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.
FedEx Corp. threw a curveball at the U.S. parcel-shipping market last night by announcing an expansion of the universe of packages subject to a costlier pricing formula.
Effective Jan. 2, FedEx will change the formula used to calculate rates on domestic air or ground parcels based on their dimensions, rather than their actual weight. Currently, FedEx determines a package's dimensions by multiplying its length, width, and height in inches and dividing the sum by 166. On Jan. 2, the divisor resets to 139.
Under FedEx's current formula, a parcel that measures one cubic foot, or 1,728 cubic inches, would yield a "dimensional weight" of 11 pounds, rounded off to the next highest weight. The same parcel, with a divisor of 139, would yield a dimensional weight of 13 pounds, a near 20-percent increase. The shipper would pay the higher of the parcel's dimensional or actual weight.
In addition, any applicable fuel surcharges would apply to the higher dimensional weight charge, thus adding to the shipper's costs.
This is the first time in more than six years that FedEx has changed the divisor for domestic parcels, which for years prior had been set at 194. Last night's announcement brings the domestic divisor in line with the measure used for FedEx's international shipments.
In 2014, Memphis-based FedEx and Atlanta-based UPS said they would apply dimensional pricing to U.S. ground parcels measuring less than 3 cubic feet. UPS and FedEx are delivering significantly more e-commerce shipments, many of which fall under the 3-cubic-foot threshold.
UPS, whose daily package volumes are much larger than FedEx's, did not announce a change to its dimensional pricing formula when it disclosed its 2017 rate adjustments on Sept. 1. Susan L. Rosenberg, a UPS spokeswoman, said today that the company plans no new rate changes.
However, Rob Martinez, president and CEO of parcel consultancy Shipware LLC, forecast that UPS could make a similar move either in November 2017 or January 2018. By waiting until the peak holiday-shipping season, UPS may not encounter much resistance from customers already burdened with moving holiday packages, Martinez said in an e-mail. UPS also can capture more revenue by applying dimensional pricing on much larger holiday volumes, he added.
Martinez said in an e-mail that it would be unwise for UPS to act now because its 2017 published rate increases have, in some cases, come in higher than FedEx's, and UPS would risk significant shipper backlash if it adjusted its dimensional pricing formula so soon.
As part of last night's announcement, FedEx announced a 3.9-percent rate increase, effective Jan. 2, on its air and international services, compared with UPS' 4.9-percent increases announced earlier this month and set to take effect Dec. 26. Rates for FedEx's ground parcel, less-than-truckload, and home delivery services will rise by 4.9 percent, also effective Jan. 2. UPS' ground parcel rates will rise by the same amount, effective Dec. 26. UPS' LTL rates rose 4.9 percent, effective yesterday.
Too Much "Hot Air"
The companies say the changes in their dimensional pricing formulas are needed to properly compensate them for handling lightweight, often bulky packages that occupy disproportionate amounts of space aboard a plane or ground vehicle, but that have traditionally been priced at their actual weight. As e-commerce volumes continue to grow, the companies say they are handling a larger proportion of packages with those characteristics. "Package weight keeps going down, but the cube keeps going up," UPS Chairman and CEO David P. Abney said at a company event in June.
The companies, and many industry experts, had hoped the various changes to dimensional-weight pricing, especially the 2014 adjustments, would convince e-commerce shippers to streamline their packaging. However, many parcels continue to be packaged with too much padding--which often isn't even necessary at all—or just empty space. "There are a lot of packages with a lot of hot air," said Satish Jindel, head of SJ Consulting Group Inc., in an e-mail.
Jerry Hempstead, head of a consultancy that bears his name, said the FedEx announcement will have more widespread impact than its 2010 adjustment because e-commerce's penetration is exponentially greater, and so many e-commerce shipments are comprised of lightweight items. The lower divisor threshold will catch many parcels that previously had escaped the dimensional pricing net, Hempstead said in an e-mail.
High-volume shippers that account for the bulk of FedEx's traffic may not experience any change in the near term, according to Jim Haller, program director, transportation services, for consultancy NPI LLC. For example, customers in the midst of multiyear contracts may be granted a waiver for the duration of their contract, Haller said. However, adjustments would likely be required as a prerequisite for contract renewals, he added.
Another notable aspect of the FedEx pricing changes is that the company has broken from UPS on a variety of fronts, ending the near lockstep moves that shippers have grown accustomed to. Besides the divergence in some of the rate increases, FedEx will assess a lower minimum charge on each ground package than will UPS, according to Martinez of Shipware. FedEx and UPS have also proposed different increases on a variety of so-called accessorial charges, fees assessed for specialized services that go beyond the basic delivery service.
Martinez said FedEx is "sending the signal that they are the market leader, no longer following the lead of UPS." FedEx, Martinez said, has "picked up its marbles and is now playing entirely in its own sandbox."
The divergence is no small matter to shippers, especially in the business-to-business parcel-delivery segment where the two firms, with combined annual revenue of about $110 billion, hold a near duopoly. Martinez said the changes will make it difficult for most shippers to accurately compare the service offerings and prices of the two giants.
Editor's note: An earlier version of this story reported that UPS might change its dim weight formula in November 2016 or January 2017. DC Velocity regrets the error.
As a contract provider of warehousing, logistics, and supply chain solutions, Geodis often has to provide customized services for clients.
That was the case recently when one of its customers asked Geodis to up its inventory monitoring game—specifically, to begin conducting quarterly cycle counts of the goods it stored at a Geodis site. Trouble was, performing more frequent counts would be something of a burden for the facility, which still conducted inventory counts manually—a process that was tedious and, depending on what else the team needed to accomplish, sometimes required overtime.
So Levallois, France-based Geodis launched a search for a technology solution that would both meet the customer’s demand and make its inventory monitoring more efficient overall, hoping to save time, labor, and money in the process.
SCAN AND DELIVER
Geodis found a solution with Gather AI, a Pittsburgh-based firm that automates inventory monitoring by deploying small drones to fly through a warehouse autonomously scanning pallets and cases. The system’s machine learning (ML) algorithm analyzes the resulting inventory pictures to identify barcodes, lot codes, text, and expiration dates; count boxes; and estimate occupancy, gathering information that warehouse operators need and comparing it with what’s in the warehouse management system (WMS).
Among other benefits, this means employees no longer have to spend long hours doing manual inventory counts with order-picker forklifts. On top of that, the warehouse manager is able to view inventory data in real time from a web dashboard and identify and address inventory exceptions.
But perhaps the biggest benefit of all is the speed at which it all happens. Gather AI’s drones perform those scans up to 15 times faster than traditional methods, the company says. To that point, it notes that before the drones were deployed at the Geodis site, four manual counters could complete approximately 800 counts in a day. By contrast, the drones are able to scan 1,200 locations per day.
FLEXIBLE FLYERS
Although Geodis had a number of options when it came to tech vendors, there were a couple of factors that tipped the odds in Gather AI’s favor, the partners said. One was its close cultural fit with Geodis. “Probably most important during that vetting process was understanding the cultural fit between Geodis and that vendor. We truly wanted to form a relationship with the company we selected,” Geodis Senior Director of Innovation Andy Johnston said in a release.
Speaking to this cultural fit, Johnston added, “Gather AI understood our business, our challenges, and the course of business throughout our day. They trained our personnel to get them comfortable with the technology and provided them with a tool that would truly make their job easier. This is pretty advanced technology, but the Gather AI user interface allowed our staff to see inventory variances intuitively, and they picked it up quickly. This shows me that Gather AI understood what we needed.”
Another factor in Gather AI’s favor was the prospect of a quick and easy deployment: Because the drones can conduct their missions without GPS or Wi-Fi, the supplier would be able to get its solution up and running quickly. In the words of Geodis Industrial Engineer Trent McDermott, “The Gather AI implementation process was efficient. There were no IT infrastructure or layout changes needed, and Gather AI was flexible with the installation to not disrupt peak hours for the operations team.”
QUICK RESULTS
Once the drones were in the air, Geodis saw immediate improvements in cycle counting speed, according to Gather AI. But that wasn’t the only benefit: Geodis was also able to more easily find misplaced pallets.
“Previously, we would research the inventory’s systemic license plate number (LPN),” McDermott explained. “We could narrow it down to a portion or a section of the warehouse where we thought that LPN was, but there was still a lot of ambiguity. So we would send an operator out on a mission to go hunt and find that LPN,” a process that could take a day or two to complete. But the days of scouring the facility for lost pallets are over. With Gather AI, the team can simply search in the dashboard to find the last location where the pallet was scanned.
And about that customer who wanted more frequent inventory counts? Geodis reports that it completed its first quarterly count for the client in half the time it had previously taken, with no overtime needed. “It’s a huge win for us to trim that time down,” McDermott said. “Just two weeks into the new quarter, we were able to have 40% of the warehouse completed.”
The less-than-truckload (LTL) industry moved closer to a revamped freight classification system this week, as the National Motor Freight Traffic Association (NMFTA) continued to spread the word about upcoming changes to the way it helps shippers and carriers determine delivery rates. The NMFTA will publish proposed changes to its National Motor Freight Classification (NMFC) system Thursday, a transition announced last year, and that the organization has termed its “classification reimagination” process.
Businesses throughout the LTL industry will be affected by the changes, as the NMFC is a tool for setting prices that is used daily by transportation providers, trucking fleets, third party logistics service providers (3PLs), and freight brokers.
Representatives from NMFTA were on hand to discuss the changes at the LTL-focused supply chain conference Jump Start 25 in Atlanta this week. The project’s goal is to make what is currently a complex freight classification system easier to understand and “to make the logistics process as frictionless as possible,” NMFTA’s Director of Operations Keith Peterson told attendees during a presentation about the project.
The changes seek to simplify classification by grouping similar items together and assigning most classes based solely on density. Exceptions will be handled separately, adding other characteristics when density alone is not enough to determine an accurate class.
When the updates take effect later this year, shippers may see shifts in the LTL prices they pay to move freight—because the way their freight is classified, and subsequently billed, could change as a result.
NMFTA will publish the proposed changes this Thursday, January 30, in a document called Docket 2025-1. The docket will include more than 90 proposed changes and is open to industry feedback through February 25. NMFTA will follow with a public meeting to review and discuss feedback on March 3. The changes will take effect July 19.
NMFTA has a dedicated website detailing the changes, where industry stakeholders can register to receive bi-weekly updates: https://info.nmfta.org/2025-nmfc-changes.
Trade and transportation groups are congratulating Sean Duffy today for winning confirmation in a U.S. Senate vote to become the country’s next Secretary of Transportation.
Once he’s sworn in, Duffy will become the nation’s 20th person to hold that post, succeeding the recently departed Pete Buttigieg.
Transportation groups quickly called on Duffy to work on continuing the burst of long-overdue infrastructure spending that was a hallmark of the Biden Administration’s passing of the bipartisan infrastructure law, known formally as the Infrastructure Investment and Jobs Act (IIJA).
But according to industry associations such as the Coalition for America’s Gateways and Trade Corridors (CAGTC), federal spending is critical for funding large freight projects that sustain U.S. supply chains. “[Duffy] will direct the Department at an important time, implementing the remaining two years of the Infrastructure Investment and Jobs Act, and charting a course for the next surface transportation reauthorization,” CAGTC Executive Director Elaine Nessle said in a release. “During his confirmation hearing, Secretary Duffy shared the new Administration’s goal to invest in large, durable projects that connect the nation and commerce. CAGTC shares this goal and is eager to work with Secretary Duffy to ensure that nationally and regionally significant freight projects are advanced swiftly and funded robustly.”
A similar message came from the International Foodservice Distributors Association (IFDA). “A safe, efficient, and reliable transportation network is essential to our industry, enabling 33 million cases of food and related products to reach professional kitchens every day. We look forward to working with Secretary Duffy to strengthen America’s transportation infrastructure and workforce to support the safe and seamless movement of ingredients that make meals away from home possible,” IFDA President and CEO Mark S. Allen said in a release.
And the truck drivers’ group the Owner-Operator Independent Drivers Association (OOIDA) likewise called for continued investment in projects like creating new parking spaces for Class 8 trucks. “OOIDA and the 150,000 small business truckers we represent congratulate Secretary Sean Duffy on his confirmation to lead the U.S. Department of Transportation,” OOIDA President Todd Spencer said in a release. “We look forward to continue working with him in advancing the priorities of small business truckers across America, including expanding truck parking, fighting freight fraud, and rolling back burdensome, unnecessary regulations.”
With the new Trump Administration continuing to threaten steep tariffs on Mexico, Canada, and China as early as February 1, supply chain organizations preparing for that economic shock must be prepared to make strategic responses that go beyond either absorbing new costs or passing them on to customers, according to Gartner Inc.
But even as they face what would be the most significant tariff changes proposed in the past 50 years, some enterprises could use the potential market volatility to drive a competitive advantage against their rivals, the analyst group said.
Gartner experts said the risks of acting too early to proposed tariffs—and anticipated countermeasures by trading partners—are as acute as acting too late. Chief supply chain officers (CSCOs) should be projecting ahead to potential countermeasures, escalations and de-escalations as part of their current scenario planning activities.
“CSCOs who anticipate that current tariff volatility will persist for years, rather than months, should also recognize that their business operations will not emerge successful by remaining static or purely on the defensive,” Brian Whitlock, Senior Research Director in Gartner’s supply chain practice, said in a release.
“The long-term winners will reinvent or reinvigorate their business strategies, developing new capabilities that drive competitive advantage. In almost all cases, this will require material business investment and should be a focal point of current scenario planning,” Whitlock said.
Gartner listed five possible pathways for CSCOs and other leaders to consider when faced with new tariff policy changes:
Retire certain products: Tariff volatility will stress some specific products, or even organizations, to a breaking point, so some enterprises may have to accept that worsening geopolitical conditions should force the retirement of that product.
Renovate products to adjust: New tariffs could prompt renovations (adjustments) to products that were overdue, as businesses will need to take a hard look at the viability of raising or absorbing costs in a still price-sensitive environment.
Rebalance: Additional volatility should be factored into future demand planning, as early winners and losers from initial tariff policies must both be prepared for potential countermeasures, policy escalations and de-escalations, and competitor responses.
Reinvent: As tariff volatility persists, some companies should consider investing in new projects in markets that are not impacted or that align with new geopolitical incentives. Others may pivot and repurpose existing facilities to serve local markets.
Reinvigorate: Early winners of announced tariffs should seek opportunities to extend competitive advantages. For example, they could look to expand existing US-based or domestic manufacturing capacity or reposition themselves within the market by lowering their prices to take market share and drive business growth.
By the numbers, global logistics real estate rents declined by 5% last year as market conditions “normalized” after historic growth during the pandemic. After more than a decade overall of consistent growth, the change was driven by rising real estate vacancy rates up in most markets, Prologis said. The three causes for that condition included an influx of new building supply, coupled with positive but subdued demand, and uncertainty about conditions in the economic, financial market, and supply chain sectors.
Together, those factors triggered negative annual rent growth in the U.S. and Europe for the first time since the global financial crisis of 2007-2009, the “Prologis Rent Index Report” said. Still, that dip was smaller than pandemic-driven outperformance, so year-end 2024 market rents were 59% higher in the U.S. and 33% higher in Europe than year-end 2019.
Looking into coming months, Prologis expects moderate recovery in market rents in 2025 and stronger gains in 2026. That eventual recovery in market rents will require constrained supply, high replacement cost rents, and demand for Class A properties, Prologis said. In addition, a stronger demand resurgence—whether prompted by the need to navigate supply chain disruptions or meet the needs of end consumers—should put upward pressure on a broad range of locations and building types.