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.
It's been said globalization's first era was driven by money and its second era will be driven by time. If so, air freight, with its natural speed-to-market advantages, should be sitting pretty.
Yet that's far from the case. In fact, if the industry can't shake free from a self-imposed technology straitjacket, it could find itself a decade from now mourning the time passed as a gigantic lost opportunity.
The world is becoming rapidly digitized and increasingly reliant on e-commerce. Airfreight users and providers work in a mobile world with changing expectations for service levels and how to manage them. Yet communications in the air supply chain remain awash in paper. Each international shipment requires 30 or more paper documents to process and transmit, according to the International Air Transport Association (IATA), the Geneva-based global airline trade group. Robert Mellin, head of distribution logistics for Ericsson, the Swedish network and telecom giant and a big airfreight user, told a conference in April its annual logistics documentation could fill a Boeing 747 aircraft.
A typical international shipment booked by a freight forwarder and moved in the belly of a passenger aircraft can take up to six days to reach its consignee, even though it takes less than a day to fly it there. The shipment's remaining time is spent languishing in customs waiting to be processed and cleared, or stuck in a labyrinth that also includes the ground handling agent, the trucker, the importer, and the customs broker. The six-day window, which hasn't changed much over the years, gave rise to the maxim that 80 percent of an air shipment's time is actually spent on the ground.
Some of this might be sloughed off if air freight were the only global game in town. But it's not. In the past decade, less-than-containerload (LCL) ocean services have improved in speed and dependability, and have become an attractive alternative to air because goods can still move reasonably fast yet at a significant discount to pricey flights. This makes it easier for shippers to "trade down" in transit times and still offer a cost-effective service.
Atlanta-based shipping and logistics giant UPS Inc. is expanding an enhanced version of its LCL service that, depending on the traffic lanes, can be as much as 40 percent faster than UPS's standard LCL product while priced at a 40-percent discount to a comparable air movement. Somewhat ironically, the service piggybacks on UPS's airfreight network for moving heavier consignments.
Traditional ocean services can't compete with air to ship stuff like high-value or emergency shipments. However, another round of vicious price-cutting that has driven ocean container rates to lows not seen in 18 months could draw the interest of air shippers willing to reposition at least part of their supply chains to emphasize reliability and cost over speed.
In North America, the lure of lower energy prices has prompted producers in Asia and Europe to consider relocating their manufacturing nearer the end customer as a way to shorten time-to-market and reduce fuel costs. Asian companies once focused on selling into the U.S. and Europe are turning inward to support the growing consumption needs of their own middle class. Tougher global security measures require companies to provide more data to government authorities earlier in the shipping cycle than ever. This injects friction into the air system and compromises its most valuable asset. None of these developments augur favorably for the long-distance, fast-cycle distribution strategy that air freight supported so effectively in the 1980s and 1990s.
WEAK DEMAND
These factors have taken their toll on airfreight demand. According to IATA data, global tonnage has grown by just 1.4 million tons since 2010. IATA forecasts tonnage growth of only 1.5 percent in 2013, with yields falling by 2 percent and revenues of $62 billion, down $4 billion from 2010.
Des Vertannes, head of global cargo for IATA, told a conference in late June that "new processes and technology" are needed if air is to remain relevant. Vertannes' comments underscore the fact that progress has been agonizingly slow. In 1997, IATA launched "Cargo 2000" to standardize processes guiding the implementation of full shipment visibility from purchase order to final delivery. Cargo 2000's supporters said it created industrywide standards to measure service and performance, and that it continues to make progress. Others say that, 13 years on, the program is nowhere near attaining its lofty goal of end-to-end transparency.
In 2006, IATA began an industrywide initiative called "e-freight" to replace paper with the electronic exchange of data and messages. If successful, the program would cut cycle times by 24 hours and eliminate 7,800 tons of paper documents each year. The supply chain would benefit from the elimination of multiple data entries, while regulatory authorities concerned with security would have faster access to more accurate shipment information, IATA reckoned.
The next year, the group laid the groundwork for what would become an e-air waybill, or "e-AWB," replacing the paper air waybill—the most vital document in the chain—with an EDI-based digital agreement between forwarder and carrier.
In April, IATA unveiled a multilateral electronic airbill regime where a forwarder signs one master agreement that becomes valid for all IATA-member airlines. Though it will take some time to establish, it is seen as an improvement over the traditional bilateral setup because IATA represents about 240 airlines in 118 countries. Glyn Hughes, the group's director of cargo industry management, said in late June that a large number of airlines and forwarders have already signed up for the multilateral program.
In a June presentation, Scott Sangster and Jan Markill of Descartes Systems Group LLC, a Canadian firm that processes 40 percent of the world's airfreight messages, said e-freight would become a "great path forward" as long as it remains flexible, inclusive, and affordable enough to enable collaborative data management. One piece of good news is that the cost of technology continues to come down, they said.
Rich Zablocki, vice president of air products for Dutch multinational forwarder Ceva Logistics, said e-freight's value lies in forcing forwarders and airlines to sharpen the quality and accuracy of their information exchanges, and to build the architecture needed to execute legally binding transactions.
But it won't be a quick uptake. At the end of 2012, e-AWB had 6 percent global penetration on "feasible trade lanes," according to IATA, which doesn't define what makes a traffic lane feasible. The airlines are targeting 20 percent penetration by the end of 2013, the group said. IATA said the "vision" is to reach 100 percent compliance by 2015.
Paradoxically, the tightening security regimes that make life difficult today may get the industry where it ultimately needs to go. That's because directives with the force of law have a way of moving the needle that voluntary initiatives don't. "Security has made more things happen in the past seven years than the industry did on its own for the past 25 years," said Ted Braun, a long-time industry executive and principal in the consultancy Air Cargo Matters.
CULTURAL ROADBLOCKS
According to Hughes, cultural, not technological, issues have been responsible for the overall lack of progress. Digitization's benefits to the customer have not been adequately articulated, he said. The industry has fallen short in providing sufficient staff training and in convincing workers that digital conversion will make their jobs easier and more effective, rather than obsolete. Companies also need to do a better job of leveraging technology to re-engineer core processes instead of just automating functions now being performed manually, Hughes said.
The cause has not been helped by the insular attitudes of the players. Many airfreight truckers and ground-handlers are still uncomfortable with digital transmissions. Airlines have lost billions of dollars in the past 12 years and have spent billions more on aircraft, labor, and fuel. Investing in cargo IT systems might not seem a priority at this time. Small and mid-sized freight forwarders have an attitude of "what's-in-it-for-me," contending e-freight means more work for them and less work for the airlines receiving the information. The forwarders also complain about compliance costs.
Braun said the forwarders' selfishness is indicative of a long-running suspicion that airlines will one day sell directly to shippers behind the forwarders' backs. He also disputed their poverty pleas, arguing smaller forwarders are masters at lean-and-mean operations and profit handsomely on the arbitrage between what they pay for space and what they resell it for. "Many forwarders make a lot of money. They just don't want to spend it," he said. Hughes of IATA argued forwarders' myopia is becoming less of an issue as they to begin to recognize the value of digitizing the information flow.
No one is under any illusions that e-freight represents anything more than a good starting point for digital conversion. And it doesn't capture the holy grail of end-to-end shipment visibility demanded by many of today's multinational shippers. For that, Zablocki said, shippers must turn to integrated carriers like UPS, FedEx Corp., and DHL Express that operate closed-loop physical and information systems.
Experts said shippers expect their forwarders to achieve parity with the integrators across all metrics, including technology. That is an exceedingly difficult task. An international shipment passes through the hands of four of five different vendors, all with different IT systems. By contrast, a shipment moving via an integrator is handled by one vendor with one system. Integrators also spend billions of dollars a year to upgrade their systems to meet shippers' increasing demands. Many in the so-called nonintegrated segment lack the resources or the commitment to play at that level.
There's also a concern the industry's current efforts are responses to the past rather than a blueprint for the future. In their presentation, Messrs. Sangster and Markill of Descartes predicted the nature of information exchange would look radically different in five to 10 years. As global commerce and security regimes expand, more detailed shipment information will be required further up the pipeline, they said. It will no longer be enough for regulators to capture data just from forwarders and airlines; shippers will become more embedded in the process, they said.
In addition, the information requirements from digital consumers and retailers will put new demands on the air supply chain, both in terms of information exchange and the transparency of transport services, the Descartes duo said.
The cumulative effect, they predicted, will be to "cause a paradigm shift from messaging to synchronous communication." In this environment, "more collaborative business processes and technology will be required," they said.
Air freight is and will remain highly relevant on the world stage. IATA estimates that about $6.4 trillion of goods, about 35 percent of global commerce's value, moves by air. With so much riding on the airflow, Hughes recognizes the industry can no longer afford to watch the digital parade race by.
"These are commodities of high commercial and social importance," he said. "If we continue to rely on legacy processes and paper, then we risk getting out of step with market and customer demands and expectations."
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.
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.