On Sunday morning, the China Ocean Shipping Co. containership Andronikos will transit the Agua Clara Locks on the Atlantic Ocean side of the Panama Canal. In the afternoon, the Andronikos will sail through the Cocoli Locks facing the Pacific Ocean. As the sun sets over Panama, the vessel, which holds up to 9,400 twenty-foot equivalent unit (TEU) boxes, will have been the first to make its way through the expanded canal.
Nearly 10 years in the building and nearly two years behind schedule, the canal will open June 26 with two new sets of locks—one each on the Atlantic and Pacific sides—creating a new lane of traffic, and with existing channels that have been widened and deepened. The regularly scheduled sailings begin Monday, with 100 giant "neo-Panamax" ships capable of handling up to 13,000 TEUs already holding reservations to sail through a waterway that will accommodate two and a half times the vessel capacity it could 10 years ago.
The inauguration of the $5.4 billion project will put to rest the decade-long speculation on the impact of the expanded canal on trade flow between Asia and the eastern half of the U.S., where most of the goods-consuming population resides. The betting has centered on whether cargo arriving from Asia would be directed on an all-water routing through the canal, or call at West Coast ports and then be trans-loaded for an inland move by rail or truck, a more expensive, but faster, proposition.
David Egan, head of industrial and logistics research in the Americas for Los Angeles-based real estate services giant CBRE Group Inc., said the canal's opening is unlikely to meaningfully move the needle on West Coast freight volumes. Most of the freight diversion from the West Coast to the East has already taken place, Egan said. In the late 1990s and early 2000s, about 60 percent of U.S. imports transited through the West Coast. Egan reckons the figure today is closer to 52 percent, as several labor-management disputes along the West Coast over the past 14 years convinced shippers and retailers to diversify their arrival nodes to avoid service disruptions.
At most, the canal may divert a couple of percentage points of market share to the East, bringing the coasts effectively into equilibrium. Most U.S consignees have their supply chains calibrated they way they want them, he added.
A potential game-changer would be if sources of production shifted from China and other Asian manufacturing locations to India and other markets that wouldn't rely on the Pacific as a means of waterborne transportation, Egan said. Such a shift, if it occurs, is decades away, he added.
Walter Kemmsies, managing director for the U.S. Ports, Airports, and Global Infrastructure Group at Chicago-based real estate and logistics giant JLL, takes a different view. Shippers and consignees may be surprised to find the canal is competitively priced to handle the mega-vessels that will dominate the seas in the years ahead, according to Kemmsies. In addition, the Panama Canal Authority, which operates the canal, is offering what Kemmsies called "frequent flyer"-type volume discounts on fees charged to use the new locks.
Any cargo shifts to the East Coast will depend on whether the railroads lower their rates on inland moves off the West Coast, something the rails have been loath to do. Consultancy Drewry Supply Chain Advisors had calculated that, as recently as March, rates on the rail portion of an eastbound intermodal move from Los Angeles to Chicago had declined at a much slower pace than the port-to-port component from Shanghai to Los Angeles, where spot rates had virtually collapsed.
Kemmsies said in an e-mail that the railroads, as publicly traded, private-sector companies, have a "natural conflict of objectives" with West Coast ports. "Port authorities want a lot of volume. Railroads want a lot of revenue," he said. "Railroads are profit maximizers."
Egan added that railroads passed on an opportunity to lower inland rates during, and in the aftermath of, the West Coast port slowdown in late 2014 and early 2015 to help businesses already hurting financially from delays and shipment backlogs. "If they were going to do it, that was the time," he said.
Kemmsies and Egan said the expanded canal would take market share from the Suez Canal, which has historically handled mega-ships sailing from East Asia to the U.S. East Coast. However, Egan said the Suez has not ignored the new competitive threat. It has, and will continue to, lower tolling rates in order to defend market share, he said.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.