West Coast waterfront management late Friday suspended this weekend's vessel loading and unloading operations at 29 ports,
saying it will no longer pay longshoremen engaged in deliberate efforts to paralyze commerce along the coast.
The Pacific Maritime Association (PMA) said yard, rail, and gate operations—namely the moving of processed containers for
truck and rail delivery to customers—will continue at terminal operators' discretion. Vessel operations are set to resume
Monday, PMA said.
"After three months of union slowdowns, it makes no sense to pay extra for less work," said PMA spokesman Wade Gates in a
statement. "Especially if there is no end in sight to the union's actions which needlessly brought West Coast ports to the
brink of gridlock."
The announcement comes 48 hours after PMA submitted an "all-in" contract offer to the International Longshore and Warehouse
Union (ILWU) in an effort to end a nine-month contract stalemate that has prevented ships from unloading their imports and has
left exports sitting (and in the case of some perishables, rotting) because their goods can't get moved out of terminals.
PMA's five-year contract offer calls for a 3-percent base rate increase for full-time workers, no change in health insurance
coverage that is already considered one of the best in the nation, and an 11.1-percent hike in the union's current maximum
pension benefit. This offer would bring the top-of-the-line payout to $88,800 per year. Management's proposal allows ILWU to
keep jurisdiction over the maintenance and repair of truck chassis equipment, a major victory for the union because PMA wanted
to outsource the work to nonunion labor. On Jan. 26, under the guidance of a federal mediator, the two sides reached a tentative
agreement on the chassis maintenance issue.
In a Feb. 4 statement broadcast on PMA's website, Jim McKenna, the group's president, warned that a "coastwide meltdown is a
week or two away." Ships remain anchored in harbors, and cargo is piling up inside terminals due to the alleged ILWU work slowdown
that has been underway since the end of October, according to PMA. Although management has not explicitly said so, it hinted that
the first employer lockout of workers since 2002 is possible if the union doesn't accept the proposal and the ports begin what will
be a slow process to resume normal operations.
McKenna said the latest proposal is the best management can offer at this time.
ILWU President Robert McEllrath struck a somewhat conciliatory tone on Wednesday, saying in a statement that a deal is within
reach and that the "few issues that remain can be easily resolved." McEllrath pledged that ILWU will keep the ports open and
warned that closing the ports at this point "would be reckless and irresponsible."
However, ILWU's rhetoric heated up the next day when it released photos on its website purportedly showing large swaths of
open space at the docks of either a port or ports, none of which were identified. The union was attempting to refute management's
claim that the alleged worker slowdown was clogging ports with containers and forcing ships to remain either anchored and fully
loaded or sitting out in the water.
For his part, McKenna said in a separate statement that as of yesterday the two sides have been unable to "bridge the
considerable gaps" between them. He charged that the union has "made significant new demands" in the talks, including seeking to
change a long-held process for selecting arbitrators so it could remove those arbitrators who rule against them.
The two sides have worked without a contract since the prior pact expired July 1. Normal port operations were maintained
through the summer and part of the fall. According to PMA, however, ILWU around Halloween began staging deliberate work
slowdowns by not making skilled workers, such as crane operators, available at terminals during peak periods. By withholding
the services of workers critical to keeping freight moving, the ILWU intentionally created bottlenecks that dramatically slowed
productivity, according to PMA.
At the ports of Seattle and Tacoma, for example, terminal productivity was cut in half, PMA said. ILWU has blamed the
congestion on employer mismanagement of the chassis network that has resulted in significant equipment shortages. Steamship
lines, which used to provide chassis for free, have been exiting the business, leaving the provisioning, for the most part, in
the hands of private chassis pools. The transition has been difficult, according to all stakeholders.
Cargo backlogs have worsened as ships sit on the water with no place to offload their cargo. As of Friday morning, 18
containerships and six bulk ships were anchored at the harbor outside Los Angeles and Long Beach, according to Philip
Sanfield, a spokesman for the Port of Los Angeles. At the Port of Oakland, five ships are at anchor and 11 are idling beyond
the Golden Gate Bridge, Mike Zampa, a port spokesman, said later in the day.
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.