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.
Users of transportation services need to get accustomed to U.S. freight rates rising "indefinitely,"
or at least through the balance of the decade, a leading industry consultant said Tuesday.
Noël Perry, principal
of consultancy Transport Fundamentals Inc., predicted that rates for truckload, barge, and rail
intermodal services will each rise between 50 and 60 percent by the end of the decade. Truckload
rates could escalate by between 8 and 9 percent a year by decade's end, he told attendees at the
Warehousing Education and Research
Council's (WERC) annual meeting in Atlanta.
Perry said the current trend, which will reverse a 50-year downward slide in freight rates,
began in 2010, when an unexpected mid-year spike in volumes sent spot truck rates soaring.
The sustained upward move to come will stun shippers that are used to, on balance, paying the same
or less for transportation services on a year-over-year basis, he said.
"It will shock the crap out of a supply chain culture accustomed to [rates moving] in the
other direction," said Perry, in his typical blunt-spoken manner.
During the period between 1950 and 2000, shippers benefited from cheap and abundant transportation
service as the build-out of the interstate highway system gave truckers an incentive to pour enormous
assets onto the roads.
In addition, the proliferation of information technology enabled truckers to operate more
productively, while an increase in Americans entering the workforce, combined with low and stable
oil prices for much of that 50-year period, tamped down labor and fuel costs.
Today, the calculus has been turned on its head. A shortage of drivers, higher oil prices, and the
increase in the cost of complying with new government mandates will all be reflected in a durable
increase in freight rates, Perry said. Trucking firms have likely wrung as much productivity out of
their networks as they can, he added.
Perry said the changing climate will give asset owners significant leverage at the expense of
non-asset-based companies like brokers and third-party logistics service providers, which for many
years capitalized on an oversupply of capacity to play carriers off one another for the benefit of
their shipper customers.
Shippers that have long relied on brokers and 3PLs to procure truck capacity, regardless of
the situation, are in for a rude awakening, Perry said.
"If there is a major crisis, it will be in brokerage," said Perry, adding that transportation
"is an asset business, and there is no easy way out."
HUGE OPPORTUNITY FOR RAILS
Perry's comments were echoed by Anthony B. Hatch,
a long-time transport analyst who heads his own New York-based consultancy. "The owners of the capacity
have value," he said. "If you have capacity and know how to use it, you will get paid for it."
Hatch, who is renowned for his coverage of the rail industry, said the challenges facing the truck
supply chain present a huge opportunity for rails to grow their intermodal business both organically
and in diverting market share from trucks. However, he couldn't quantify the market potential.
"It will be like the blind man and the elephant," Hatch said. "He doesn't know what it is, but
he knows it's big."
Hatch said the continent's seven big railroads are allocating the equivalent of 18 percent of
their revenue streams to capital expenditures. A large percentage of those resources are heading
into intermodal operations, he said.
Also on Tuesday, the Intermodal Association of North America (IANA) reported that domestic container
traffic in the first quarter rose 14.9 percent from the same period a year ago, an increase IANA called
"remarkable."
In the report, IANA said that "while a rebounding economy helped boost volume," much of the
quarter's gains can be attributed to market share growth, as trucking capacity was tight during
the quarter and diesel prices resumed their rise after softening in last year's fourth quarter.
Domestic container gains were biggest in the eastern half of the United States, where intermodal
faces more competition from trucking in many densely populated regions. More than 70 percent of the
nation's population lives east of the Mississippi.
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.
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.