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."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.