Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
The trucking industry's 2015 diesel fuel bill will come in $42 billion less than 2014's tab due to the decline in oil prices which began last fall and has re-accelerated in recent weeks, according to estimates provided last week by the American Trucking Associations (ATA).
ATA estimated that the industry would spend about $105 billion on diesel fuel by the end of 2015, compared with about $147 billion in 2014. The trade group, which represents the largest for-hire motor carriers, based its forecast on information from the Department of Energy's Energy Information Administration (EIA) and the group's internal data on diesel consumption.
The figures include fuel consumed by for-hire and private fleets across the board, said Sean McNally, a spokesman for the group.
The amount of actual 2015 savings may end up even bigger if the current decline in oil and fuel prices continues. A barrel of West Texas Intermediate (WTI) crude for delivery in October was priced at $38.22 in trading on the New York Mercantile Exchange, down $2.23 a barrel. Prices for North Sea Brené crude, considered the benchmark for U.S. retail diesel and gasoline prices, fell nearly $3 a barrel, to $42.50 a barrel. These are closing levels not seen since the depths of the recession in early 2009.
According to EIA's weekly update on pump prices for gasoline and diesel, which was released at around 5 p.m. eastern time today, the average price of a gallon of on-highway diesel was quoted at $2.561 cents, a decline of $1.26 a gallon from the same period a year ago. The data includes today's dramatic pricing moves.
Sean Hill, an EIA economist, said in an e-mail last week that retail diesel prices could fall another 25 to 30 cents a gallon by year's end due to excessive inventory levels, concerns over end demand, and the potential impact of Iranian oil hitting world markets and adding to supply concerns.
EIA last Wednesday revised downward its forecasts for WTI crude to $49 a barrel in 2015 and $54 a barrel in 2016, declines of $6 and $8 a barrel, respectively, from what the agency forecast in July. The average price of a barrel of Brené crude will remain about $5 a barrel above WTI's levels for the rest of 2015 and into 2016, EIA said.
Motor carriers assess fuel surcharges on users to cover their fuel costs. The average fuel surcharge (FSC) for the spot market is currently just under 30 cents per mile, according to FTR, a consultancy. The average FSC was at 50 cents per mile when diesel was priced around $3.90, FTR said.
The jury is out on how or whether FSCs reflect the dramatic drop in truckers' fuel costs. A trucking-industry source said FSCs on contract rates are currently not falling as fast as the declines in diesel. Jonathan Starks, FTR's director of transportation analysis, said FSCs are usually adjusted within weeks, or a couple of months at most, of fuel-price movements. The violent sell-off that occurred in the last four months of 2014—a period when oil prices were cut nearly in half—is fully reflected in current surcharge levels, Starks said.
However, Charles W. Clowdis Jr., managing director, global transportation, for IHS Economics and Country Risk, said surcharges don't always fall in lockstep with fuel price declines. "Unfortunately, there are always carriers who are slower to lower FSCs when diesel prices are dropping than they are quick to raise FSCs. This is not to say that all or top-tier carriers would do this, but we have seen examples over the years where the higher FSC's were being applied well after there was a dramatic drop in fuel prices like we are experiencing now."
Clowdis advised truck users to compare their FSC charges with the language in their contracts to make sure that any adjustments accurately reflect the changes in the marketplace.
The decline on oil prices on Monday coincided with another massive selloff in global equity markets, taking well-known indices like the Standard & Poor's 500 index and the Dow Jones Industrial Average about 10 percent below their all-time highs. The 20-stock Dow Jones Transportation Average (DJT) fell $276.98, a 3.52 percent decline to close at $7,595, its lowest level of 2015. In mid-March, the average was trading at around $9,100 before beginning a multi-month decline that began raising concerns about the strength of the U.S. economy.
Transportation has traditionally been viewed as a leading indicator of broader economic conditions because the pace of shipping orders reflect future business confidence, or lack thereof. However, a recent school of thought puts less emphasis on transportation as a leading indicator because services, not production, compose an ever-larger portion of the U.S. economy.
It appears to have found that buyer in Aptean, a deep-pocketed firm that is backed by the private equity firms TA Associates, Insight Partners, Charlesbank Capital Partners, and Clearlake Capital Group.
Through the purchase, Aptean will gain Logility’s customer catalog of over 500 clients in 80 countries, spanning the consumer durable goods, apparel/accessories, food and beverage, industrial manufacturing, fast moving consumer goods, wholesale distribution, and chemicals verticals.
Aptean will also now own the firm’s technology, which Logility says includes demand planning, inventory and supply optimization, manufacturing operations, network design, and vendor and sourcing management.
“Logility possesses years of experience helping global organizations design, build, and manage their supply chains” Aptean CEO TVN Reddy said in a release. “The Logility platform delivers a mission-critical suite of AI-powered supply chain planning solutions designed to address even the most complex requirements. We look forward to welcoming Logility’s loyal customers and experienced team to Aptean.”
Netstock included the upgrades in AI Pack, a series of capabilities within the firm’s Predictor Inventory Advisor platform, saying they will unlock supply chain agility and enable SMBs to optimize inventory management with advanced intelligence.
The new tools come as SMBs are navigating an ever-increasing storm of supply chain challenges, even as many of those small companies are still relying on manual processes that limit their visibility and adaptability, the company said.
Despite those challenges, AI adoption among SMBs remains slow. Netstock’s recent Benchmark Report revealed that concerns about data integrity and inconsistent answers are key barriers to AI adoption in logistics, with only 23% of the SMBs surveyed having invested in AI.
Netstock says its new AI Pack is designed to help SMBs overcome these hurdles.
“Many SMBs are still relying on outdated tools like spreadsheets and phone calls to manage their inventory. Dashboards have helped by visualizing the right data, but for lean teams, the sheer volume of information can quickly lead to overload. Even with all the data in front of them, it’s tough to know what to do next,” Barry Kukkuk, CTO at Netstock, said in a release.
“Our latest AI capabilities change that by removing the guesswork and delivering clear, actionable recommendations. This makes decision-making easier, allowing businesses to focus on building stronger supplier relationships and driving strategic growth, rather than getting bogged down in the details of inventory management,” Kukkuk said.
Chad Hartley has had a long and successful career in industrial sales and marketing. He is currently senior vice president and general manager, conveyance solutions at Regal Rexnord, a provider of power transmission and motion control products, particularly for conveyor systems. Hartley originally joined Regal Rexnord in February 2015 and worked in various positions before assuming his current role last January. Prior to that, he spent 14 years with Emerson in a variety of supply chain jobs. Hartley holds an undergraduate degree from Wright State University in Ohio and an MBA from the University of Dayton.
Q: HOW WOULD YOU DESCRIBE THE CURRENT STATE OF THE SUPPLY CHAIN?
A: While still not back to pre-pandemic norms, the supply chain is stabilizing after a few years of unprecedented challenges. Automation is becoming extremely important. Due to supply chain demands, coupled with workforce retention challenges, we’re seeing more of an openness to adopting automated conveyors [and] introducing automation through collaborative robots. Speed and efficiency, along with reliability of the systems, is what it’s all about.
Q: PEOPLE MAY NOT BE FAMILIAR WITH THE PRODUCTS OFFERED BY REGAL REXNORD. HOW WOULD YOU SUMMARIZE THE ROLE YOUR COMPANY PLAYS IN THE INDUSTRY?
A: Our purpose statement says a lot about how we think about our place in the world: Regal Rexnord Creates a Better Tomorrow with sustainable solutions that power, transmit, and control motion. That is the essence of everything we do.
Q: WAREHOUSES ARE TRYING TO REDUCE COSTS BY BECOMING MORE SUSTAINABLE. HOW HAS THIS TREND INFLUENCED REGAL REXNORD’S APPROACH TO SOLUTIONS?
A: Our technologies are at the heart of the industrial powertrain. Creating sustainable solutions alongside our industry partners is a core of what drives our technology advancement. For example, in our gearing division, Bauer Gear Motor’s Permanent Magnet Synchronous Motor technology can increase torque output with less upfront energy, and in a more compact, space-saving design. The ModSort Divert and Transfer Module is a fully electric conveying solution, running on only 24V and quiet enough to have a conversation around.
Q: WHAT ARE YOU DOING TO PROMOTE SUSTAINABILITY AT YOUR OWN COMPANY?
A: We’re very conscious of our own carbon footprint. We see a trend with our customers wanting to do business with companies that are sustainable. We have ESG initiatives in place to ensure we’re being as responsible as we can. We set a goal in 2023 to [achieve] a 10% year-over-year (YOY) reduction in our Scope 1 and 2 greenhouse gas emissions. I’m proud to share that we actually saw a 15.5% YOY reduction. We also retrofitted two manufacturing sites in Europe with solar panels and built a new facility in Mexico with energy-efficiency measures in mind.
Q: MANY COMPANIES HELD ONTO THEIR CASH IN 2024, WAITING TO SEE ABOUT THE ECONOMY AND THE ELECTION. DO YOU THINK MORE COMPANIES WILL LOOK TO UPGRADE THEIR SYSTEMS IN 2025?
A: Many of our industries have been under capital constraints for the past two to three years. I believe that this will have to change over the coming one to two years. There is a lot of pent-up demand, and as interest rates drop, this will help spur that investment.
Seventeen innovative products and solutions from eleven providers have reached the nomination round of the IFOY Award 2025, an international competition that brings together the best new material handling products for warehouses and distribution center operations.
The nominees this year come from six different countries and will compete head-to-head during a Test Camp that will be held March 26 and 27 in Dortmund, Germany. The Test Camp allows hands-on evaluation and testing of products based on engineering and operational design. In contrast to the usual display of products at a trade show, The Test Camp also allows end-users and visitors to the event the opportunity to experience these technologies hands-on as they would operate in a facility.
Award categories include integrated solutions, counter-balanced forklifts, warehouse forklifts, mobile robotic solutions, other warehouse robotics, intralogistics software, and specialized solutions for controlling operations. A startup of the year is also recognized.
The finalists include entries from aluco, EP Equipment Germany, Exotec, Geekplus Europe, HUBTEX, Interroll, Jungheinrich, Logitrans, PLANCISE, STILL and Verity.
In the “IFOY Start-up of the Year” spin-off award, Blickfeld, ecoro, enabl and Filics are in the running. These finalists were selected from all entries following six weeks of intensive work by the IFOY organization, test teams, and a jury composed of journalists who cover the logistics market. DC Velocity’s David Maloney is one of the jurors, representing the United States. Winners will be recognized at a gala to be held July 3 in Dortmund's Phoenix des Lumières.
While Christmas is always my favorite time of the year, I have always been something of a Scrooge when it comes to celebrating the New Year. It is traditionally a time of reflection, where we take stock of our lives and make resolutions to do better. I’ve always felt that I really didn’t need a calendar to remind me to kick my bad habits in favor of healthier routines. If I was not already doing something that was good for me, then making promises I probably won’t keep after a few weeks is not really helpful.
But as we turn the calendar to 2025, there is a lot to consider this new year. The election is behind us, and it will be interesting to see how supply chains react to the new administration. We’ve been told to expect sharp increases in tariffs, like those the president-elect issued in his first term. Will these cause the desired shift away from goods made in China?
What we have actually seen so far is a temporary surge in imports that began in late fall in anticipation of higher tariffs. This bump will be short-lived, however, unless consumer confidence remains unusually high.
Of course, the new administration’s aim with tariffs is to encourage companies to bring production back to America. Will we see manufacturing surge at home? Probably not. It took us decades to send our manufacturing to parts of the world where production was cheaper. I imagine it will take decades to bring it back, if it can ever really be fully brought back. We’ve become accustomed to those lower labor costs. So take your pick—higher tariffs or higher labor costs. Regardless of which route businesses choose, it will probably drive prices higher.
Labor itself will be interesting to watch this year. As I write this, the three-month extension of the master agreement between dock workers and East and Gulf Coast ports is due to expire in a few weeks—on Jan. 15, to be precise. While the two sides have resolved their wage disputes, the issue of automation remains a major sticking point, with the workers resisting the widescale implementation of automated systems.
And of course, we still have two wars raging overseas that have disrupted supply chains. Will we see peace this year, or will other trouble spots flare up?
And here at home, we’ve now been in a trucking recession for two years. What will happen in that sector in 2025? Hopefully, better days are ahead, but only ifconsumers keep spending, demand increases, fuel prices continue to drop, and capacity levels out. That’s a lot to ask.
Whatever this year holds for our supply chains, it is definitely setting up to be very interesting, to say the least.