Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
For those material handling companies left standing after the devastating recession of 2001 and 2002, the period is almost too painful to revisit. After record years in 1999 and 2000, manufacturers of material handling equipment watched their market crash, and the shock has still not entirely subsided. Industry sales dropped by 42.5 percent in those two years from peak levels, and for many companies the issue was one of survival.
But in 2003, the industry began to recover and this year, from all appearances, sales of material handling equipment and services are doing nicely—at least comparatively nicely.
An economic study prepared by DC VELOCITY for the Conveyor Equipment Manufacturers Association (CEMA) forecast an 8.5-percent increase in overall material handling business this year over 2003 and an additional increase of 12 percent in 2005.
Even so, most sectors have greeted the recovery with a fair degree of caution. Industry capacity still exceeds demand. Few companies are staffing up. And there are a few causes of concern.
One of those is raw materials. The Institute of Supply Management (ISM), which tracks business trends closely, said in its May report on manufacturing activity that respondents to its survey indicate strong demand, but expressed concern about rising material and energy costs. The price and availability of steel has been a particular concern for many material handling equipment manufacturers, but the ISM reports a long list of other commodities that have also risen in price.
On the up and up and up
Despite lingering uncertainties about energy and materials, it's clear businesses are also confident. In its semiannual Economic Forecast issued in May, the ISM said survey participants expect relatively strong economic growth in both manufacturing and non-manufacturing business for the rest of 2004. Purchasing executives surveyed predict a 6.0-percent increase in capital spending this year, compared to a 2.7-percent increase in 2003.
The ISM said in its separate monthly reports on business that the manufacturing sector grew for the 12th consecutive month in May and the non-manufacturing business activity had increased for the 14th consecutive month. Those reports are based on several indices that track trends in new orders, production, backlogs, employment and supplier deliveries. ISM said its Purchasing Managers Index for manufacturing registered at 62.8 percent and for non-manufacturing at 65.2 percent in May. An index reading above 50 percent is an indicator that the economy is expanding.
"It appears that second-quarter growth will be very solid, and the momentum should carry over into the second half of the year. 2004 is shaping up as one of the better years for manufacturing. Many respondents indicate that order backlogs are growing for the first time in several years," said Norbert J. Ore in a statement on the May results. Ore is chair of the ISM Manufacturing Business Survey Committee and group director, strategic sourcing and procurement, at Georgia-Pacific Corp.
Other indications of economic vitality come from the Leading Economic Indicators Index compiled monthly by the Conference Board. In an update issued in late May, which reported on trends in April, the U.S. leading index increased only slightly, by 0.1 percent. The April uptick left the leading indicator at 115.9 (with 100 representing 1996 numbers). The Conference Board said that for a six-month span that included April, the leading index increased by 1.8 percent, with nine out of 10 of the components advancing. The index predicts economic trends three to six months into the future. Thus, an increase in the index now signals economic growth for the months ahead.
And it's clear that the material handling industry will be swept up in the swell. Indications of growth can be found in quarterly reports from the Material Handling Industry of America (MHIA), which looks at trends in material handling manufacturing —specifically, trends in sales of conveyors, overhead cranes and industrial trucks.
The March report indicates that contraction in those segments finally ended during the third quarter of 2002, and that for 2003 overall, new orders grew 2.7 percent to $16.2 billion. Now, material handling equipment manufacturing is in an accelerating growth phase of its economic cycle. "Indications are that MHEM [material handling equipment manufacturing] is expected to remain in that phase through 2005," says the MHIA segment brief.
For this year, MHIA forecasts 3.0- to 4.0-percent growth in sales of conveyors and conveying equipment, following a 5.5-percent drop in 2003. An even more optimistic CEMA expects growth of 6.0 to 7.0 percent for the conveyor industry this year.
Rack companies, lift truck manufacturers and warehouse management systems firms are also seeing increased activity. The Industrial Truck Association forecasts growth of about 3.2 percent for the year, while MHIA forecasts industrial truck sales will grow by 5.5 to 6.5 percent following last year's 5.0-percent growth.
Building boom
Another indicator of the potential growth in material handling sales is the development of new distribution center facilities. ProLogis, a major provider of distribution facilities and services, in its year-end property market review of 30 major U.S. markets says that demand was outpacing new supply. While the U.S. vacancy rate was over 10 percent at year end, ProLogis expects to see some tightening this year. It said vacancy rates had fallen in 20 of the top 30 markets.
Perhaps more important, new construction starts amounted to 70 million square feet in 2003. That's still 45 percent below the cyclical peak, according to the report, but it does represent a jump from the 58 million square feet started during 2002. ProLogis expects that the demand for DCs will continue to grow at a moderate pace through the rest of 2004.
The ProLogis view is consistent with the results of a survey DC VELOCITY conducted among readers last year. A third of respondents to the survey said they were planning new distribution centers, and 40 percent indicated plans to retrofit existing facilities. Further, 63 percent said that their material handling budgets for this year were up over 2003 levels.
On a broader scale, gross domestic product—the total output of goods and services in the United States—grew at a 4.4- percent annual pace in the first quarter, according to the federal Bureau of Economic Analysis's preliminary report.
That's important. ProLogis, in its report, says that the demand for DCs and warehouse space is "governed largely by the rate of growth of real GDP." Thus GDP growth means greater demand for DCs, which means greater demand for the equipment needed to operate those facilities.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.