Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
The maritime shipping giants are acting to steer their valuable ships away from recent flurries of missiles fired from the shores of the Red Sea near the Bab al-Mandeb Strait, which threaten the cargo, the vessels, and the mariners, and have already led to quickly rising insurance prices for ships sailing in that area.
While military vessels from the U.S. and other nations continue to knock many drones and missiles out of the skies, a number of missiles have found their targets in recent days, sparking fires on some ships and knocking containers overboard. The violence continues to escalate as a side effect of Israel’s war with Hamas in the Gaza Strip region of Palestine.
One example of that violence was a strike on Friday on the MSC vessel “Palatium III” and another on the Hapag-Lloyd vessel “Al Jasrah.” Hapag-Lloyd cited that incident in its decision to alter its sailing routes. “Fortunately, the crew was not injured, and the vessel could continue its journey. As we see it today, the situation around the Suez Canal and the Red Sea is unsafe and the risks for our crews onboard are unacceptable,” Hapag-Lloyd said in a statement to shippers. “This is why we have had to take the decision to avoid the Suez Canal and the Red Sea with immediate effect, and instead route our ships around the Cape of Good Hope. We will reassess the situation in the Red Sea regularly and reinstate our services through the Suez Canal when the situation in the area is deemed safe and secure for our ships and crews and your cargo onboard.”
More broadly, the events raise the risk of further disruption to global supply chains, since the suspension of vessel routes through the Red Sea affects over 50% of the weekly container shipping capacity on routes between the Far East and Europe, forcing a diversion around the Cape of Good Hope and adding about 10 days to journeys, according to a report from Daniel Harlid, Senior Credit Officer, Moody’s Investor Service.
With close to 20,000 vessels passing through the Suez Canal each year, a suspension of trips would impact economies throughout the European Union (EU), since that region imported close to 20% of its goods by ocean transport from Asia in 2022, Harlid said. Most of that trade passed through the Suez Canal, and kinks in that supply chain could soon affect both retail and general manufacturers, which rely on that source for products such as rubber and plastics (42%), iron/steel/ferroalloy products (32%), and automobile industry products (28%).
In search of alternate routes, ships are also struggling to pass through the Panama Canal, said Polly Mitchell-Guthrie, VP, Industry Outreach & Thought Leadership at Kinaxis. That other canal has sharply restricted the number of size of vessels cutting between North and South American each day in reaction to a historic drought that is starving the famous locks of sufficient water to operate.
“With no clarity on whether the risk of Houthi rebel attacks will be contained in days, weeks or months, the Red Sea route may no longer be a viable option, an outcome that will cause a huge headache for shippers,” Mitchell-Guthrie said in a email statement. “As these disruptions from climate change and geopolitics play havoc with the world’s most critical trade chokepoints, higher prices won’t be far behind, much to the chagrin of central bankers and consumers alike, just as inflation seemed to be cooling.”
Another impact of the violence could be an increase in out of stock items following the winter holidays, according to an analysis by supply chain visibility platform provider Project44. That’s because of the dense traffic through the canal, with some 40 vessels near the strait and over 100 vessels in the wider area as of December 16, the company said. “The additional lead time these shipments will take was not scheduled as retailers were planning their inventory, and after the peak shopping season through the holidays, it is possible that inventories will be depleted. It is important to note that this should not impact holiday shopping and would more likely be noticeable in February,” project44 said.
According to FedEx, the proposed breakup will create flexibility for the two companies to handle the separate demands of the global parcel and the LTL markets. That approach will enable FedEx and FedEx Freight to deploy more customized operational execution, along with more tailored investment and capital allocation strategies. At the same time, the two companies will continue to cooperate on commercial, operational, and technology initiatives.
Following the split, FedEx Freight will become the industry’s largest LTL carrier, with revenue of $9.4 billion in fiscal 2024. The company also boasts the broadest network and fastest transit times in its industry, the company said.
After spinning of that business, the remaining FedEx units will have a combined revenue of $78.3 billion based on fiscal year 2024 results for its range of time- and day-definite delivery and related supply chain technology services to more than 220 countries and territories through an integrated air-ground express network.
The move comes after FedEx has operated its freight unit for decades. After launching in 1971 as an overnight air courier service, FedEx grew quickly and in 1998 acquired Caliber System inc., creating a transportation “powerhouse” comprising the traditional FedEx distribution service and small-package ground carrier RPS, LTL carrier Viking Freight, Caliber Logistics, Caliber Technology, and Roberts Express. And in 2006, FedEx acquires Watkins Motor Lines, enhancing FedEx Freight’s ability to serve customers in the long-haul LTL freight market.
FedEx share prices rose after the announcement, as investors cheered a resolution to the debate that had lingered since June about whether the event would happen, according to a statement from Bascome Majors, a market analyst with Susquehanna Financial Group. And FedEx Freight will become a major player in the sector, based on its 16% share of industry revenue in 2023, well above Old Dominion Freight Lines (ODFL)’s 10% and SAIA’s 5%, he said.
Likewise, TD Cowen issued a “buy” rating for FedEx based on the long-awaited move, according to Jason Seidl, senior analyst focused on rail, trucking and logistics. That came as investors were soothed about their worries of potential “dis-synergies” from the split by the detail that FedEx Freight and legacy FDX have signed agreements that will continue the connectivity of the two networks.
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.
Declaring that it is furthering its mission to advance supply chain excellence across the globe, the Council of Supply Chain Management Professionals (CSCMP) today announced the launch of seven new International Roundtables.
The new groups have been established in Mexico City, Monterrey, Guadalajara, Toronto, Panama City, Lisbon, and Sao Paulo. They join CSCMP’s 40 existing roundtables across the U.S. and worldwide, with each one offering a way for members to grow their knowledge and practice professional networking within their state or region. Overall, CSCMP roundtables produce over 200 events per year—such as educational events, networking events, or facility tours—attracting over 6,000 attendees from 3,000 companies worldwide, the group says.
“The launch of these seven Roundtables is a testament to CSCMP’s commitment to advancing supply chain innovation and fostering professional growth globally,” Mark Baxa, President and CEO of CSCMP, said in a release. “By extending our reach into Latin America, Canada and enhancing our European Union presence, and beyond, we’re not just growing our community—we’re strengthening the global supply chain network. This is how we equip the next generation of leaders and continue shaping the future of our industry.”
The new roundtables in Mexico City and Monterrey will be inaugurated in early 2025, following the launch of the Guadalajara Roundtable in 2024, said Javier Zarazua, a leader in CSCMP’s Latin America initiatives.
“As part of our growth strategy, we have signed strategic agreements with The Logistics World, the largest logistics publishing company in Latin America; Tec Monterrey, one of the largest universities in Latin America; and Conalog, the association for Logistics Executives in Mexico,” Zarazua said. “Not only will supply chain and logistics professionals benefit from these strategic agreements, but CSCMP, with our wealth of content, research, and network, will contribute to enhancing the industry not only in Mexico but across Latin America.”
Likewse, the Lisbon Roundtable marks the first such group in Portugal and the 10th in Europe, noted Miguel Serracanta, a CSCMP global ambassador from that nation.