoiding the 0.125 percent fee on the value of the cargo," says Peter Friedmann, Washington counsel for the Coalition of New England Companies for Trade (CONECT) and the Agriculture Transportation Coalition.
The main reason, he says, is that Prince Rupert is a day and a half closer to Asia, and rail service from Prince Rupert and Vancouver to the U.S. Midwest is faster and more affordable than service from U.S. West Coast ports.
Shipper groups agree. "Shippers, including retailers, who are using ports such as Prince Rupert are choosing these ports because of their operational efficiencies, and it is our view that any change in U.S. tax policy will have no impact on shippers' routing decisions," the National Retail Federation (NRF) said in its comments.
Washington state port executives have a different view. "It's difficult to believe ... that any factor that can increase the cost of moving a container by $150 plays no role," said Sean Eagan, director of governmental affairs for the Port of Tacoma, in an interview.
Ironically, the haggling is not over torrents of U.S.-bound cargo pouring into Canada. According to the Canadian Embassy, just 2.5 percent of U.S. containerized imports moved through Canadian ports in 2010. By contrast, about 6 percent of Canada's containerized imports passed through U.S. ports, according to data from the embassy.
What if ...
Puget Sound groups argue the tax should be structured in a way that does not put U.S. gateways at a competitive disadvantage to Mexican and Canadian ports. In its comments to the FMC, the Port of Seattle said, "User fees must be applied universally and equitably to all U.S.-bound cargo." The Seattle Metropolitan Chamber of Commerce and the Washington Public Ports Association want the U.S. government to close the "land-border loophole" by imposing the HMT or an equivalent fee on international cargo passing from Canada by land across the U.S. border. However, such a move could invite retaliation from Ottawa, leading to a potentially costly trade war between two closely aligned trading partners, according to Friedmann.
"Canada has already stated that if the United States considers imposing a tax on containers arriving from Canada, it will consider imposing a similar one on cargo that comes through the United States and moves up to Canada," he says. "That would impose additional fees on U.S. exporters, while having no impact whatsoever on the choice of ports for those who import."
Friedmann and others note that expanding the scope of the HMT may violate certain provisions of the World Trade Organization's General Agreement on Tariffs and Trade (GATT) and the North American Free Trade Agreement (NAFTA). The United States, therefore, could find itself on the receiving end of two sets of penalties and sanctions.
Furthermore, the tax would conflict with other U.S. trade policies, such as the new "Beyond the Border" agreement with Canada, which is designed to reduce barriers to cross-border trade.
Domestic debate
For all the discussion about Canada and Mexico, the HMT uproar may be as much about U.S. domestic tax and infrastructure policies as anything else.
The HMT is assessed on imports at all U.S. ports, but not all of them require dredging or other harbor maintenance work. Consequently, HMT revenues are redistributed from big import gateways with naturally deep channels—such as Los Angeles, Seattle, and Tacoma—to ports with smaller import volumes that require dredging to maintain channel depths and widths. According to a January 2011 report by the Congressional Research Service, these and similarly positioned ports typically receive just one penny's worth of benefit for every dollar of HMT revenues their imports contribute to the Harbor Maintenance Tax Fund.
That disparity—along with the unspent billions of dollars in the fund—is as big a concern for U.S. ports as cargo diversion. Numerous filers asserted that the HMT system is broken and must be fixed now.
The Port of Seattle's filing summed up a widely supported prescription: Fees assessed against freight movement should be spent on improvements to the freight system; fees collected from one gateway or trade corridor should benefit the users of that gateway and corridor; and user fees must be applied universally and equitably to all U.S.-bound cargo, without putting U.S. gateways at a competitive disadvantage to Mexican and Canadian ports.
Ultimately, some filers said, the HMT is just one symptom of a larger problem: the failure of the U.S. government to develop and implement a national freight transportation strategic plan with sufficient, dedicated funding for infrastructure projects.
In an ironic twist, a number of U.S. ports suggested that the solution to some of the problems covered by the FMC's inquiry would be for the United States to be more like Canada. Canadian ports pay for harbor maintenance out of their own revenues. Much of that money comes from fees collected from the carriers serving the nation's ports. As a result, the funds that are collected from port users directly benefit those users.
Furthermore, Canada has made the development of transportation infrastructure and trade corridors a national priority, and is funding large-scale freight projects that will improve the country's competitiveness, several U.S. ports said.
The nearly 70 comments filed with the FMC represent many different points of view, but it can be argued that one theme underlies them all: If the United States is going to help its ports become more competitive, perhaps it should stop wasting energy on blaming its neighbors, and focus instead on implementing a national freight transportation strategy that benefits not just ports but the nation as a whole.
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."