Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
Nearly a month after the collapse of Hanjin Shipping Co., the world's seventh-largest container line, the most pressing issue now facing the Korean carrier's customers is how to retrieve the estimated $14 billion worth of goods still on board its container ships.
Hanjin's collapse has left vessels and containers stranded at or near ports worldwide because there had been no money to pay for the loading and unloading of containers. Terminal operators at a number of ports have refused to release Hanjin's containers until the cargo's consignees paid either a security deposit or the terminal-handling fee that the carrier would have normally paid. The Hong Kong Shippers Council decried that practice, calling it an illegal lien on Hanjin's customers that should rightly be levied against the carrier.
Thanks to a late infusion of cash from investors and creditors, Hanjin can now cover the cost of docking and unloading for some of its ships. The carrier, which left the maritime supply chain in chaos when it filed for bankruptcy protection Aug. 31, has been discharging containers in countries or ports where its ships are protected from seizure.
Once containers leave the vessel, customers will have to pay to retrieve their own goods. It won't be cheap. Hanjin has said it will only provide port-to-port delivery and has "disavowed" any on-forwarding or inland delivery it had contracted to perform under its through bills of lading, according to Richard L. Furman, an attorney with the law firm Carroll, McNulty & Kull who specializes in international and domestic transportation and trade. The shipper, the consignee, or the ocean consolidator (also known as an NVOCC) can be responsible for paying any handling charges required to release the shipment, as well as on-forwarding and inland delivery, Furman said. As a practical matter, however, the importer in the country where those services are contracted will be responsible for payment, he said in an e-mail.
This creates a potential nightmare for importers. In many cases, containers are being discharged far from their intended destinations. The additional costs could include such things as freight charges for a substitute carrier, the container and chassis rental, and local and inland drayage for both the full and the empty container. All of this is on top of the freight and ancillary charges that were specified in the original bill of lading.
"A lot of shippers don't understand that the carrier holds the cards when you have a situation like this," said Rick Bridges, a vice president with the international insurance firm Roanoke Trade, in an interview. "The bill of lading is a contract the shipper and carrier have agreed to. The carrier can legally, by the 'hindrance' clause, end responsibility for the cargo wherever it chooses," he said. "For example, you could have cargo coming from the Far East to the U.S., and Hanjin could decide to unload in Australia. You still owe the full freight amount, and now you also have to pay to get your cargo to its original destination."
Things are only slightly better for exporters. Hanjin previously said it would require exporters that had already loaded their containers to strip out the contents and return the empty boxes at their own expense. The carrier told a federal bankruptcy court on Friday that it would not charge U.S. shippers for the late return of boxes.
CONTRACT COMPLICATIONS
Hanjin is a member of the CKYHE vessel-sharing agreement (VSA), and many of the containers on its ships belong to the other VSA members: COSCO Container Lines, "K" Line, Yang Ming Line, and Evergreen Line. Because those shipments were carried under the other carriers' bills of lading, Furman said, those carriers "are responsible for performance of their contracts of carriage as if they were on one of their own vessels."
But nothing is simple, he added. The other carriers' contract of carriage and tariff rules, any service agreement they may have with a shipper or NVOCC under which they agreed to transport goods, and the terms of the VSA agreement with Hanjin may also come into play.
"It is my opinion that VSAs will have the first responsibility to secure the offloading of their goods from the Hanjin vessels, at their expense, and then work out the rest with the cargo interests and their agents as to who will bear any additional costs as a consequence of the situation, and if and to what extent the VSA members bear any liability for loss, damage, or delay that occurred to the goods while held up on the Hanjin vessels," Furman said.
Although service contracts, the annual agreements between shippers (including importers, exporters, NVOCCs, and shippers' associations) that specify pricing, terms of service, and performance obligations for both customer and carrier, are legal contracts, Hanjin may now be off the hook to some extent, according to Furman. That's because, in general, the terms of such commercial agreements "cannot obviate or override the bankruptcy code or the discretion of the court to administer the estate of the bankrupt," he said.
Yet service contracts could potentially cause additional tension between Hanjin and NVOCCs, a major part of the liner's customer base. Carriers' rate agreements with consolidators generally provide cheaper box rates in exchange for a commitment to book a minimum number of containers over a specified period, said Furman. It is safe to assume, he said, that many of those agreements will not be fully performed by NVOCCs due to the bankruptcy. This would result in a technical breach of the agreement, which ordinarily would "entitle Hanjin to demand the higher container rate that would have been charged if no rate agreement existed," Furman said.
The concern for NVOCCs, he explained, is whether the trustee or receiver of Hanjin's bankrupt estate will seek to recover the additional freight charges due as a result of the NVOCCs' inability to meet the volume commitment in their rate agreements, even though they were prevented from doing so by the bankruptcy. "It seems illogical that such an eventuality might arise, but stranger things have happened," he said.
Shippers that are looking to their cargo insurance carriers to cover the extra costs they incur as a result of Hanjin's bankruptcy should clarify with their insurer what would be covered and what would not, Bridges said. For instance, a shipper can't just abandon cargo and expect insurance to pay for that loss. "Under most cargo policies you're obliged to get your shipment to the intended destination and to minimize physical loss or damage," he explained. "Abandonment is not an option unless the shipper wants to bear all of the costs itself." Every policy is different, however, and Bridges and other experts recommend that if they haven't already done so, cargo interests notify their insurance provider now that they may file a claim, and discuss coverage details.
That changing landscape is forcing companies to adapt or replace their traditional approaches to product design and production. Specifically, many are changing the way they run factories by optimizing supply chains, increasing sustainability, and integrating after-sales services into their business models.
“North American manufacturers have embraced the factory of the future. Working with service providers, many companies are using AI and the cloud to make production systems more efficient and resilient,” Bob Krohn, partner at ISG, said in the “2024 ISG Provider Lens Manufacturing Industry Services and Solutions report for North America.”
To get there, companies in the region are aggressively investing in digital technologies, especially AI and ML, for product design and production, ISG says. Under pressure to bring new products to market faster, manufacturers are using AI-enabled tools for more efficient design and rapid prototyping. And generative AI platforms are already in use at some companies, streamlining product design and engineering.
At the same time, North American manufacturers are seeking to increase both revenue and customer satisfaction by introducing services alongside or instead of traditional products, the report says. That includes implementing business models that may include offering subscription, pay-per-use, and asset-as-a-service options. And they hope to extend product life cycles through an increasing focus on after-sales servicing, repairs. and condition monitoring.
Additional benefits of manufacturers’ increased focus on tech include better handling of cybersecurity threats and data privacy regulations. It also helps build improved resilience to cope with supply chain disruptions by adopting cloud-based supply chain management, advanced analytics, real-time IoT tracking, and AI-enabled optimization.
“The changes of the past several years have spurred manufacturers into action,” Jan Erik Aase, partner and global leader, ISG Provider Lens Research, said in a release. “Digital transformation and a culture of continuous improvement can position them for long-term success.”
Women are significantly underrepresented in the global transport sector workforce, comprising only 12% of transportation and storage workers worldwide as they face hurdles such as unfavorable workplace policies and significant gender gaps in operational, technical and leadership roles, a study from the World Bank Group shows.
This underrepresentation limits diverse perspectives in service design and decision-making, negatively affects businesses and undermines economic growth, according to the report, “Addressing Barriers to Women’s Participation in Transport.” The paper—which covers global trends and provides in-depth analysis of the women’s role in the transport sector in Europe and Central Asia (ECA) and Middle East and North Africa (MENA)—was prepared jointly by the World Bank Group, the Asian Development Bank (ADB), the German Agency for International Cooperation (GIZ), the European Investment Bank (EIB), and the International Transport Forum (ITF).
The slim proportion of women in the sector comes at a cost, since increasing female participation and leadership can drive innovation, enhance team performance, and improve service delivery for diverse users, while boosting GDP and addressing critical labor shortages, researchers said.
To drive solutions, the researchers today unveiled the Women in Transport (WiT) Network, which is designed to bring together transport stakeholders dedicated to empowering women across all facets and levels of the transport sector, and to serve as a forum for networking, recruitment, information exchange, training, and mentorship opportunities for women.
Initially, the WiT network will cover only the Europe and Central Asia and the Middle East and North Africa regions, but it is expected to gradually expand into a global initiative.
“When transport services are inclusive, economies thrive. Yet, as this joint report and our work at the EIB reveal, few transport companies fully leverage policies to better attract, retain and promote women,” Laura Piovesan, the European Investment Bank (EIB)’s Director General of the Projects Directorate, said in a release. “The Women in Transport Network enables us to unite efforts and scale impactful solutions - benefiting women, employers, communities and the climate.”
Oh, you work in logistics, too? Then you’ve probably met my friends Truedi, Lumi, and Roger.
No, you haven’t swapped business cards with those guys or eaten appetizers together at a trade-show social hour. But the chances are good that you’ve had conversations with them. That’s because they’re the online chatbots “employed” by three companies operating in the supply chain arena—TrueCommerce,Blue Yonder, and Truckstop. And there’s more where they came from. A number of other logistics-focused companies—like ChargePoint,Packsize,FedEx, and Inspectorio—have also jumped in the game.
While chatbots are actually highly technical applications, most of us know them as the small text boxes that pop up whenever you visit a company’s home page, eagerly asking questions like:
“I’m Truedi, the virtual assistant for TrueCommerce. Can I help you find what you need?”
“Hey! Want to connect with a rep from our team now?”
“Hi there. Can I ask you a quick question?”
Chatbots have proved particularly popular among retailers—an October survey by artificial intelligence (AI) specialist NLX found that a full 92% of U.S. merchants planned to have generative AI (GenAI) chatbots in place for the holiday shopping season. The companies said they planned to use those bots for both consumer-facing applications—like conversation-based product recommendations and customer service automation—and for employee-facing applications like automating business processes in buying and merchandising.
But how smart are these chatbots really? It varies. At the high end of the scale, there’s “Rufus,” Amazon’s GenAI-powered shopping assistant. Amazon says millions of consumers have used Rufus over the past year, asking it questions either by typing or speaking. The tool then searches Amazon’s product listings, customer reviews, and community Q&A forums to come up with answers. The bot can also compare different products, make product recommendations based on the weather where a consumer lives, and provide info on the latest fashion trends, according to the retailer.
Another top-shelf chatbot is “Manhattan Active Maven,” a GenAI-powered tool from supply chain software developer Manhattan Associates that was recently adopted by the Army and Air Force Exchange Service. The Exchange Service, which is the 54th-largest retailer in the U.S., is using Maven to answer inquiries from customers—largely U.S. soldiers, airmen, and their families—including requests for information related to order status, order changes, shipping, and returns.
However, not all chatbots are that sophisticated, and not all are equipped with AI, according to IBM. The earliest generation—known as “FAQ chatbots”—are only clever enough to recognize certain keywords in a list of known questions and then respond with preprogrammed answers. In contrast, modern chatbots increasingly use conversational AI techniques such as natural language processing to “understand” users’ questions, IBM said. It added that the next generation of chatbots with GenAI capabilities will be able to grasp and respond to increasingly complex queries and even adapt to a user’s style of conversation.
Given their wide range of capabilities, it’s not always easy to know just how “smart” the chatbot you’re talking to is. But come to think of it, maybe that’s also true of the live workers we come in contact with each day. Depending on who picks up the phone, you might find yourself speaking with an intern who’s still learning the ropes or a seasoned professional who can handle most any challenge. Either way, the best way to interact with our new chatbot colleagues is probably to take the same approach you would with their human counterparts: Start out simple, and be respectful; you never know what you’ll learn.
With the hourglass dwindling before steep tariffs threatened by the new Trump Administration will impose new taxes on U.S. companies importing goods from abroad, organizations need to deploy strategies to handle those spiraling costs.
American companies with far-flung supply chains have been hanging for weeks in a “wait-and-see” situation to learn if they will have to pay increased fees to U.S. Customs and Border Enforcement agents for every container they import from certain nations. After paying those levies, companies face the stark choice of either cutting their own profit margins or passing the increased cost on to U.S. consumers in the form of higher prices.
The impact could be particularly harsh for American manufacturers, according to Kerrie Jordan, Group Vice President, Product Management at supply chain software vendor Epicor. “If higher tariffs go into effect, imported goods will cost more,” Jordan said in a statement. “Companies must assess the impact of higher prices and create resilient strategies to absorb, offset, or reduce the impact of higher costs. For companies that import foreign goods, they will have to find alternatives or pay the tariffs and somehow offset the cost to the business. This can take the form of building up inventory before tariffs go into effect or finding an equivalent domestic alternative if they don’t want to pay the tariff.”
Tariffs could be particularly painful for U.S. manufacturers that import raw materials—such as steel, aluminum, or rare earth minerals—since the impact would have a domino effect throughout their operations, according to a statement from Matt Lekstutis, Director at consulting firm Efficio. “Based on the industry, there could be a large detrimental impact on a company's operations. If there is an increase in raw materials or a delay in those shipments, as being the first step in materials / supply chain process, there is the possibility of a ripple down effect into the rest of the supply chain operations,” Lekstutis said.
New tariffs could also hurt consumer packaged goods (CPG) retailers, which are already being hit by the mere threat of tariffs in the form of inventory fluctuations seen as companies have rushed many imports into the country before the new administration began, according to a report from Iowa-based third party logistics provider (3PL) JT Logistics. That jump in imported goods has quickly led to escalating demands for expanded warehousing, since CPG companies need a place to store all that material, Jamie Cord, president and CEO of JT Logistics, said in a release
Immediate strategies to cope with that disruption include adopting strategies that prioritize agility, including capacity planning and risk diversification by leveraging multiple fulfillment partners, and strategic inventory positioning across regional warehouses to bypass bottlenecks caused by trade restrictions, JT Logistics said. And long-term resilience recommendations include scenario-based planning, expanded supplier networks, inventory buffering, multimodal transportation solutions, and investment in automation and AI for insights and smarter operations, the firm said.
“Navigating the complexities of tariff-driven disruptions requires forward-thinking strategies,” Cord said. “By leveraging predictive modeling, diversifying warehouse networks, and strategically positioning inventory, JT Logistics is empowering CPG brands to remain adaptive, minimize risks, and remain competitive in the current dynamic market."
With so many variables at play, no company can predict the final impact of the potential Trump tariffs, so American companies should start planning for all potential outcomes at once, according to a statement from Nari Viswanathan, senior director of supply chain strategy at Coupa Software. Faced with layers of disruption—with the possible tariffs coming on top of pre-existing geopolitical conflicts and security risks—logistics hubs and businesses must prepare for any what-if scenario. In fact, the strongest companies will have scenarios planned as far out as the next three to five years, Viswanathan said.
Grocery shoppers at select IGA, Price Less, and Food Giant stores will soon be able to use an upgraded in-store digital commerce experience, since store chain operator Houchens Food Group said it would deploy technology from eGrowcery, provider of a retail food industry white-label digital commerce platform.
Kentucky-based Houchens Food Group, which owns and operates more than 400 grocery, convenience, hardware/DIY, and foodservice locations in 15 states, said the move would empower retailers to rethink how and when to engage their shoppers best.
“At HFG we are focused on technology vendors that allow for highly targeted and personalized customer experiences, data-driven decision making, and e-commerce capabilities that do not interrupt day to day customer service at store level. We are thrilled to partner with eGrowcery to assist us in targeting the right audience with the right message at the right time,” Craig Knies, Chief Marketing Officer of Houchens Food Group, said in a release.
Michigan-based eGrowcery, which operates both in the United States and abroad, says it gives retail groups like Houchens Food Group the ability to provide a white-label e-commerce platform to the retailers it supplies, and integrate the program into the company’s overall technology offering. “Houchens Food Group is a great example of an organization that is working hard to simultaneously enhance its technology offering, engage shoppers through more channels and alleviate some of the administrative burden for its staff,” Patrick Hughes, CEO of eGrowcery, said.