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.
Abraham Lincoln once said, "Give me six hours to chop down a tree, and I will spend the first four sharpening the ax."
Honest Abe understood the importance of preparation. If you want good results, you must take the time to prepare properly before acting.
The current administration should heed this advice, as it certainly has failed to prepare for the possible ramifications of its ongoing trade wars, particularly those with China.
Most would agree that China has not always played fair when it comes to trade, and the president wants to force China to do so or face consequences. That's why in late September he imposed the infamous 10-percent tariff on some $200 billion worth of Chinese goods. But in its attempt to punish China, the administration is harming U.S. importers and their supply chain partners.
Anticipating such a move, many importers have been stockpiling inventory. But once those stocks are depleted, the new tariffs will cut drastically into margins, forcing importers to raise prices or make aggressive cuts throughout their supply chains. Some are looking at alternative markets to supply goods. But moving contract manufacturing to a new country cannot be done overnight.
Trade wars also disrupt transportation. Ocean carriers and ports may suffer if importers cut back on shipments. Railroads and trucking lines that haul those goods cross-continent may also see disruptions, with thousands of jobs at risk.
The president would like to see many of the products currently manufactured overseas return to U.S. factories. Wouldn't we all? But that's not a practical plan, considering we don't currently have the industrial infrastructure to support it. With an unemployment rate of around 4 percent, we also don't have workers to staff those factories.
While the goal of building up U.S. manufacturing capability at home is laudable, there are better ways to go about it. Rather than punishing companies that do business with China, wouldn't it be better to provide incentives for firms to build the infrastructure needed to boost U.S.-based manufacturing? With a lack of labor to staff such expansion, automated equipment will have to fill the gap. Government can and should encourage the growth of industries that create new technologies that make it cheaper to produce and distribute products here at home.
Mistakes are made when governments move without proper consideration of their consequences. Abe Lincoln also addressed the need to avoid hasty decisions when he said, "Nothing valuable can be lost by taking time."
For a president who likes to compare himself with Mr. Lincoln, our current chief executive should take his words to heart.
In response to booming e-commerce volumes, investors are currently building $9 billion worth of warehousing and distribution projects under construction in the U.S., with nearly 25% of the activity attributed to one company alone—Amazon.
The measure comes from a report by the Texas-based market analyst firm Industrial Info Resources (IIR), which said that Amazon is responsible for $2 billion in warehousing and distribution projects across the U.S., buoyed by the buildout of fulfillment centers--facilities that help process orders and ship products directly to end customers, ensuring deliveries of online goods from retailers to buyers.
That investment is inspired by U.S. Census Bureau data showing $300.1 billion in a preliminary estimate of U.S. retail e-commerce sales for third-quarter 2024, adjusted for seasonal variation but not for price changes, compared to $287.5 million in the first quarter, and an increase of 7.4% compared with third-quarter 2023. In addition, e-commerce sales accounted for 16.2% of total retail sales in the third quarter of this year, the report said.
Private equity firms are continuing to make waves in the logistics sector, as the Atlanta-based cargo payments and scheduling platform CargoSprint today acquired Advent Intermodal Solutions LLC, a New Jersey firm known as Advent eModal that says its cloud-based platform speeds up laden container movement at ports and intermodal hubs.
According to CargoSprint—which is backed by the private equity investment firm Lone View Capital—the move will expand the breadth of global trade that it facilitates and enhance its existing solutions for air, sea and land freight. The acquisition follows Lone View Capital’s deal just last month to buy a majority ownership stake in CargoSprint.
"CargoSprint and Advent eModal have a shared heritage as founder-led enterprises that rose to market leading positions by combining deep industry expertise with a passion for innovation. We look forward to supporting the combined company as it continues to drive efficiency in global trade,” said Doug Ceto, Partner at Lone View Capital.
Terms of the deal were not disclosed, but Parvez Mansuri, founder and former CEO of Advent eModal, will act as Chief Strategy Officer and remain a member of the board of directors of the combined company.
Advent eModal says its cloud-based platform, eModal, connects all parts of the shipping process, making it easier for ports, carriers, logistics providers and other stakeholders to move containers, increase equipment utilization, and optimize payment workflows.
Airbus Ventures, the venture capital arm of French aircraft manufacturer Airbus, on Thursday invested $10.5 million in the Singapore startup Eureka Robotics, which delivers robotic software and systems to automate tasks in precision manufacturing and logistics.
Eureka said it would use the “series A” round to accelerate the development and deployment of its main products, Eureka Controller and Eureka 3D Camera, which enable system integrators and manufacturers to deploy High Accuracy-High Agility (HA-HA) applications in factories and warehouses. Common uses include AI-based inspection, precision handling, 3D picking, assembly, and dispensing.
In addition, Eureka said it planned to scale up the company’s operations in the existing markets of Singapore and Japan, with a plan to launch more widely across Japan, as well as to enter the US market, where the company has already acquired initial customers.
“Eureka Robotics was founded in 2018 with the mission of helping factories worldwide automate dull, dirty, and dangerous work, so that human workers can focus on their creative endeavors,” company CEO and Co-founder Pham Quang Cuong said in a release. “We are proud to reach the next stage of our development, with the support of our investors and the cooperation of our esteemed customers and partners.”
As another potential strike looms at East and Gulf coast ports, nervous retailers are calling on dockworkers union the International Longshoremen's Association (ILA) to reach an agreement with port management group the United States Maritime Alliance (USMX) before their current labor contract expires on January 15.
The latest call for a quick solution came from the American Apparel & Footwear Association (AAFA), which cheered President-elect Donald Trump for his published comments yesterday indicating that he supports the 45,000 dockworkers’ opposition to increased automation for handling shipping containers.
In response, AAFA’s president and CEO, Steve Lamar, issued a statement urging both sides to avoid the major disruption to the American economy that could be caused by a protracted strike. "We urge the ILA to formally return to the negotiating table to finalize a contract with USMX that builds on the well-deserved tentative agreement of a 61.5 percent salary increase. Like our messages to President Biden, we urge President-elect Trump to continue his work to strengthen U.S. docks — by meeting with USMX and continuing work with the ILA — to secure a deal before the January 15 deadline with resolution on the issue of automation,” Lamar said.
While the East and Gulf ports are currently seeing a normal December calm post retail peak and prior to the Lunar New Year, the U.S. West Coast ports are still experiencing significant import volumes, the ITS report said. That high volume may be the result of inventory being pulled forward due to market apprehension about potential tariffs that could come with the beginning of the Trump administration, as well as retailers already compensating for the potential port strike.
“The volumes coming from Asia on the trans-Pacific trade routes are not overwhelming the supply of capacity as spot rates at origin are not being pushed higher,” Paul Brashier, Vice President of Global Supply Chain for ITS Logistics, said in a release. “For the time being, everything seems balanced. That said, if the US West Coast continues to be a release valve for a potential ILA strike supply chain disruption, there is a high risk that both West Coast Port and Rail operations could become overwhelmed.”
2024 has been quite a year. In addition to the usual challenges, supply chain leaders have had to contend with two major wars, several devastating hurricanes and storms, dock strikes, a rail strike, a freight recession, an uneven economy, and an election cycle unlike any other. That’s a lot packed into one year.
We can all use a chance to catch our breath. As the holidays approach, we at DC Velocity thought it would be fun to take a more whimsical approach to this month’s ThoughtLeader Q&A and interview Dasher the reindeer.
Dasher made his debut as one of eight named reindeer in Clement C. Moore’s classic 1823 poem, “A Visit from St. Nicholas.” As we all know from the poem, Dasher and his fellow magical reindeer—Dancer, Prancer, Vixen, Comet, Cupid, Donner, and Blitzen—provide crucial transportation support for the Jolly Old Elf’s Christmas Eve mission, pulling the sleigh full of toys for delivery to children around the world. What many people might not realize is that Dasher is also a supply chain expert. His duties require him to keep up with the latest trends in distribution and logistics to assure that the gifts all get delivered on time, to the right address, and damage-free.
So in the spirit of the holidays, we used a bit of magic ourselves in the form of generative artificial intelligence (GenAI) to conduct a personal interview with this very important reindeer. You may ask why we didn’t choose Rudolph. Simply put, he is both a copyrighted character and much too much of a celebrity these days to bother with the likes of us.
As we close out this rather tumultuous year, we hope you will get some joy from reading this fictional interview with a beloved courier.
Q: Thank you for joining us today, Dasher. It’s a pleasure to have you here to discuss some of the supply chain challenges that affect Christmas deliveries. How are you doing this holiday season?
A: Thank you for having me! I’m doing well, though the holiday season has certainly brought its own set of challenges this year. There’s always a bit of magic in the air, but the realities of the supply chain have been a hot topic.
Q: Let’s dive right in. Can you tell us about some of the specific challenges you’ve faced with deliveries this year?
A: Sure! One of the biggest challenges has been the delays in shipping routes, particularly through the Red Sea. It’s a critical pathway for many goods that we rely on for Christmas supplies, including toys and decorations. When there are disruptions in that region—whether due to geopolitical tensions or natural events—it impacts the entire supply chain.
Q: What kinds of delays are we talking about?
A: Well, shipping times have increased significantly. For instance, shipments that used to take a few weeks now can stretch into months. This means that the toys and gifts that Santa relies on for Christmas Eve deliveries are arriving late, which creates a ripple effect throughout our operations.
Q: Has the increase in ocean shipping costs contributed to these challenges as well?
A: Definitely. Shipping costs have soared this year, mainly due to a combination of high demand and limited capacity. When ocean freight rates spike, it puts pressure on everyone involved—from manufacturers to retailers to us at the North Pole. We have to be strategic about which items to prioritize, and that can be a difficult decision when so many children are counting on their Christmas gifts.
Q: How are you and Santa managing these increased costs?
A: We’ve had to get creative. Santa has always believed in the spirit of giving, but now we’re also focusing on efficiency. This includes sourcing materials locally whenever possible and optimizing our delivery routes.
Q: Have you encountered any other world situations that have impacted your operations?
A: Certainly. The effects of the pandemic have lingered longer than we hoped. Labor shortages at ports and in the shipping industry have resulted in fewer hands to move goods. And then there are the fluctuations in the supply of raw materials. If the materials for toys aren’t available, that affects production timelines and, ultimately, our ability to deliver gifts on time.
Q: That’s a lot to navigate. How do you maintain morale among your team members during such challenging times?
A: Communication is key. We’ve worked hard to keep spirits high at the North Pole. We remind everyone why we do this—it’s about bringing joy to children all over the world. Regular team meetings, festive gatherings, and a strong emphasis on teamwork have helped us push through. Plus, everyone loves a good challenge!
Q: It must be heartwarming to see all those efforts come together. How do you ensure that Santa is kept informed about these supply chain challenges?
A: Santa is very hands-on. We have daily briefings where we discuss updates on shipments, toy production timelines, and any other issues that arise. He’s always willing to brainstorm solutions, and he has a knack for inspiring us to think outside the box. We’ve had to adjust our strategies more frequently than ever, and Santa’s leadership makes a big difference.
Q: With all these logistical challenges, do you think there’s a chance some children might not receive their gifts on time?
A: Unfortunately, yes. We do our best to ensure that everyone gets their presents, but this year, we’ve had to communicate with parents in some cases about potential delays. It’s heartbreaking, but we always remind everyone that the spirit of Christmas is about togetherness and love, not just gifts.
Q: That’s a beautiful perspective. Given the unpredictability of the supply chain, do you have any backup plans in place?
A: Absolutely. We have contingency plans for various scenarios. For example, we stocked up on popular items earlier than usual and created a priority list for deliveries. We also maintain close relationships with our partners to quickly adapt if something goes awry. Flexibility is crucial in this environment.
Q: Speaking of flexibility, has technology played a role in easing these challenges?
A: Technology has been a game-changer. We use sophisticated tracking systems to monitor shipments in real time, which helps us make informed decisions quickly. Plus, data analytics allow us to anticipate trends and shifts in demand, so we can prepare better for the unexpected.
Q: That’s impressive! With so many changes happening, do you foresee any long-term shifts in how you operate during the holiday season?
A: Definitely. We’re learning valuable lessons this year that will shape our operations in the future. We’re likely to focus even more on local sourcing and sustainable practices. The pandemic has made us all rethink supply chain resilience and how we can reduce our dependence on long-distance shipping.
Q: That’s a proactive approach. As you prepare for Christmas Eve, do you have any particular strategies to ensure that the night goes smoothly despite these challenges?
A: We’ve always had a well-rehearsed plan for Christmas Eve. This year, we’re building in some extra buffer time for potential delays. We’ll also rely heavily on our network of helper elves, who have been trained to adapt quickly. Rudolph’s shiny nose will guide us through any weather issues, and we’ll adjust our routes as needed.
Q: It sounds like you’re ready for anything! Looking ahead, do you think the global situation will stabilize, allowing for smoother operations in the future?
A: I hope so! It’s hard to predict exactly how things will unfold, but I believe that industries will adapt and evolve. The challenges we’ve faced have pushed us to innovate, and I think that will serve us well moving forward. With resilience and teamwork, we can navigate whatever comes our way.
Q: Wise words, Dasher. Before we wrap up, do you have any messages for children who may be worried about their gifts this year?
A: Absolutely! To all the children out there: Remember that the true magic of Christmas comes from love, kindness, and togetherness. Gifts are wonderful, but they’re not everything. Whether you find something under the tree or not, what matters most is the spirit of the season. Keep believing, and we’ll do our best to spread joy!
Q: That’s a lovely message. Thank you for sharing your insights with us today, Dasher. We wish you, Santa, and the entire team at the North Pole the best of luck this holiday season!
A: Thank you! It’s been a pleasure. And remember, no matter the challenges, the spirit of Christmas will always shine bright!