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.
Trust and transparency are words not normally associated with truckload pricing. Contracts between shippers, brokers, or third-party logistics service providers (3PLs) and carriers in the $700 billion-a-year business are difficult to enforce and routinely disregarded. Shippers often don't honor volume commitments and have been known to kick a carrier to the curb if they can get a lower price elsewhere. Carriers can be just as fair-weather, turning their wheels in another direction if more profitable loads come along, especially during weak pricing cycles. Shippers and their brokers are then forced to search carrier routing guides for alternative capacity. Failing that, they turn to the volatile non-contract, or spot, market, hoping to find trucks at prices they can live with.
Enter Craig Fuller, armed with terabytes of pricing data and an abiding faith in Adam Smith's "invisible hand" of the free market. By forming a company called TransRisk to trade futures contracts for spot truckload pricing, Fuller, part of the third generation of the Chattanooga, Tenn., family that founded truckload giant U.S. Xpress Enterprises Inc., hopes to establish a mechanism allowing participants to hedge the direction of spot rates and manage price risk. By doing so, they can protect their margins against sharp up and down moves in spot rates and the market's reactions to them, he said. Fuller plans to go live with the platform during mid- to late-2018.
The objective, Fuller said, is to inject honest dealing into what he called a "liar's poker" atmosphere, where bidding, bluffing, and deception are intertwined in a zero-sum game where one side gains at the expense of the other. TransRisk will let the marketplace determine prices, Fuller said. By creating an open, tradable market with transparent price discovery, shippers, brokers, and carriers "could be much more honest about their demand and capacity," he said in an interview. This will spawn better decision-making on all sides, he added.
The service was announced Oct. 27 in partnership with DAT Solutions LLC, a load-board provider that will provide pricing data across several high-density markets to form the basis for buy-and-sell decisions, and Nodal Exchange LLC, a derivatives exchange that clears trades and settles accounts in the electric power and natural gas industries.
HOW IT WORKS
The model works like this: Say a shipper has a contract rate of $1.25 cents a mile, but it needs additional capacity and is concerned spot rates to secure more tractor-trailers could climb to $1.50 a mile over the next six months. The shipper buys a futures contract to hedge its position. Should spot rates subsequently trade at the higher price, the shipper sells out at a profit and neutralizes its margin shrinkage due to the upward price spike.
Conversely, a carrier contracted to haul at $1.50 per mile but concerned spot rates could decline six months out could sell futures to lock in the higher price and reduce its downside risk. Of course, the shipper and carrier could lose if they bet wrong.
TransRisk makes its money on commissions collected from each transaction. Contracts will have durations of no more than a year. TransRisk will not book loads or manage trucks, and no physical delivery of a product will take place—a departure from other futures markets where a contract's holder takes delivery of the underlying commodity should the contract expire.
The platform will initially support just the dry van segment, the most commonly used trailer type. However, Fuller said he plans to expand the portfolio at some point to incorporate flatbed, refrigerated, and dry bulk truck transport. Cloud-based technology will underpin the trading activity, meaning participants need not invest in IT (information technology) capabilities, he added.
Trading in transport futures is not a new concept. In 2001, the International Maritime Exchange, an Oslo, Norway-based exchange for trading forward freight agreements, began trading tanker freight futures contracts. The next year, the exchange began trading dry cargo futures. Fuller said the market for spot truckload futures is potentially much larger than for maritime futures.
ALL IN THE TIMING
Fuller will launch his model amid an increasingly volatile climate for spot rates. A growing shortage of commercial truck drivers, the Dec. 18 deadline for electronic logging device (ELD) compliance, and a firming tone to overall freight demand will result in a considerable tightening in truckload capacity in 2018 and perhaps beyond, according to various experts. In an interview, Fuller said that a risk management tool like TransRisk couldn't come along at a more opportune time.
Spot rates this year have already put the hurt on shippers and brokers. The second quarter saw a sharp break between rising spot rates and flattish contract prices that squeezed brokers' margins. It didn't get easier for users in the third quarter as spot rates hit multiyear highs. Large blocks of capacity moved south to support the recovery efforts after hurricanes Harvey and Irma, and an improving U.S. economy and strong harvests in several regions left shippers with a lot of loads but not enough trucks. Truckload demand hit seven-year highs in September, with van demand seeing unusual strength, according to DAT data.
Fuller said the biggest risk to the model's success is that orders would be so large that counterparties—those on the other side of the trade—wouldn't have the liquidity to match them. Fuller estimates his market will require $50 million in monthly volume in order to function in an orderly fashion. The need for significant capital means the platform will be dominated by companies with big loads and capacity at stake, according to Fuller. Smaller players like owner-operators and micro fleets need not apply because the cost wouldn't outweigh the benefits, he said.
TransRisk's fee is equal to 0.5 percent of the size of the contract, which Fuller contends is a small price for large players to pay for the chance to limit their exposure to spot market turbulence. Fuller said the platform works for participants expecting wide up or down movements in spot rates, not marginal ones. "It's not that people think prices are going up or not, it's the degree to which they do so that they are trying to [hedge against]," he said.
One broker who thinks TransRisk will attract and retain ample capital is Douglas Waggoner, chief executive officer of Chicago-based Echo Global Logistics Inc., one of the country's largest brokers. Speaking in October at an industry conference in Chicago, Waggoner called the concept a "a valid approach" to delivering adequate price discovery and said TransRisk should find "plenty of speculators who will provide liquidity."
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.