Companies seeking a new distribution center site will find a lot to love about Virginia, including a deepwater port and its location in the middle of the Eastern Seaboard.
Susan Lacefield has been working for supply chain publications since 1999. Before joining DC VELOCITY, she was an associate editor for Supply Chain Management Review and wrote for Logistics Management magazine. She holds a master's degree in English.
For 45 years, Virginia has been proclaiming to the world: "Virginia is for lovers." The state's travel and tourism ad campaigns have also declared at various times that "Virginia is for history lovers," "Virginia is for beach lovers," and "Virginia is for mountain lovers." State economic development groups might like to add one more slogan: "Virginia is for logistics lovers."
With a deepwater port capable of receiving the giant post-Panamax megacontainerships and with a location in the center of the Eastern Seaboard, Virginia has attracted companies like Amazon.com, Lumber Liquidators, and Ace Hardware, all of which have opened "big box" distribution centers (those larger than 300,000 square feet) in the state. In addition, industrial real estate developer CenterPoint Properties recently opened an intermodal center near the port that includes 5.8 million square feet of large and desirable Class A distribution and warehouse space.
Why is the commonwealth generating all this logistics love? Here are a few reasons.
YOU CAN GET THERE FROM HERE
If you're looking to locate a single distribution center on the East Coast, Virginia makes a lot of sense. The state lies between the major consumer markets of New York/New Jersey and Atlanta and northern Florida. It also provides easy access to Midwest markets.
"We typically tell folks that from central Virginia, you can access about 40 percent of the U.S. population within a day's drive," says Rob McClintock, director of research for the Virginia Economic Development Partnership. "That's a big chunk of the market right there. And if you just draw a radius of 750 miles, you hit 55 percent of the population. So you can get there from here. And you can get your stuff there from here."
By "there," McClintock doesn't just mean the domestic U.S. market. "We like to think of Virginia as really a gateway for the rest of the world," he says.
The Port of Virginia serves as the state's point of entry for international commerce, offering connections to about 200 countries, according to McClintock. The port's core asset is Hampton Roads Harbor, which, at 50 feet of depth, shares with Baltimore the distinction of having the deepest water of any East Coast port. The water depth is expected to make Hampton Roads inviting to super post-Panamax vessels, which many experts believe will increasingly be used to serve the East Coast once the expanded Panama Canal opens.
Another attractive feature of the port, according to Russell Held, the port's vice president of economic development, is that it has room to grow. The Port of Virginia is the only port on the East Coast with congressional authorization to deepen its channels to 55 feet, and the rivers that serve the port are free of obstructions such as bridges, rail crossings, or power lines that would restrict large vessels from entering the port. Furthermore, the port will be looking to expand its Virginia International Gateway Terminal within the next five years and is "roughing out" a possible 600-acre expansion site for a marine terminal on Craney Island in the harbor.
"We are possibly the only port in the U.S. that can show how it can expand not only next year but also 30 years in the future," says Held.
Business at the port is driving an increase in warehouse and DC development along the I-64 corridor from Hampton Roads to Richmond, according to Mark Levy, managing director and the mid-Atlantic logistics and industrial practice group leader for the commercial real estate firm JLL. Most of the DCs near the Hampton Roads port are used for transloading and breakbulk services. Because Hampton Roads lacks a large population base, it doesn't have many big box distribution centers, Levy says. Instead, companies like Amazon are locating their million-square-foot mega-DCs near the state capital in Richmond, which is situated halfway between the port and the major consumer market of Northern Virginia, which surrounds Washington, D.C., says Levy.
Vitamin Shoppe, a health and wellness retailer, last year opened a 311,740-square-foot distribution center in Ashland, Va., about 19 miles from Richmond. After an exhaustive site selection process, the company chose Ashland over other sites in Virginia and North Carolina. "It is a great location situated right off I-95. The proximity to a major highway serves us well in getting shipments out quickly, as we move most of our freight by truck," says Rich Tannenbaum, Vitamin's Shoppe's senior vice president, supply chain and information technology.
Virginia's infrastructure enables it to support other modes of transportation. For example, Virginia has the third-largest state-maintained highway system in the country, with six major interstates. Two Class 1 railroads serve the port: Norfolk Southern and CSX, both of which are headquartered in the state. Currently, 34 percent of the port's cargo arrives and departs by rail, the largest percentage of any U.S. East Coast port.
In Northern Virginia, Dulles International Airport serves as a major hub for both passenger traffic and cargo. According to McClintock, there is enough available space around Dulles that the airport could expand its capacity by a few hundred acres.
Virginia's maritime traffic is not limited to oceangoing vessels. Two and a half years ago, the port established a barge service from Hampton Roads to the Port of Richmond on the James River. Barge traffic has grown to the point where service is now offered three times a week, according to McClintock.
VIRGINIA IS READY TO WORK
Companies like Vitamin Shoppe are finding that Virginia doesn't just offer the physical infrastructure to support a distribution center; it can also provide the workers needed to staff that DC. "The Ashland area has been very welcoming ... and we have been able to find many skilled, qualified candidates to join our team," reports Tannenbaum.
Overall, the labor force in Virginia is growing at a rate that's twice the national average, according to the Virginia Economic Development Partnership. In the logistics and distribution sector alone, Virginia employs 68,500 people.
Every region of Virginia is served by community colleges, some of which offer truck driving schools, forklift driving academies, and warehouse management system training. In addition, Virginia boasts a network of universities that provide logistics-focused research and education. Old Dominion University, located in Norfolk, is known for its Maritime Institute, which provides maritime, port, and logistics management education, training, and research. The recently formed Commonwealth Center for Advanced Logistics Systems connects local businesses seeking help resolving logistics problems with students and professors at the University of Virginia, Virginia Commonwealth University, Virginia State University, and Longwood University.
The labor market also benefits from the strong military presence in the state. According to McClintock, 23,000 people a year are being discharged from the military and are looking for work in industry. Many of these veterans possess significant logistics skills because Fort Lee in central Virginia is the Army Sustainment Center of Excellence, a focused training base for military supply, subsistence, maintenance, munitions, and transportation. In addition, the base is home to the U.S. Army Logistics University and the U.S. Army Transportation School. "The military is a constant feeder to our labor force of educated, highly skilled, highly disciplined people who are ready to go to work," says Held.
On top of that, Virginia is the northernmost right-to-work state on the East Coast, meaning that workers cannot be required to join a labor union in order to be employed, and its Jobs Investment Program provides companies with state-funded grants for job training.
A RECEPTIVE BUSINESS CLIMATE
The jobs training program and right-to-work status reflect the state's business-friendly environment. "It's very easy to do business in Virginia in terms of dealing with elected officials, getting economic incentive packages approved, and getting permits fast-tracked," says JLL's Levy. "Virginia has a very pro-business approach."
The state also offers a competitive tax structure, McClintock says. "We'll never be the lowest, but our taxes will always be consistent," he says. This stability enables companies to accurately forecast their costs from one year to the next, he adds.
Certainly, no state has the perfect business recipe, and Virginia has its share of challenges. Companies struggle with the fierce road congestion in the northern part of the state. Unlike the Port of New York/New Jersey or the Port of Miami, the Port of Virginia lacks proximity to a major consumer base.
Furthermore, Virginia has to compete against the more aggressive incentive packages developed by its southern neighbors. "It's a very competitive market," says Levy. "There are states that will provide very attractive incentives to the point where they will provide free land, they will provide all sorts of tax credits, and they will provide, in some cases, cash and, in a few cases, even build the facility for you." In spite of these challenges, Levy says, Virginia holds its own because of its innate advantages in geographic location, infrastructure, and labor.
"Our population is continuing to grow, and our economy is continuing to grow," says McClintock of the state's Economic Development Partnership. "That shows the environment is still conducive to business and development, and therefore, we are still considered vibrant and relevant."
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."
Global trade will see a moderate rebound in 2025, likely growing by 3.6% in volume terms, helped by companies restocking and households renewing purchases of durable goods while reducing spending on services, according to a forecast from trade credit insurer Allianz Trade.
The end of the year for 2024 will also likely be supported by companies rushing to ship goods in anticipation of the higher tariffs likely to be imposed by the coming Trump administration, and other potential disruptions in the coming quarters, the report said.
However, that tailwind for global trade will likely shift to a headwind once the effects of a renewed but contained trade war are felt from the second half of 2025 and in full in 2026. As a result, Allianz Trade has throttled back its predictions, saying that global trade in volume will grow by 2.8% in 2025 (reduced by 0.2 percentage points vs. its previous forecast) and 2.3% in 2026 (reduced by 0.5 percentage points).
The same logic applies to Allianz Trade’s forecast for export prices in U.S. dollars, which the firm has now revised downward to predict growth reaching 2.3% in 2025 (reduced by 1.7 percentage points) and 4.1% in 2026 (reduced by 0.8 percentage points).
In the meantime, the rush to frontload imports into the U.S. is giving freight carriers an early Christmas present. According to Allianz Trade, data released last week showed Chinese exports rising by a robust 6.7% y/y in November. And imports of some consumer goods that have been threatened with a likely 25% tariff under the new Trump administration have outperformed even more, growing by nearly 20% y/y on average between July and September.