David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
With its location in the heart of Europe, the Netherlands is the center of distribution and logistics for the Continent. The Dutch have over 400 years of logistics experience behind them. Since the days of the Dutch East India Co., which was founded in 1602, the Netherlands has made international trade an art form.
The Netherlands has the infrastructure to match the expertise. The country's system of ports and canals, for instance, provides fast reach to most major European markets.
The World Economic Forum in 2013 rated the Dutch infrastructure among the best in the world: first in the world for maritime, fourth for air, and 11th for rail. That kind of infrastructure is key to reaching large population centers quickly (500 million people live within a 24-hour drive of Rotterdam, the country's main logistics entry point). It's no surprise that half of Europe's distribution center operations are located in Holland.
The Dutch government recognizes the vital economic role played by trade and logistics—the logistics sector accounts for approximately 9 percent of the nation's jobs—and has worked hard to position the country as a gateway for trade. Customs clearance, for example, is among the most streamlined in Europe. Supply chain management is recognized by the government as one of a handful of significant industries that must be nurtured. Coalitions of government, industry, and university representatives are working on initiatives to expand trade, ease restrictions, and promote innovation.
BELLY UP
As the main gateway to Europe, the Netherlands handles imports from all over the world, but in particular, from Asia and North America. Most of these goods arrive by sea or air. In fact, one-third of all imports into Europe pass through Amsterdam's Schiphol Airport or the Port of Rotterdam.
Schiphol is one of Europe's largest and busiest aircargo hubs. Nearly 80 percent of the airport's available capacity is in the form of lower-deck "belly space" in passenger planes. As with most air freight, these shipments consist mainly of perishables or high-value items. For example, Schiphol handles more shipments of cut flowers than any other airport in the world. Freight forwarders and third-party logistics service providers (3PLs) have set up shop in 17 business parks near the airport, providing logistics services to support the food, flower, aerospace, fashion, and life sciences markets.
Most products arriving at the airport pass through a streamlined customs process that requires only one stop. The majority of the cleared freight then leaves Schiphol on trucks, although some of it is offloaded to rail and canal barges for transport to distant destinations.
Outbound freight is handled equally quickly as well as securely. About 80 percent of security checks for outbound freight are performed remotely, with local shippers scanning their freight at their own facilities using devices that produce two-sided X-rays of outgoing containers. For companies that don't have their own scanning equipment, the airport has a program to bring mobile scanning vans to their sites. Nuclear detection vans are also employed at the airport to scan outgoing cargo.
MAIN PORT OF CALL
The Port of Rotterdam is the largest seaport in Europe and the ninth largest in the world. It alone accounts for 4 percent of the Dutch gross domestic product (GDP). The port's customs area clears more than 7 million containers each year.
With 75 feet of draft, the Port of Rotterdam can easily handle any ship currently on the water. It offers 80 terminals for handling bulk, breakbulk, containerized, liquid, and roll-on/roll-off freight. Last year, it processed 466 million tons of freight, 29 percent of those containerized. Investment in the port continues each year, with 190 million euros (approximately US$203 million) invested in infrastructure this past year alone.
Strategically located in the heart of Western Europe, the Port of Rotterdam offers easy access to transportation and fast reach to major markets. It is here that most intermodal operations begin. Some 53 percent of received goods depart by truck. Another 36 percent are loaded onto barges at adjacent docks, where 200 barge connections take products farther into the Netherlands as well as to more distant markets in Germany, France, and Switzerland. Some 11 percent move by rail via 250 weekly rail connections, mainly to destinations in Germany.
Some containers are transferred from giant vessels to smaller feeder ships that serve other ports in Europe, including ports in Ireland, the Baltic and Scandinavian countries, Spain, and the United Kingdom, as well as ports along the Mediterranean.
New automated systems in the Port of Rotterdam's terminals expedite processing and reduce the time a container spends in the port area. The European Container Terminal (ECT) at the port is one of the busiest, with 54 cranes handling about 30 ships each week and between 80,000 and 100,000 boxes per week. The cranes used to unload containers from vessels are still operated manually, although the terminal is experimenting with having operators control them remotely from an adjacent building.
Once the containers have been deposited on the dock, fully automated cranes take over, gathering up the containers and loading them onto large automated guided vehicles (AGVs). The AGVs transport the containers to stacking areas, where other automated cranes gather the loads and place them in stacks based on their projected mode of transit (feeder ship, canal boat, rail, or truck) and time of departure. About 1.5 percent of containers need to be scanned upon arrival, based on their risk assessment. The AGVs drive these containers through a security scan tunnel before taking them to the stacks.
When the boxes are ready to be loaded onto a truck chassis, the stacking cranes automatically gather the containers from the stack and take them to the truck. The automated process stops just short of placing the box onto the chassis. At that point, a worker in a remote building takes over, directing the process with a joystick.
REACHING THE HINTERLANDS
The European Container Terminal also operates an intermodal service to feed containers by barge and rail into more remote areas, or the hinterlands, of Northern Europe, Germany, and Austria. Known as European Gateway Services (EGS), this operation consolidates freight for delivery using a method known as "synchromodal transport," where algorithms determine the optimal way to transport each container based on mode, route, and leadtime.
Many of these containers move by barge on Holland's extensive river and canal system. Waterways connect the Port of Rotterdam to the Meuse River, which also connects to the Rhine to feed points in Germany and beyond. About 7,000 vessels ply the Netherlands' inland shipping lanes, the largest such fleet in Europe. According to the Holland Logistics Library, 79 percent of all containers transported on inland waterways within the European Union (EU) pass through Dutch territory.
Inland ports within the Netherlands receive containers originating in Rotterdam that require further intermodal handoffs. For example, the Trimodal Container Terminal in Venlo acts as an extended gateway for the Port of Rotterdam's ECT terminal, with facilities for transferring boxes from barges or railcars to trucks. Located just a few kilometers from the German border, the city of Venlo has become an important border crossing. Many U.S. and international distributors have set up shop in the area to process fresh foods destined for German markets (see the photo infographic on Fresh Park Venlo in this issue).
INNOVATIVE LAST-MILE DELIVERY
Other delivery modes are being deployed in the cities to help ease congestion and pollution. In Amsterdam, couriers use the extensive canal network to ferry packages by water. Bicycles are also common in Amsterdam, and it's not unusual to see couriers out making deliveries on electric bikes towing wagons filled with parcels.
Amsterdam is currently looking to establish plug-in stations around the city for refrigerated trucks. This would enable trucks to use electricity to keep cargo cool during delivery stops, instead of running their diesel engines. Smaller electric and natural-gas trucks are also being deployed in the cities to reduce noise and pollution while deftly navigating narrow streets. When possible, deliveries are made at night to further reduce congestion. Autonomous vehicles are also being looked at as a potential last-mile delivery method, all with the aim of reducing the use of larger trucks.
The Netherlands' history of trade- and transport-related innovation is no accident. The country was created out of an area once occupied by the North Sea, and it has little in the way of natural resources other than water. To survive, and ultimately flourish, it needed an avenue by which the world could efficiently move its commerce. If history, and the present, is any guide, it has certainly met the test.
A version of this article appears in our January 2017 print edition under the title "Europe goes Dutch."
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."