Transportation & Logistics Roundtable: How tech is changing the transportation game
What will 2024 hold for transportation and logistics operations? How will technological advances affect the way we move goods? And what can warehouses do to better prepare their shipments for transit? To get some answers, we asked leading experts from companies participating in DC Velocity’s Transportation & Logistics Theater at Modex 2024. Here’s what they had to say.
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.
Q: How have recent government investments in infrastructure affected transportation operations?
Ahmad Stokes: Recent government infrastructure investments have had a positive impact on transportation operations in the United States by enhancing the capacity, efficiency, safety, and sustainability of various modes of transportation. We have received a lot of automation requirements from third-party logistics companies this year, which is indeed a good sign.
Q: How have higher interest rates affected investment in assets and new technologies?
Stanislas Normand: The rising cost of capital is forcing companies to be a lot more strategic about their spending, including investment in new technologies. At the same time, underlying pressure to modernize supply chains is not going anywhere as businesses continue to struggle with labor issues, growing customer expectations, and general uncertainty around the future. This means that we’re seeing businesses do more due diligence around whether the technologies they’re investing in can both meet their current needs and provide the flexibility to adapt to changes down the line.
Nicolas Chee: Higher interest rates have made it more challenging for companies to invest in new assets and technologies due to increased borrowing costs. However, this also creates an impetus for companies to invest in cost-effective and efficient solutions. Our autonomous mobile robots offer long-term cost savings and efficiency gains, making them a smart investment even in times of financial constraint.
Rick DeFiesta: Even with interest rate pressures, many companies are still dealing with labor shortages, so they are looking to mobile robotic automation to address their workforce challenges. And e-commerce activity isn’t slowing down, so companies need to make strategic investments to keep up with order fulfillment demands. Due to this and despite high interest rates, we expect strong mobile robotics demand to continue throughout 2024 and beyond no matter the economic situation.
Q: How can new technologies aid in loading and unloading trucks?
Nicolas Chee: New technologies, particularly in automation and robotics, can significantly streamline the process of loading and unloading trucks. Our robots, for example, can be programmed to carry out these tasks with high precision and speed, reducing the need for manual labor and the potential for errors. This not only speeds up the process but also helps in reducing workplace injuries associated with heavy lifting.
Ahmad Stokes: Truck loading and unloading has always been a major topic in automation, and the past two years have really seen the productization of some exciting technologies, such as vision and 3D laser-based perception, the composite robots, and autonomous forklifts. Combining artificial intelligence, machine vision, and control algorithms, these systems can automate the loading and unloading of conveyor belts, pallets, cages, cartons, and other goods by means of mobile robots to meet the challenge of labor shortages.
Rick DeFiesta: Robots can accomplish tasks that are either unsafe or unpleasant, while creating more skilled jobs for employees. In this case, robots can reduce repetitive work and the tiring act of loading and unloading trailers, and also get employees out of the elements. Workers unloading trucks can be exposed to sweltering temperatures or bitter cold, depending on the time of year. Using new technologies to load and unload, in conjunction with mobile order fulfillment robots, can improve employee happiness and retention. From an operational standpoint, truck loaders can also help speed up the loading/unloading processes and improve efficiency.
Stanislas Normand: There are plenty of technologies that can make it easier to load and unload trucks, including automated docking systems, conveyors, and even exoskeletons for material handling. That said, one functionality that is seeing high demand in our space is the ability to sequence outbound orders. What it allows is to essentially cube out trucks in a specific order, which can be helpful for both loading and unloading. A simple example would be to load a truck that drops off orders to multiple facilities in a way where orders are organized in the sequence in which they will be dropped off.
Q: Has the economic slowdown during the past year eased the driver shortage?
Ahmad Stokes: The economic slowdown has not eased the driver shortage, but rather exacerbated it. Over the next decade, the industry will have to recruit nearly 1,000,000 new drivers to replace retiring drivers and drivers that leave voluntarily or involuntarily, as well as meet the need for additional drivers to accommodate industry growth.
Q: How can warehouses improve how they prepare shipments for transit?
Stanislas Normand: This will sound obvious, but the key things that warehouses need to improve are speed and accuracy. This is largely due to the fact that most operations remain incredibly manual and thus prone to mistakes and low productivity. This not only limits the throughput that warehouse operations can achieve, but also creates a lot of additional costs.
Ahmad Stokes: Operators would benefit by implementing automation and robotics to improve reliability, speed, and safety of picking, packing, palletizing, loading, and unloading tasks. They could also utilize some management method or tools, like value-stream mapping, to identify and eliminate bottlenecks and inefficiencies in the warehouse shipping process. And they could adopt more economical, recycled packaging to reduce material waste.
Rick DeFiesta: It’s important for warehouse operators to effectively utilize the entire capacity of their facility, properly organizing and prioritizing goods to ensure accurate and efficient order picking. Clear labeling and optimized mapping of the entire warehouse is important. High-density storage, picking, sorting, and transport can all be streamlined with the help of warehouse robotics solutions.
Nicolas Chee: Warehouses can improve shipment preparation by adopting automated systems and robotics for picking, packing, and sorting. Our autonomous mobile robots are designed to seamlessly integrate into existing warehouse operations, enhancing efficiency and accuracy in preparing shipments. In addition, implementing advanced tracking and inventory management systems can further streamline the process and reduce errors.
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.