James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
Next month, representatives of major world governments will gather at the Climate Control Conference in Copenhagen, Denmark, in what some see as a "make or break" attempt to negotiate a global climate treaty. They will discuss ways to advance the Kyoto Protocol, a treaty to curb emissions of greenhouse gases, a treaty that has been signed by more than 180 nations (although the United States isn't one of them), a treaty that runs out in 2012.
Although the upcoming summit has dominated the headlines, it's just one of many looming eco-initiatives that could change the way distribution executives do their jobs. Regardless of what happens in Copenhagen, it's likely that U.S. companies next year will face some type of legislative or industry mandate to begin reducing emissions of a key greenhouse gas—carbon dioxide (CO2)—in their distribution operations. (Distribution operations are liable to be targeted because supply chains account for an estimated 30 percent of those emissions in the United States.)
What should distribution managers keep an eye out for? First, there's the legislative push in the current Congress to adopt a "cap and trade" system much like the one many European nations have already put in place to comply with the Kyoto Protocol. Under cap and trade, a company or industry is given a permit to give off a quota of carbon dioxide. If it stays below its quota, a company can sell its unused allowances to a company that's exceeding its quota, enabling it to avoid fines.
Back in June, the U.S. House of Representatives narrowly passed the American Clean Energy and Security Act of 2009—legislation that would not only establish a cap-and-trade program but would also mandate that by 2020, the United States must reduce the amount of CO2 in the nation's atmosphere by 17 percent from 2005 levels. Action on a companion bill awaits in the Senate.
Since industry and conservative groups have raised objections to the legislation (including the fact that the other top producers of greenhouse gases, China and India, have not yet committed to reducing their own emissions), the bill's fate is uncertain. However, there will be a push for federal regulatory action, since the U.S. Supreme Court two years ago ruled that the Environmental Protection Agency (EPA) has the authority to regulate greenhouse gases under the Clean Air Act. This fall, the EPA proposed greenhouse gas rules for factories, oil refineries, and power plants. Many Washington observers expect the agency to put forward similar CO2 emissions rules for trucks and automobiles in 2010.
Sizing the carbon footprint
But it isn't just the federal government that's pushing for restrictions on carbon dioxide emissions. There's also a private initiative under way by Wal-Mart Stores Inc. that would force suppliers to clean up their act.
This past summer, the retail giant announced that it would begin developing a sustainability index, with the eventual goal of creating environmental labels for all products sold in its stores. The index would measure a product's carbon footprint along with a number of other environmental attributes like the amount of water used to create it and the volume of solid waste generated in its production. The retailer plans to fund a university consortium to develop the label along with related metrics (although when it comes to measuring the carbon generated during manufacturing and distribution, it plans to piggyback on work already being done in the United Kingdom by the Carbon Trust). As a first step, this fall Wal-Mart surveyed its top 100,000 suppliers to find out whether they had instituted reduction targets for greenhouse gases. If your company is a supplier to Wal-Mart, you'll likely be mandated at some point to show you're doing something to combat global warming.
Although the details regarding compliance—whether with federal laws, federal regulations, or an industry mandate—are still being worked out, it's virtually certain that transportation will be targeted for greenhouse gas reductions. Some clues as to what managers might eventually be required to do can be gleaned from the experience of yogurt maker Stonyfield Farm of Londonderry, N.H.
Putting CO2 out to pasture
An organic foods producer with a longstanding commitment to sustainable practices, Stonyfield Farm hasn't been waiting around for government or industry mandates. It has already launched a companywide initiative to reduce its carbon footprint. In the area of finished-goods transportation, for example, Stonyfield Farm has set an ambitious goal of cutting greenhouse gas emissions to 40 percent of its 2006 baseline by the year 2014. In the first year of its program, the company achieved a significant reduction in CO2 emissions just by managing its private fleet and for-hire carriers more efficiently. Through better planning and equipment utilization, it was able to reduce both the number of trips made and miles traveled, with a corresponding reduction in emissions.
More recently, the company has been looking at shifting freight from road to rail and at incorporating more-efficient equipment into its private fleet. But even that may not be enough. Although these initiatives are producing measurable savings, Stonyfield Farm believes it will have to do still more if it expects to reach its long-term goals. The company is now preparing to take a hard look at its entire supply chain network, modeling the location of plants and distribution centers with the aim of minimizing shipping distances.
Stonyfield Farm's experience suggests that other companies too will have to step back and evaluate their entire supply chain operation in order to achieve meaningful reductions in CO2 emissions. Actions like buying hybrid-diesel engine trucks will help, but most businesses won't reach exacting targets without a holistic network approach.
Given the current concern about global warming, distribution managers need to start thinking about how they can reduce greenhouse gas emissions associated with inbound and outbound transportation. In the past, companies optimized their distribution operations around cost and service. Now, however, the optimization equation will require a third variable: carbon dioxide emissions.
Distribution managers can expect "carbon mapping" exercises to become a routine part of their job—just like freight bill auditing or issuing requests for proposals. With more and more folks concerned about what's blowing in the wind, both here and around the world, next year will be the year in which managers are asked to do their part to cut back on CO2.
The number of container ships waiting outside U.S. East and Gulf Coast ports has swelled from just three vessels on Sunday to 54 on Thursday as a dockworker strike has swiftly halted bustling container traffic at some of the nation’s business facilities, according to analysis by Everstream Analytics.
As of Thursday morning, the two ports with the biggest traffic jams are Savannah (15 ships) and New York (14), followed by single-digit numbers at Mobile, Charleston, Houston, Philadelphia, Norfolk, Baltimore, and Miami, Everstream said.
The impact of that clogged flow of goods will depend on how long the strike lasts, analysts with Moody’s said. The firm’s Moody’s Analytics division estimates the strike will cause a daily hit to the U.S. economy of at least $500 million in the coming days. But that impact will jump to $2 billion per day if the strike persists for several weeks.
The immediate cost of the strike can be seen in rising surcharges and rerouting delays, which can be absorbed by most enterprise-scale companies but hit small and medium-sized businesses particularly hard, a report from Container xChange says.
“The timing of this strike is especially challenging as we are in our traditional peak season. While many pulled forward shipments earlier this year to mitigate risks, stockpiled inventories will only cushion businesses for so long. If the strike continues for an extended period, we could see significant strain on container availability and shipping schedules,” Christian Roeloffs, cofounder and CEO of Container xChange, said in a release.
“For small and medium-sized container traders, this could result in skyrocketing logistics costs and delays, making it harder to secure containers. The longer the disruption lasts, the more difficult it will be for these businesses to keep pace with market demands,” Roeloffs said.
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.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.