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.
Tired of sweating higher diesel fuel prices? Then maybe it's time to find a trucking company that's running its delivery fleet on liquefied natural gas (LNG) instead of diesel.
LNG is the liquid form of natural gas, which is primarily methane. It's related to compressed natural gas (CNG), which, as the name suggests, is condensed under high pressure. Although truck engines can run on both LNG and CNG, it does not make sense to use CNG for longhaul trucking because compressed gas adds weight that must be carried along with the freight, according to experts.
"In general, if your operating range is over 400 miles, it's usually best to go with LNG," says Andy Douglas, Kenworth Truck Co.'s national sales manager for specialty markets.
Although natural gas is more economical than diesel, there is currently no national infrastructure that would make it easy for a driver to refuel a rig traveling from, say, Boston to Los Angeles. But that doesn't mean shippers should wait to transition to alternate fuels; they can act now. Here's why it might make sense.
The alternative fossil fuel
Although size estimates vary, there is no disputing that the United States has huge reserves of natural gas within its borders and that this abundance of supply plays a key role in keeping the cost lower than other energy sources.
As for how much lower, the weekly fuel price report by Clean Energy Fuels Corp., a major LNG supplier, provides some comparisons. For the week of Feb. 27, when diesel in the United States sold for $4.05 a gallon, the equivalent amount of LNG cost $2.82 and CNG just $2.32, according to the company.
Although trucks can be adapted to run on both LNG and CPG, the equipment carries a higher price tag. A typical Class 8 truck running on diesel costs anywhere from $100,000 to $125,000, according to Glen P. Kedzie, vice president at the American Trucking Associations (ATA). If a motor carrier were to use LNG-powered rigs, the price for the truck would climb at least another $50,000 per unit and maybe as much as $90,000, depending on the additional features.
Aside from a lower cost per gallon, LNG has another advantage. It's considered to be a "green" fuel in that it emits less carbon dioxide than oil fuels. It also produces fewer pollutants and particulate emissions than other hydrocarbon fuels.
The biggest hurdle has been the lack of a nationwide infrastructure of fueling stations. Kedzie says it's a classic "chicken and egg" situation. He notes that companies are reluctant to build out the infrastructure until enough truckers use LNG, and truckers aren't willing to commit to using LNG without a refueling network in place.
In an effort to spur creation of an LNG market, legislation has been introduced in both houses of Congress to provide tax credits for LNG-powered vehicles as well as the refueling infrastructure. Given the fact that the credits would cost the U.S. treasury $5 billion in lost revenue at a time of a looming federal deficit, the legislation faces an uncertain future.
According to the Energy Information Administration (EIA), there were, as of last year, 44 fueling stations for LNG trucks in the United States. Most of those stations were in California, according to EIA. Among the companies operating LNG trucks in that state is Wal-Mart Stores Inc., which is currently using LNG-fueled Peterbilt trucks to make delivery runs from its DC in Apple Valley to retail outlets in Southern California. Another is commercial and residential flooring manufacturer Mohawk Industries, which is leasing LNG-powered trucks from Ryder System Inc. for deliveries in the region. Mohawk is not the only shipper giving LNG a try. Ryder says that to date, it has leased 35 LNG-powered Class 8 day cabs (20 Peterbilts and 15 Freightliners) to customers for use in Southern California.
In 2011, UPS Inc. acquired 48 LNG-powered heavy-duty trucks, which it is running from Las Vegas to Ontario, Calif. UPS received a $3.9 million grant from a state environmental agency, SouthCoast Air Quality Management, to help defray the trucks' cost.
Charting the future
Although LNG's proponents have been pushing for the government to create a market for LNG-powered fleets, it's already there for shippers with fixed routes willing to sign a contract that incentivizes the carrier to deploy the vehicles. Dillon Transport Inc. of Burr Ridge, Ill., has begun offering just such a program in Texas and Ohio for Owens Corning, which generates enough steady business for Dillon to justify dedicated service.
Phil Crofts, director of marketing at Dillon, declined to provide specifics about the deal. However, he said Dillon was prepared to offer other shippers a fixed price to move goods on an LNG truck.
"We would feel comfortable offering a customer a guarantee that the fuel surcharge would not go up for a year," he said.
Other truckers may be willing to offer a similar arrangement to shippers. Such an arrangement would give the shipper the assurance of having a firm line item in his transportation budget for one year.
"Once shippers understand this, they will be requesting the major carriers to do this and get a break on the fuel charge," says Crofts.
In a volatile oil market with diesel fuel prices seemingly headed higher, there's clearly a business case to be made for moving freight on LNG trucks. But shippers need not wait for the government to dole out subsidies. They can reach out to willing motor carriers, commit shipments to an LNG carrier in exchange for a contract guaranteeing a fixed rate, and save freight dollars right now.
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.