Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
A leading shipper group said today that rail customers would save between $900 million and $1.2
billion a year in freight costs if the federal government adopted the group's proposal governing reciprocal
switching between the nation's four major railroads.
The National Industrial Transportation League (NITL), in unveiling a 160-page report supporting
its July 2011 proposal, said new switching rules would provide badly needed service alternatives to
so-called captive shippers, companies that cannot use another mode of transportation or even another
railroad to move their traffic.
Under reciprocal switching, a railroad, for a fee, switches carload freight to another railroad to give
a captive shipper access to facilities it might not otherwise reach. The switching charges are paid by the
receiving railroad. The customer pays the originating railroad, which would build the switching fee, and
perhaps an additional amount, into its overall charges to compensate it for the revenue foregone by switching
the traffic to its rival for carriage.
The NITL proposal would allow a captive shipper or receiver to gain access to a second rail carrier if the
customer's facility is located within a 30-mile radius of an interchange where regular switching occurs. Only
true captive customers—defined by NITL as a business with no alternatives from other railroads or other modes—
could qualify. The switch would not occur if the affected railroad could prove the practice would be unsafe or is unfeasible
or harmful to existing rail service, the shipper group said.
NITL said the 30-mile interchange distance is not "set in stone," adding that captive customers can qualify for
switching opportunities if they have, or can develop, a viable interchange with two Class I carriers within a reasonable
distance of the shipper's facilities.
The cost-savings forecast by NITL was based on a government formula known as the "Revenue Shortfall Allocation Method,"
or RSAM. Developed by the Surface Transportation Board (STB), the federal agency overseeing the rail industry, the formula
measures the average mark-up a railroad would charge all of its "potentially captive" traffic to earn what the agency would
deem to be adequate revenue on the movement.
NITL hired a consulting firm to analyze the STB's confidential database of waybills to assess the economic impact on
shippers and carriers. The group also retained a second firm to assess the switching environment in Canada, where the
practice is required by law. Bruce Carlton, NITL's president and CEO, said in a press briefing today that the Canadian
model has been in place for decades and has worked well for shippers and carriers.
The four U.S. Class I railroads analyzed were CSX Corp., Norfolk Southern Corp., Burlington Northern Santa Fe railway,
and Union Pacific Corp.
Under the 1980 Staggers Rail Act that deregulated the industry, the STB can order the creation of reciprocal switching
agreements so captive shippers can have access to the services of a second railroad. However, Carlton said no captive
shipper has ever gotten access to competition under the current rules, adding that it is why new rules are needed.
Carlton said the NITL proposal is not a bid to re-regulate the rail industry. He called it a focused and balanced effort to
provide captive shippers with enhanced service alternatives. He said the railroads would benefit because the lower rates that
would be spawned by the switching rules would result in more shipper traffic. Carlton added that railroads would be motivated
to keep more of the traffic that might otherwise be switched. That would mean little, if any, switching would take place, he
said.
The group has been pressing the STB for 18 months to begin a rulemaking into the case. The board declined to do so but
created a docket (Ex Parte 711) to accept information from interested parties on the NITL proposal.
Holly Arthur, a spokeswoman for the Association of American Railroads (AAR), declined to comment, saying the AAR would
wait until early next week to respond. The railroads have argued that shippers have alternatives to get their goods moved
and that they have adequate redress. The association says that a move towards mandatory reciprocal switching would degrade
service levels, add costs that would eventually be borne by shippers, and be tantamount to re-regulating the industry.
Lawrence H Kaufman, a long-time rail executive, consultant, and writer, said that the "math doesn't work" to support the
NITL proposal, predicting that the railroads won't go along with an approach that effectively takes money out of one of their
members' pockets.
One possible scenario, according to Kaufman, is that the originating railroad will raise shippers' rates to high levels in
order to recoup foregone revenue. This in turn would cause angry shippers to descend on Capitol Hill to demand Congress address
the issue of sky-high rail charges, which could put the industry on a slippery slope toward re-regulation. That scenario, he
believes, would suit NITL just fine.
Parcel carrier and logistics provider UPS Inc. has acquired the German company Frigo-Trans and its sister company BPL, which provide complex healthcare logistics solutions across Europe, the Atlanta-based firm said this week.
According to UPS, the move extends its UPS Healthcare division’s ability to offer end-to-end capabilities for its customers, who increasingly need temperature-controlled and time-critical logistics solutions globally.
UPS Healthcare has 17 million square feet of cGMP and GDP-compliant healthcare distribution space globally, supporting services such as inventory management, cold chain packaging and shipping, storage and fulfillment of medical devices, and lab and clinical trial logistics.
More specifically, UPS Healthcare said that the acquisitions align with its broader mission to provide end-to-end logistics for temperature-sensitive healthcare products, including biologics, specialty pharmaceuticals, and personalized medicine. With 80% of pharmaceutical products in Europe requiring temperature-controlled transportation, investments like these ensure UPS Healthcare remains at the forefront of innovation in the $82 billion complex healthcare logistics market, the company said.
Additionally, Frigo-Trans' presence in Germany—the world's fourth-largest healthcare manufacturing market—strengthens UPS's foothold and enhances its support for critical intra-Germany operations. Frigo-Trans’ network includes temperature-controlled warehousing ranging from cryopreservation (-196°C) to ambient (+15° to +25°C) as well as Pan-European cold chain transportation. And BPL provides logistics solutions including time-critical freight forwarding capabilities.
Terms of the deal were not disclosed. But it fits into UPS' long term strategy to double its healthcare revenue from $10 billion in 2023 to $20 billion by 2026. To get there, it has also made previous acquisitions of companies like Bomi and MNX. And UPS recently expanded its temperature-controlled fleet in France, Italy, the Netherlands, and Hungary.
"Healthcare customers increasingly demand precision, reliability, and adaptability—qualities that are critical for the future of biologics and personalized medicine. The Frigo-Trans and BPL acquisitions allow us to offer unmatched service across Europe, making logistics a competitive advantage for our pharma partners," says John Bolla, President, UPS Healthcare.
The supply chain risk management firm Overhaul has landed $55 million in backing, saying the financing will fuel its advancements in artificial intelligence and support its strategic acquisition roadmap.
The equity funding round comes from the private equity firm Springcoast Partners, with follow-on participation from existing investors Edison Partners and Americo. As part of the investment, Springcoast’s Chris Dederick and Holger Staude will join Overhaul’s board of directors.
According to Austin, Texas-based Overhaul, the money comes as macroeconomic and global trade dynamics are driving consequential transformations in supply chains. That makes cargo visibility and proactive risk management essential tools as shippers manage new routes and suppliers.
“The supply chain technology space will see significant consolidation over the next 12 to 24 months,” Barry Conlon, CEO of Overhaul, said in a release. “Overhaul is well-positioned to establish itself as the ultimate integrated solution, delivering a comprehensive suite of tools for supply chain risk management, efficiency, and visibility under a single trusted platform.”
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Editor's note: This story was revised on January 9 to include additional input from the ILA, USMX, and Freightos.
Under terms of the deal, Sick and Endress+Hauser will each hold 50% of a joint venture called "Endress+Hauser SICK GmbH+Co. KG," which will strengthen the development and production of analyzer and gas flow meter technologies. According to Sick, its gas flow meters make it possible to switch to low-emission and non-fossil energy sources, for example, and the process analyzers allow reliable monitoring of emissions.
As part of the partnership, the product solutions manufactured together will now be marketed by Endress+Hauser, allowing customers to use a broader product portfolio distributed from a single source via that company’s global sales centers.
Under terms of the contract between the two companies—which was signed in the summer of 2024— around 800 Sick employees located in 42 countries will transfer to Endress+Hauser, including workers in the global sales and service units of Sick’s “Cleaner Industries” division.
“This partnership is a perfect match,” Peter Selders, CEO of the Endress+Hauser Group, said in a release. “It creates new opportunities for growth and development, particularly in the sustainable transformation of the process industry. By joining forces, we offer added value to our customers. Our combined efforts will make us faster and ultimately more successful than if we acted alone. In this case, one and one equals more than two.”
According to Sick, the move means that its current customers will continue to find familiar Sick contacts available at Endress+Hauser for consulting, sales, and service of process automation solutions. The company says this approach allows it to focus on its core business of factory and logistics automation to meet global demand for automation and digitalization.
Sick says its core business has always been in factory and logistics automation, which accounts for more than 80% of sales, and this area remains unaffected by the new joint venture. In Sick’s view, automation is crucial for industrial companies to secure their productivity despite limited resources. And Sick’s sensor solutions are a critical part of industrial automation, which increases productivity through artificial intelligence and the digital networking of production and supply chains.
He replaces Loren Swakow, the company’s president for the past eight years, who built a reputation for providing innovative and high-performance material handling solutions, Noblelift North America said.
Pedriana had previously served as chief marketing officer at Big Joe Forklifts, where he led the development of products like the Joey series of access vehicles and their cobot pallet truck concept.
According to the company, Noblelift North America sells its material handling equipment in more than 100 countries, including a catalog of products such as electric pallet trucks, sit-down forklifts, rough terrain forklifts, narrow aisle forklifts, walkie-stackers, order pickers, electric pallet trucks, scissor lifts, tuggers/tow tractors, scrubbers, sweepers, automated guided vehicles (AGV’s), lift tables, and manual pallet jacks.
"As part of Noblelift’s focus on delivering exceptional customer experiences, we are excited to have Bill Pedriana join us in this pivotal leadership role," Wendy Mao, CEO at Noblelift Intelligent Equipment Co. Ltd., the China-based parent company of Noblelift North America, said in a release. “His passion for the industry, proven ability to execute innovative strategies, and dedication to customer satisfaction make him the perfect leader to guide Noblelift into our next phase of growth.”