Two big brokers and third-party logistics (3PL) providers are just getting bigger.
Second-quarter results released in the past two days from giants C.H. Robinson Worldwide, Inc., and XPO Logistics Inc. reinforced the notions that business is quite good, and that the big boys are effectively balancing their capacity needs and shipper demand.
Eden Prairie, Minn.-based Robinson, which reported results Tuesday, said second quarter net revenues-revenues after transportation costs—increased 17 percent year-over-year to $671.5 million, with solid growth across the major shipping modes as well as customs services. Total revenues grew by 15.3 percent to $4.3 billion, with growth across all service lines, Robinson said.
The company's core "North American Surface Transportation" unit posted gross revenue gains of 20.9 percent and net revenue gains of 21.4 percent, a reflection of strong demand, tight capacity and the higher freight rates they produced. Operating income surged 31.4 percent, Robinson said.
Robinson Chairman and CEO John Wiehoff said the company saw a slight moderation in the pace of buying and selling price gains. However, the trend toward higher end-to-end pricing grew for the fifth straight quarter, Wiehoff said. "We believe that the current freight market fundamentals will remain in place for the remainder of the year," he said.
Wiehoff's comments were echoed by Benjamin J. Hartford, analyst for investment firm Baird. Channel checks with customers show "expectations for robust demand and continued tightness in freight fundamentals" for the rest of the year, Hartford said. While daily net revenue in July is exceeding expectations with a 20 percent year-over-year gain, more difficult comparisons starting with the latter part of the current quarter will result in decelerating net revenue growth in relative terms, he added.
The news was also very positive at Greenwich, Conn.-based XPO, which reported results yesterday. Revenue rose to $4.36 billion, up 16 percent from the 2017 second quarter. Transportation revenues increased 14.5 percent, while logistics revenue rose 19.1 percent, helped by a 4.7 percent gain from favorable currency fluctuations. Brokerage net revenue surged 46 percent year-over-year, XPO said.
The company's less-than-truckload (LTL) unit reported an operating ratio of 84.3 percent, its best operating ratio since the forerunner company, Con-way Freight, began tracking it in the late 1980s. Operating ratio is the ratio of operating expenses to revenues, and is an important metric of a carrier's efficiency and ultimately, profitability. The company realized, on average, a record 6.4 percent pricing increase on LTL contract renewals, according to XPO Chairman and CEO Brad Jacobs. "This is the best LTL market that's ever existed," Jacobs said in a phone interview yesterday.
Jacobs said the company generated $1.1 billion in new business during the quarter, the first time in XPO's 7-year history it has done that. Its logistics division launched 37 start-up contract projects in the quarter, also a record. From June 2017 through the end of this June, XPO added 21 million square feet of distribution center space, he added.
According to Jacobs, July has the been XPO's best month so far this year, an indication that its momentum shows no signs of abating.
Bascome Majors, transport analyst for investment firm Susquehanna Capital Group, lauded the results, but advised investors that a decision to put new money in XPO shares should be based on Jacobs' ability as an efficient capital allocator and not on a belief that logistics is in a secular bull phase. With management and employees appropriately incentivized to perform, the faith in Jacobs' business instincts "is a bet we're willing to make," Majors said in a note today.
Jacobs has said that XPO plans to make one, and perhaps two, large acquisitions in the foreseeable future. Jacobs took the unprecedented step of acquiring and integrating 17 companies over a four-year span. Though many doubted his chances of pulling it off, he has managed to structure a $16-$17 billion a year trans-Atlantic powerhouse that, above all, is profitable. XPO has been off the acquisition trail for nearly three years.
Jacobs declined comment on XPO's acquisition plans other than to say that any transaction will be done thoughtfully and with the goal of dramatically increasing shareholder value. "Right now, we like the business we have, and the prospects we have," he said.
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.