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.
Has the book been finally closed on a parcel consultant's nearly five-year fight with FedEx Corp. and UPS Inc. over charges that the two giants violated antitrust laws by boycotting the consultant's business?
The consultant, Portland, Ore.-based AFMS LLC, considered by many to be the patriarch of the field, has vowed to appeal a federal district court ruling last week throwing out its motion against FedEx and UPS. It may not be easy, though. That's because Judge Jesus G. Bernal dismissed the case "with prejudice," meaning AFMS can never again bring a cause of action based on the same claim.
"We are in complete disagreement with the judge's decision and opinion," Charles T. Collett, an attorney representing AFMS, said in an e-mail. Collett didn't respond to a request for comment on specific areas of Judge Bernal's ruling that AFMS had major concerns with.
The legal battle dates back to August 2010, when AFMS sued the carriers on grounds they colluded to boycott third-party consultants who negotiated rate discounts on behalf of their shipper clients. AFMS also alleged that FedEx and UPS threatened shippers who continued to use intermediaries with the loss of their rate discounts. AFMS said the carriers' actions destroyed the ability of consultants to compete in the marketplace, and that many suffered severe drops in revenue and income stemming from the carriers' strategies.
The carriers have argued that it is legal to work directly with shippers, adding that they were not deliberately excluding consultants but that they would work—or not work—with them at each company's discretion.
AFMS had a mostly-amicable 17-year relationship with FedEx and UPS until early 2010, when the carriers terminated their agreement and began dealing directly with its shipper clients. In October 2009, the carriers announced changes in their relationships with all consultants. The changes effectively led to a boycott of intermediaries whose primary job was to conduct rate negotiations. Since then, many consultants have continued to advise shippers on pricing tactics. However, they work behind the scenes rather than appearing at the negotiating table.
ADVERSE RULINGS
Courts have ruled against AFMS in the past, finding that FedEx and UPS' actions didn't do harm to the industry beyond the alleged damage to AFMS, and that its claim had no standing on antitrust grounds. Courts have also ruled that because AFMS was not a shipper but a consultant that didn't ship parcels, it could not have suffered antitrust damages due to the carriers' alleged anticompetitive behavior.
In last week's ruling, Judge Bernal reaffirmed those opinions, saying AFMS failed to "delineate a relevant market" for services that could have been discriminated against and was unable to show the carriers played enough of a role to significantly impair competition.
The judge noted that consultants can and do perform other services outside of rate bargaining. (AFMS said in legal documents that rate negotiations accounted for 95 percent of its business.) Judge Bernal found that more than 80 percent of parcel shippers negotiate directly with the carriers, and said there is validity to the carriers' claim that working directly with shippers increases efficiency and could be procompetitive for the shipper because there is no intermediary fee to be paid.
Rob Martinez, president and CEO of consultancy Shipware LLC, said AFMS faced an uphill climb to prove antitrust violations because it would have to show it was excluded from the same marketplace by monopolistic behavior. "Consultants dispense advice. Carriers move packages. Case over, right from the get-go," Martinez said in a recent e-mail.
Martinez said that the carrier boycott "is wrong on many levels." However, he notes that it targets consultants that only conduct rate negotiations and doesn't apply to other services that consultants can bring to a shipper relationship. These include distribution analysis; request for proposal templates; negotiation strategies; distribution center site studies; modal/carrier optimization; and invoice auditing, among other things, he said.
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.