Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
The coronavirus pandemic has put logistics on the map, as product shortages and rising demand for home delivery continue to highlight the vital role the industry plays in daily life. That elevated profile is also being felt in warehousing, where demand for space is growing, vacancy rates remain low, and investor interest is accelerating, according to real estate experts and third-party logistics service providers (3PLs). Demand for more and better space will challenge the warehousing market well into 2021, these industry observers also say. Among those challenges are the flexibility to deal with the e-commerce boom's wide-ranging effects on the supply chain and a growing need for technology and automation inside the four walls of the warehouse.
"Logistics is continuously growing—something that is not being seen across the other real estate sectors," says Jon Sleeman, lead director of logistics and industrial real estate research in the United Kingdom and Europe for commercial real estate giant Jones Lang LaSalle (JLL). He adds that the heightened focus on the sector is spurring investment and accelerating upgrades in facilities around the world. "Logistics is recognized as a critical part of a country's infrastructure. This pandemic has basically put it on the map."
Carl DeLuca, vice president of real estate for 3PL DHL Supply Chain, agrees.
"Industrial space is in more demand than ever," he says. "The surge will continue this year and into next year."
And it will shine a light on the ways in which warehouse space is evolving to meet changing customer needs. Warehouses that were already becoming smarter and more efficient before the pandemic are ramping up those capabilities to serve burgeoning demand, the experts say. Here's a look at some accelerating warehouse trends as we head into 2021, including potential space shortages, increased use of technology and automation, better supply chain visibility, the flexibility to cope with different scenarios, and network expansions to improve last-mile delivery.
RED-HOT REAL ESTATE
Demand for warehousing started to shift toward the end of this year. The U.S. logistics real estate market rebounded in the third quarter from pandemic-related lows earlier in the year, with warehouse vacancy rates remaining at a low rate of 5% and utilization at 85%, according to a third-quarter report from logistics real estate firm Prologis. Utilization had fallen to 83% in April. Accelerating e-commerce activity and rising inventory levels are at the heart of the trend. The researchers cited growth in both e-commerce–driven leasing and 3PL activity, which they said remained above pre-pandemic averages. Leasing for e-fulfillment purposes reached nearly 37% of new leasing activity in the third quarter compared with a historic average of 21%, they said. What's more, that leasing activity spanned a wider range of businesses: Pure-play e-commerce users of all sizes, brick-and-mortar retailers, and 3PL firms all were active, according to the report. Third-party logistics service providers were also leasing space to help solve inventory challenges.
Looking ahead, the Prologis report predicts that rebounding activity and a shrinking supply pipeline could lead to a shortage of available warehouse space next year. As competition for that space heats up, companies will be focused on securing the right space in the right location to meet demand. They will also be looking for advanced technology and flexibility from warehousing and logistics service providers.
"We're seeing more technology in the warehouse—more robots and more along the lines of the IoT [internet of things] and the smart warehouse. That's a big part of the story," says JLL's Sleeman, emphasizing the importance of technology for improving efficiency and flexibility in the warehouse—especially for e-commerce–related picking and packing operations.
MORE TECH, PLEASE
Demand for warehouse technology and automation was already growing before the pandemic, and like the growth seen in e-commerce, it has only accelerated in the past nine months.
"We're spending a lot of time on technology," says DHL Supply Chain's DeLuca, pointing to a proliferation of inventory management systems, mechanization, wearables, robotics, and the like in today's warehouses. "That's important. There is a technology push inside the box."
DeLuca's colleague Kraig Foreman, president of e-commerce for DHL Supply Chain, agrees that technology investments can help companies meet the unique pandemic-driven challenges of 2020. He points to collaborative robotics as an example.
"Collaborative robotics can boost productivity and increase picking speed, helping to meet the increased need for responsiveness driven by the compressed order-to-delivery expectations of e-commerce customers," he explains, adding that collaborative robots can also help warehouses and DCs handle volume surges without commensurate increases in labor. "They can also be added in temporarily and/or moved around between different sites depending on demand fluctuations, providing the flexibility needed to handle seasonal spikes and unexpected surges in demand."
Collaborative robotics also reduces the need for people to move around a facility, which can help workplaces comply with social distancing requirements. In addition, Foreman says collaborative robots like DHL's LocusBots reduce onboarding times for new hires by up to 70%. The LocusBots—manufactured by robotics vendor Locus Robotics—are autonomous mobile robots (AMRs) that help with piece-picking and order fulfillment throughout the DHL network.
"This is obviously extremely beneficial at a time when you are bringing seasonal labor on board, and it supports productivity," Foreman says.
Technology solutions that improve supply chain visibility are also in demand. Rick Ehrensaft, chief commercial officer for Grand Worldwide Logistics, a division of logistics service provider Odyssey Logistics, says he's seeing growing interest from customers in the company's warehouse management software solution, which gives clients full visibility of their product on its journey through the supply chain. Odyssey and its subsidiaries provide transportation, warehousing, and terminal services, with much of Grand Worldwide Logistics' warehousing tied to rail service. The warehouse management solution allows customers to see their inventory, run reports, and get real-time updates on where stock is, helping them maintain control over inventory and allowing them to make adjustments along the way.
"We're seeing that that's very important now," Ehrensaft explains, adding that the system allows customers with inventory in multiple locations to pivot and move stock around based on market needs. "This used to be a nice [service] we would offer … but today we're seeing people take advantage of it a lot more than they have in the past."
FLEXIBLE SOLUTIONS A MUST
Ehrensaft says Odyssey Logistics is also seeing more requests for flexible warehouse services—primarily when it comes to helping customers manage volume fluctuations. He says the company is fielding a lot more "what if" calls these days as customers try to plan for a variety of scenarios.
DeLuca reports that DHL is dealing with similar requests for flexibility.
"Customers are asking for sites with the flexibility to scale up and down [across] multiple DCs or single DCs," he says. "That will be [something] clients will [continue to] ask for; 3PLs will have to react to that."
At the same time, interest in network expansions is reportedly on the rise. DeLuca and others say companies of all kinds continue to evaluate their supply chains in the wake of the pandemic, with many looking to add nodes to their warehousing and distribution network and get closer to customers for last-mile delivery purposes.
"We see more and more of a focus on getting locations near [consumers] for last-mile [delivery]," says DeLuca. "[Adding] regional DCs is a model that's getting looked at too."
That's because the ability to execute speedy deliveries requires a local distribution presence, and this is leading to growth in major population centers. The Prologis report showed that demand for distribution centers in the third quarter was led by Southern California, New York/New Jersey, Dallas, and Atlanta.
Industry-watchers expect competition for space in major metropolitan areas to continue into 2021.
"Last-mile and urban logistics is definitely a driver of change, particularly around very big cities where space is limited," adds JLL's Sleeman.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
Global trade will see a moderate rebound in 2025, likely growing by 3.6% in volume terms, helped by companies restocking and households renewing purchases of durable goods while reducing spending on services, according to a forecast from trade credit insurer Allianz Trade.
The end of the year for 2024 will also likely be supported by companies rushing to ship goods in anticipation of the higher tariffs likely to be imposed by the coming Trump administration, and other potential disruptions in the coming quarters, the report said.
However, that tailwind for global trade will likely shift to a headwind once the effects of a renewed but contained trade war are felt from the second half of 2025 and in full in 2026. As a result, Allianz Trade has throttled back its predictions, saying that global trade in volume will grow by 2.8% in 2025 (reduced by 0.2 percentage points vs. its previous forecast) and 2.3% in 2026 (reduced by 0.5 percentage points).
The same logic applies to Allianz Trade’s forecast for export prices in U.S. dollars, which the firm has now revised downward to predict growth reaching 2.3% in 2025 (reduced by 1.7 percentage points) and 4.1% in 2026 (reduced by 0.8 percentage points).
In the meantime, the rush to frontload imports into the U.S. is giving freight carriers an early Christmas present. According to Allianz Trade, data released last week showed Chinese exports rising by a robust 6.7% y/y in November. And imports of some consumer goods that have been threatened with a likely 25% tariff under the new Trump administration have outperformed even more, growing by nearly 20% y/y on average between July and September.