This year marks the 100th anniversary of the opening of the Panama Canal. Even though it remains today a marvel of engineering and construction, not to mention perseverance, it is quickly becoming functionally obsolete. Not only is it inadequate for the traffic volumes now flowing through it, but it is also unable to accommodate today's largest containerships.
In 2006, Panamanian voters approved a $5.25 billion expansion of the canal, which is now about 70 percent complete and scheduled to be fully operational by June 15, 2015. A third "lane" is being added, with one set of locks constructed at the Pacific end and one at the Atlantic. Each set of locks will have three chambers, each of which will measure 1,400 by 180 feet and be 60 feet deep. When finished, they'll be able to accommodate ships measuring up to 1,200 feet long and 160 feet wide, with a draft of up to 50 feet. As it relates to cargo capacity, the expanded canal will be able to handle ships carrying up to 14,000 twenty-foot-equivalent units (TEUs). Currently, the canal cannot accommodate vessels larger than 5,000 TEUs.
As for what this means for shippers, the expansion will open up new routing options for so-called post-Panamax vessels, ships that have been unable to use the canal because of their size. Up until now, the larger U.S.-bound ships have been limited to West Coast ports or have used the Suez Canal to reach a few East Coast destinations. Once the work in Panama is complete, they'll be able to call on East and Gulf Coast ports—assuming these ports can deepen their harbors to accommodate the larger vessels' drafts.
A major question remains, however, as to just how much the newly enlarged canal will change international distribution. Some industry watchers predict a wholesale change in shipping patterns, with significantly more tonnage moving to East and Gulf Coast ports. Others foresee substantial growth at South American ports where larger ships will call and transload to smaller vessels for "last mile" movements to the U.S. A third, larger group is not sure what will happen. There are so many possible influencing factors, it is difficult to formulate a prediction with any degree of confidence. For example, there will still be very efficient landbridge options utilizing rail intermodal service. Some carriers have become comfortable with using the Suez and will no doubt continue to do so. And nearshoring from China to Mexico could eliminate some shippers' need for the canal altogether.
Further complicating the forecast is the emergence of the megaship. Last year, Maersk put the first Triple E containership into service (the carrier has ordered a total of 20 at a cost of $190 million apiece). With a capacity of 18,000 TEUs, these ships are the largest and most efficient in existence. According to Bloomberg Businessweek, a Triple E can carry 18 million flat-screen TVs, weighs 165,000 tons when fully loaded, and is three feet taller than the largest cruise ship.
But there's another thing about the Triple E: It will be too large to pass through the Panama Canal even after the expansion project is finished. The vessels measure 1,312 feet long by 194 feet wide, and the new Panama Canal lock chambers will only accommodate ships up to 1,200 feet long and 160 feet wide. These ships, in fact, are too big for any port in North America. On top of that, the Triple E is configured so that it can carry an extra row of containers, but currently, there is no crane in North America that has sufficient reach to handle them. For the time being, these vessels will be used primarily in the Asia-Europe market.
These complications notwithstanding, there is no question that the enlarged canal will alter the dynamics of international shipping and even affect domestic distribution patterns. The questions are how, and how long it will take.
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.