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."
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
Supply chains are poised for accelerated adoption of mobile robots and drones as those technologies mature and companies focus on implementing artificial intelligence (AI) and automation across their logistics operations.
That’s according to data from Gartner’s Hype Cycle for Mobile Robots and Drones, released this week. The report shows that several mobile robotics technologies will mature over the next two to five years, and also identifies breakthrough and rising technologies set to have an impact further out.
Gartner’s Hype Cycle is a graphical depiction of a common pattern that arises with each new technology or innovation through five phases of maturity and adoption. Chief supply chain officers can use the research to find robotic solutions that meet their needs, according to Gartner.
Gartner, Inc.
The mobile robotic technologies set to mature over the next two to five years are: collaborative in-aisle picking robots, light-cargo delivery robots, autonomous mobile robots (AMRs) for transport, mobile robotic goods-to-person systems, and robotic cube storage systems.
“As organizations look to further improve logistic operations, support automation and augment humans in various jobs, supply chain leaders have turned to mobile robots to support their strategy,” Dwight Klappich, VP analyst and Gartner fellow with the Gartner Supply Chain practice, said in a statement announcing the findings. “Mobile robots are continuing to evolve, becoming more powerful and practical, thus paving the way for continued technology innovation.”
Technologies that are on the rise include autonomous data collection and inspection technologies, which are expected to deliver benefits over the next five to 10 years. These include solutions like indoor-flying drones, which utilize AI-enabled vision or RFID to help with time-consuming inventory management, inspection, and surveillance tasks. The technology can also alleviate safety concerns that arise in warehouses, such as workers counting inventory in hard-to-reach places.
“Automating labor-intensive tasks can provide notable benefits,” Klappich said. “With AI capabilities increasingly embedded in mobile robots and drones, the potential to function unaided and adapt to environments will make it possible to support a growing number of use cases.”
Humanoid robots—which resemble the human body in shape—are among the technologies in the breakthrough stage, meaning that they are expected to have a transformational effect on supply chains, but their mainstream adoption could take 10 years or more.
“For supply chains with high-volume and predictable processes, humanoid robots have the potential to enhance or supplement the supply chain workforce,” Klappich also said. “However, while the pace of innovation is encouraging, the industry is years away from general-purpose humanoid robots being used in more complex retail and industrial environments.”
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”