The ATA has urged President Bush to release oil from the nation's Strategic Petroleum Reserve in an attempt to rein in crude oil prices before they further constrict the U.S. economy.
With fuel prices remaining at historical highs, should the U.S. government intervene and bring some relief to truckers and the overall economy? The American Trucking Associations (ATA) thinks so. In late March, the group urged President Bush to release oil from the nation's Strategic Petroleum Reserve in an attempt to rein in crude oil prices before they further constrict the U.S. economy.
In a letter to President Bush, ATA President and CEO Bill Graves wrote that relief from skyrocketing fuel prices would help the nation avoid a recession, or at least recover from one more quickly. The latter may be more likely than the former: Economic growth slowed to a crawl in the fourth quarter of 2007, and based on recent job-loss data, many economists are saying that the country already has slipped into a recession.
The ATA has made similar requests in the past, but with the price of diesel fuel hovering around $4 a gallon for several weeks, the sense of urgency in the group's petition was clear.
"We are very concerned that out-of-control energy prices will greatly magnify our current economic slowdown and delay our economic recovery," Graves said in his letter. "If households have to spend their forthcoming tax rebate checks on energy, the stimulus will be significantly limited. The more consumers spend on fuel, the less they have to spend on other goods or services."
Releasing oil from the national reserves is rare, usually occurring only during supply disruptions. The most recent example occurred in 2005, when Hurricane Katrina forced the closure of many oil refineries in the Gulf of Mexico, prompting the release of 11 million barrels of oil. The Strategic Petroleum Reserve currently holds just under 700 million barrels of oil in giant underground tanks. That's enough oil to pump 4.4 million barrels per day into the market for up to 90 days, or 1 million barrels per day for almost a year and a half. If the president should order an emergency sale of reserve oil, it could be ready for delivery within 13 days.
"Fuel costs are really hurting the trucking industry right now, so we think if you put a little more supply out there, hopefully the cost of oil will drop," says Ray Kuntz, ATA chairman and chief executive officer of trucking firm Watkins and Shepard Trucking Co.
Kuntz notes that releasing emergency oil supplies is just one of the ATA's recommendations for bringing down the cost of fuel. Others include environmentally responsible exploration of oil-rich areas in the United States that are now off-limits; development of crude resources in oil shale and tar sands in Colorado, Utah, and Wyoming; continued funding of the Environmental Protection Agency's SmartWay Transport Partnership program, which encourages fuel-saving strategies; and establishment of a national maximum speed limit of 65 miles per hour. This last effort, he says, "would save billions of gallons" of fuel.
Ripple effect
The effects of rising fuel prices will ripple beyond the trucking industry, which is on a pace to spend an unprecedented $135 billion on diesel this year—$22 billion more than last year. Historically, fuel has represented the second-highest operating expense for motor carriers, although many truckers say that fuel has now surpassed labor as their largest expense. This development ultimately will increase the cost of everything delivered by truck, including groceries, clothing, and electronics. Virtually all products consumed in the United States travel by truck at some point.
Tiffany Wlazlowski, a spokeswoman for the Arlington, Va.-based ATA, says that every one-penny increase in the price of diesel costs the trucking industry $391 million. With diesel prices rocketing up by 50 cents a gallon, the negative impact on motor carriers can't be understated. In early April, for instance, UPS, the world's largest transportation company, cut its first-quarter earnings forecast in part because of higher fuel costs.
Chris Caplice, who runs the master of engineering in logistics (MLOG) program through the Center for Transportation and Logistics at the Massachusetts Institute of Technology (MIT), notes that the ATA's request doesn't mention the fuel surcharges that shippers pay to carriers to offset rising fuel costs. He estimates that shippers paid between $67 billion and $80 billion in fuel surcharges last year, covering about 70 percent of the $113 billion that truckers spent on fuel in 2007.
"Yes, fuel is going up, and yes, it's a burden, but this is being shared very heavily with most shippers," says Caplice, who is against opening up the federal reserves. "In fact, the fuel surcharge program covers a higher percentage of fuel [costs] as the price of fuel goes up."
Ocean carriers feel the pain, too
Rising fuel prices are affecting all modes of transportation, not just trucking. The rates ocean carriers pay railroads for intermodal service, for example, are 30 percent higher than they were just a few years ago, and the fuel surcharge alone is nearing 30 percent of the total bill for that service, according to Rick Wen, vice president, business development for OOCL. Speaking at the Coalition of New England Companies for Trade (CONECT) Annual Northeast Trade and Transportation Conference in Newport, R.I., Wen noted that the bunker surcharge shippers pay covers only about one-third of what carriers are shelling out for fuel.
Add that to the fact that round-trip pricing in the trans-Pacific is 61 percent lower than it was 10 years ago, and it's clear that something has got to give. Maersk Line has "essentially gotten out of intermodal management" and has withdrawn about 30 percent of its trans-Pacific capacity, Wen said. OOCL, too, has withdrawn capacity, shifting some ships to the growing Asia-Europe trade lane. Wen warned of more hardships to come. "Oil is holding globalization hostage. ... The situation has become untenable, and at some point it becomes more cost-effective to lay up ships than to operate them at a loss."
Drayage drivers at ports around the country are finding that they must make a similar decision—try to hang on or get out of a business where rising diesel prices are eating into their already meager earnings. The drivers who haul containers between ports, intermodal terminals, and shippers' facilities are mostly owner-operators who net an average of just $7 an hour these days, said Ken Kellaway, senior vice president and general manager of RoadLink USA's New England division, who spoke on the panel with Wen. With diesel prices already at more than $4 a gallon in California and upstate New York, fuel costs are a major factor in drivers' decisions to hang up their keys. "Every single day, more of them are parking their trucks," he said.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.