Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Most logistics professionals participating in DC Velocity's 8th annual "Outlook Survey" of its readers see good times ahead for the U.S. economy in 2016, with 55 percent saying they hold an optimistic view of next year's business climate.
The majority said they plan to put their money where their mouths are, planning to increase spending on everything from material handling to freight transportation and software. About 22 percent said they were pessimistic about the business environment, while 23 percent were unsure.
Every year, DC Velocity polls its readers about their views on the U.S. economy, trends in logistics, and buying plans for related products and services. The 2016 survey compiled the responses of 109 subscribers who responded between Oct. 31 and Nov. 5, 2015. The group included manufacturers (36 percent); distributors (27 percent); service providers such as third party logistics providers (3PLs), warehousing, and trucking (21 percent); retailers (6 percent); and others.
This year, the results show that financial conditions are finally looking more predictable, and many supply chain businesses are ready to get back in the game. About 48 percent of respondents said their companies would generate strong revenue growth in 2016, with 13 percent expecting weak growth and 33 expecting flat numbers. The remaining 7 percent didn't know.
Respondents also showed a lack of concern over the direction of fuel expenses, a perennial nightmare of every transportation-industry professional. After spending 2015 watching oil prices tumble to ever-lower depths, most economists would bet the market would rebound at some point. But when we asked whether rising oil prices would boost the price of fuel at the pump in 2016, respondents shrugged. The responses were nearly even, with 53 percent saying yes and 47 percent saying no.
Another persistent concern for both shippers and carriers is the long-awaited capacity crisis triggered by a shortage of commercial drivers and rigs. About 45 percent said there would be no capacity shortage in 2016, while 29 percent said they were unsure, and 27 percent predicted a shortage of some degree.
LOGISTICS FIRMS LOOSEN THEIR PURSE STRINGS
In expectation of strong revenue growth, companies are loosening their purse strings, with 46 percent of respondents saying they plan to increase spending in 2016 on logistics and related products and services, such as material handling equipment, freight transportation, and supporting information technologies. Thirty-eight percent said they would hold spending steady, just 9 percent said they planned to decrease spending, and 7 percent didn't know.
We asked respondents how much their 2016 budgets would grow over last year's. Nearly 20 percent said their budgets would grow 1 to 2 percent, and a whopping 54 percent said they planned to increase spending by 3 to 5 percent. More than a quarter of respondents planned to boost spending by even more, with 13 percent planning a 5- to 9-percent jump and another 13 percent planning an increase greater than 10 percent.
So where is all that new spending going to go? We asked survey takers which material handling-related products and services they plan to buy in 2016. The top five are: Racks and shelving (37 percent), safety products (37 percent), lift trucks (36 percent), battery handling/batteries (29 percent), and conveyors (26 percent).
Freight transportation will be another supply chain sector seeing increased spending in 2016, with 44 percent of respondents saying their transport budgets would rise, compared to just 9 percent predicting a fall. Thirty-nine percent said this budget line would remain the same as last year, and the remaining 9 percent did not know.
For a more precise prediction, we asked respondents who planned to boost transportation spending how much those budgets would rise. Nearly half of those project a 3- to 5-percent rise in shipping budgets. About 28 percent said their budgets would increase by 1 to 2 percent, 15 percent of respondents said their budgets would increase by 5 to 9 percent, and 10 percent of respondents said their budgets would increase by more than 10 percent.
Respondents said they would focus that new spending primarily in less-than-truckload (LTL) freight (77 percent), followed by truckload motor freight (67 percent), small package (66 percent), airfreight (46 percent), and transportation-based 3PL services (46 percent).
It should be noted that shipping budgets could increase in response to higher freight rates charged by carriers, and may not necessarily be an indicator of improved end demand.
KEEPING A TIGHT REIN ON SPENDING
Survey respondents will also keep a close watch on spending. Asked what steps they planned to take in 2016 to reduce distribution costs, respondents said they would renegotiate rates with carriers (43 percent); consolidate more shipments into truckloads (40 percent); automate more work processes (34 percent); take more control over inbound freight (29 percent); and redesign their supply chain networks (28 percent).
Another way to streamline logistics operations is by investing in software platforms. In 2016, survey respondents plan to invest in a broad range of automated solutions, led by warehouse management systems (WMS—30 percent); inventory optimization software (22 percent); transportation management systems (TMS—21 percent); enterprise resource planning (ERP—20 percent); and business analytics/intelligence (19 percent).
About half of the group (51 percent) said their businesses use the services of a 3PL. The respondents themselves were closely connected to their firms' forecasting and buying decisions, with 74 percent saying they were personally involved in buying logistics-related products and services for their operations.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
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."