Consumers keep buying and e-commerce is humming, leading to higher corrugated costs and the need for shippers to rethink the way they package items for delivery.
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.
Packaging costs are rising as the economic recovery continues and pandemic-induced buying behaviors that favor e-commerce remain strong, factors that are putting pressure on shippers to find better ways to pack and deliver the orders that are streaming through their facilities.
The price of corrugated products was rising through the spring, with some of the country’s largest producers of containerboard—the material used to make corrugated boxes—announcing increases of $50 to $70 per ton. The cost of packaging supplies in general was rising too, increasing by double-digits in many cases,according to government data and industry groups that track packaging demand. John Blake, senior director analyst with consulting and research firm Gartner, says changes in demand for packaging throughout the pandemic, combined with volatile supply chain activity last year, are driving the increases and shining a spotlight on the need for shippers to better manage sourcing strategies and packaging processes.
“[The pandemic] created an unexpected shift in usage, and we’ve seen some spikes in the amount of corrugates and different materials used [as a result]. It’s really an aspect of adjusting to the recovery from the pandemic, in many ways,” Blake explains. “I think best practices or opportunities for companies to mitigate this are around identifying where they have single sourcing of packaging that creates supply chain risk.”
Surging direct-to-consumer sales and related last-mile delivery demands are also to blame, according to Gartner research from late 2020. When asked to rank their strategies for controlling final-mile delivery costs, more than 400 supply chain executives surveyed placed “packaging optimization” in their top three, according to Blake.
“There is an awareness that the way we have been using [packaging] is inefficient and there is opportunity to improve the cost,” he explains. “And there has definitely been an emphasis on that over the past year.”
Blake and others recommend taking small steps, such as re-evaluating the types of packaging a company uses, and considering more advanced strategies such as on-demand packaging to address the problem.
STRONG DEMAND FUELS NEW STRATEGIES
Shipments of corrugated materials hit a record high in 2020, reaching 407 billion square feet of volume, a 3.5% increase over 2019’s 405 billion square feet (which was also the previous record), according to data from the Fibre Box Association (FBA), a trade group representing manufacturers of corrugated products. The industry had been experiencing steady growth since the 2009 recession, when shipments dipped to 345 billion square feet, says Rachel Kenyon, FBA senior vice president.
“There are a couple of reasons we believe we had record growth [in 2020],” she explains, pointing to a steady rise in e-commerce activity over the past several years as a contributing factor. “But that’s not enough to move the needle on corrugated packaging. Last year, when things shut down, you saw even greater growth in e-commerce, and that’s when you really saw the industry start to pick back up.”
Strong e-commerce sales eliminated the tapering of volume the industry typically sees at the end of the year, she says. And following a slight dip in January, corrugated shipments resumed their climb, reaching historic highs this spring, she adds.
All of this is contributing to a sharper focus on packaging in general, according to Blake. The shift from brick-and-mortar to online sales was already forcing companies to examine their packaging protocols, especially when it comes to the last mile. But Blake says the past year has created an opportunity for them to ramp up those efforts and develop packaging processes that best fit the application.
“One of the greatest challenges is the vast variety of fulfillment options. We have [everything] from traditional brick-and-mortar to growth in discounters to e-commerce,” he explains. “All of these different routes to the market, to the consumer, have different packaging requirements, and that creates complexity in the supply chain.”
Product protection is at the heart of the issue. In traditional retail, products are shipped on pallets, where they are protected until the pallets are broken down at the store and the items placed on shelves, with the consumer taking responsibility for safe delivery. E-commerce and direct-to-consumer shipping has changed all that, leaving brands with the responsibility of packaging individual items for safe delivery from the warehouse, distribution center, or retail store through the final mile to the customer’s door. Most brands’ answer to that problem is to add extra packaging to safeguard the items during the journey. But those strategies are changing in light of rising costs and environmental concerns.
“With e-commerce, there’s always been the practice of using more packaging to help [the merchandise] survive the journey. But there is [growing pressure] on companies to reduce the amount of packaging used or work toward making sure what they’re using is curbside recyclable,” Blake explains. “There are a lot of areas where optimizing packaging drives a financial benefit.”
RIGHT-SIZING TO FIT DEMAND
Strategies for reducing package waste include using padded envelopes, plastic mailers, or more appropriately sized boxes—anything to avoid placing items in an oversized box that has to be stuffed with filler. Such adjustments can help reduce the amount of paper and cardboard a company uses as well as free up space in the warehouse and on the delivery truck, factors that also address cost and environmental concerns.
“If you can use a padded envelope instead of a box, [do so]. If you have items that are durable, don’t put them in a big box with a bunch of paper—use something more form fitting, like a mailer,” Blake advises, citing some simple steps companies can take to optimize packaging.
More advanced solutions include employing on-demand, right-sized packaging systems that enable shippers to produce the right-sized package for the job on-site. Such solutions are best suited to high-volume operations, Blake says, but they represent an “interesting and exciting space” in the market.
Salt Lake City-based Packsize is one company that offers such a solution, using a mix of hardware, software, materials, and services for on-site carton creation. Packsize Executive Chairman Hanko Kiessner says right-sized packaging directly addresses the tight capacity and increased costs the market is experiencing—simply because it reduces the overall amount of packaging material a business uses. As for the extent of the opportunity, Kiessner says his company’s studies show that shippers typically use about 30% more packaging than needed.
“To a large degree, these price increases [we are seeing] are self-inflicted by the industry because [shippers] are using large packages, usually too large,” Kiessner explains. “What would happen to the market if every package was sized right? We could save 30% of the total demand for packaging material—in this case, paper.”
With the economic recovery from the pandemic in full swing, and online buying behaviors firmly entrenched, Kiessner and Packsize CEO Rod Gallaway say such questions are likely to persist, leading more companies to evaluate their packaging needs and sourcing strategies.
“I think demand will continue to increase, and I think, therefore, the supply and the secureness of your supply is going to be critical,” Gallaway says. “Many companies did not get all the corrugate they needed in peak season [2020] … we expect that to happen again in 2021.”
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.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."