Mitch Mac Donald has more than 30 years of experience in both the newspaper and magazine businesses. He has covered the logistics and supply chain fields since 1988. Twice named one of the Top 10 Business Journalists in the U.S., he has served in a multitude of editorial and publishing roles. The leading force behind the launch of Supply Chain Management Review, he was that brand's founding publisher and editorial director from 1997 to 2000. Additionally, he has served as news editor, chief editor, publisher and editorial director of Logistics Management, as well as publisher of Modern Materials Handling. Mitch is also the president and CEO of Agile Business Media, LLC, the parent company of DC VELOCITY and CSCMP's Supply Chain Quarterly.
An otherwise abysmal year for the U.S. economy closes on a very high note for the logistics sector. For that, we can thank none other than the country's second wealthiest and most successful businessman, Warren Buffett, chairman of the investment firm Berkshire Hathaway.
Four weeks ago, in what he described as an "all-in wager" on the U.S. economy, Buffett put $26.3 billion on the table to secure the 77 percent ownership interest in the Burlington Northern Santa Fe (BNSF) Railway that his firm didn't already own.
If you know much about the "Oracle of Omaha" and his philosophy on investing, you know the move is vintage Buffett. Although he undoubtedly has armies of analysts in his employ to sift through mountains of financial data, the Oracle is known for his common-sense approach to investing. He often urges others to choose investments as he himself does: based on what he sees, what he knows, and what makes logical sense. For example, when the market crashed in 2008 and others went running for cover, Buffett invested heavily in venerable "household name" companies like General Electric. That move has paid off handsomely.
It appears that he now sees a similar growth opportunity in the BNSF. Buffett is known to be a close observer of the U.S. rail industry, which he considers a key indicator of the country's economic health. The timing of his purchase suggests that Buffett believes the economic tide is turning and a freight recovery is about to begin.
Buffett's move is more than just a show of faith in the U.S. economy, however. It's also a bet on the long-term future of the rails.
There's every indication that for the railroads, it's full steam ahead. And it's not just because a freight rebound may be in the offing. Environmental considerations come into play as well. Compared to their long-distance trucking rivals, the rails are both cleaner and more energy-efficient. For example, trains generate just a third of the volume of greenhouse gases that trucks produce, according to the Association of American Railroads. Not only that, says the AAR, but a train can haul a ton of freight 436 miles on a single gallon of fuel, nearly four times farther than a truck can. These eco-advantages make the rails uniquely positioned to ride the green wave that's sweeping across American business.
Rails also have the edge over trucks when it comes to mobility. Rising traffic volumes and the deteriorating condition of the nation's roads have combined to create unprecedented highway congestion, resulting in wasted fuel and delivery delays. For freight that's not particularly time sensitive, the rails offer an attractive alternative.
While Buffett's move has obvious advantages for the BNSF, the entire logistics community stands to benefit as well. His involvement in the logistics business has the potential to raise the visibility of a sector that accounts for as much as 18 percent of the country's GDP, but still remains largely invisible to the American public. Now that he has billions of dollars at stake in freight transportation, Buffett is sure to become a high-profile advocate for logistics interests. In the months ahead, we can expect him to speak out about the need for government investment in the nation's freight transportation infrastructure, including rail track and bridges.
All good things for logistics. All good things for the broader U.S. economy. And, of course, all good things for Berkshire Hathaway shareholders. In fact, it might be time to give Buffett a new nickname. He's already known as the "Oracle of Omaha." But given the present he has delivered to our profession this holiday season, perhaps we should be calling him Santa as well.
Retailers are deploying multiple carriers to deliver their packages, delivering lightning-fast delivery times this winter as peak season 2024 is off to the strongest start for e-commerce parcel handling since Covid-19, according to industry statistics from supply chain visibility platform provider Project44.
That success comes as the last mile peak season ramps up, spanning November to January as the year’s highest annual volumes are driven by holiday shopping, returns, and events like Black Friday and Cyber Monday.
Proejct44 measures retailers’ and e-tailers’ performance in managing that rush with a metric called “delivery time,” which comprises fulfillment time—from order placement to shipment readiness, including picking, packing, and upstream transit—and transit time, which is the journey from the warehouse to the customer.
And in November 2024, the average delivery time was just 3.7 days—a 27% improvement from November 2023 and a 33% improvement from November 2022. That reduction shows a long-term trend where delivery times have decreased as online shopping grows and customer expectations rise, the report said. That move has been largely a reaction to Amazon’s standardization of 2-day shipping, which has reshaped the market, pushing companies to optimize processes and enhance satisfaction.
Speed isn’t the only metric that matters, as customer satisfaction and retention also hinge on on-time performance—the accuracy of the initial ETA provided at order placement. Therefore, building and maintaining a healthy e-commerce customer base requires both delivery speed and delivery predictability, Project44 said.
To deliver that performance—while mitigating shipping risks and increasing capacity—shippers increasingly use multiple carriers, the firm said. Counting by the average number of carriers used per account, carrier diversification has risen by two carriers per account since 2021, with a 5% increase between October and November 2024 as shippers expand their networks for peak season. According to Project44, this trend is fueled by the growing availability of smaller carriers like OnTrac, Deliver-it, and Veho, alongside established players such as UPS, FedEx, DHL, and USPS.
To be sure, customers still file complaints about last-mile delivery performance, but complaints about delayed deliveries have dropped 8% since 2022 and are 1% lower than in 2023, Project44 said. The top complaints are: delivered but missing (28%), delayed (28%), carrier complaint (17%), damaged (14%), customer service (%), returned to sender (4%), and incorrect items delivered (4%).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Freight transportation sector analysts with US Bank say they expect change on the horizon in that market for 2025, due to possible tariffs imposed by a new White House administration, the return of East and Gulf coast port strikes, and expanding freight fraud.
“All three of these merit scrutiny, and that is our promise as we roll into the new year,” the company said in a statement today.
First, US Bank said a new administration will occupy the White House and will control the House and Senate for the first time since 2016. With an announced mandate on tariffs, taxes and trade from his electoral victory, President-Elect Trump’s anticipated actions are almost certain to impact the supply chain, the bank said.
Second, a strike by longshoreman at East Coast and Gulf ports was suspended in October, but the can was only kicked until mid-January. Shipper alarm bells are already ringing, and with peak season in full swing, the West coast ports are roaring, having absorbed containers bound for the East. However, that status may not be sustainable in the event of a prolonged strike in January, US Bank said.
And third, analyst are tracking the proliferation of freight fraud, and its reverberations across the supply chain. No longer the realm of petty criminals, freight fraudsters have become increasingly sophisticated, and the financial toll of their activities in the loss of goods, and data, is expected to be in the billions, the bank estimates.
The move delivers on its August announcement of a fleet renewal plan that will allow the company to proceed on its path to decarbonization, according to a statement from Anda Cristescu, Head of Chartering & Newbuilding at Maersk.
The first vessels will be delivered in 2028, and the last delivery will take place in 2030, enabling a total capacity to haul 300,000 twenty foot equivalent units (TEU) using lower emissions fuel. The new vessels will be built in sizes from 9,000 to 17,000 TEU each, allowing them to fill various roles and functions within the company’s future network.
In the meantime, the company will also proceed with its plan to charter a range of methanol and liquified gas dual-fuel vessels totaling 500,000 TEU capacity, replacing existing capacity. Maersk has now finalized these charter contracts across several tonnage providers, the company said.
The shipyards now contracted to build the vessels are: Yangzijiang Shipbuilding and New Times Shipbuilding—both in China—and Hanwha Ocean in South Korea.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”