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.
Over the next nine years, can America's heavy-duty truck fleets cut 40 percent of their fuel consumption and carbon emissions? A consortium of 12 food and apparel companies, all of whom have rich environmental pedigrees, thinks they can. So does the nonprofit advocacy group the Environmental Defense Fund (EDF).
The founder of startup trucking information website Trucks.com, who cut his teeth as CEO of online car-purchasing site Edmunds.com, said it's economically impractical even if the technology is available to do it. The American Trucking Associations (ATA), which represents the nation's big fleets, thinks it's somewhat ridiculous to look out that far ahead because no one has a crystal ball on available technology and economic activity, among everything else.
In an April 1 letter, the shipper consortium urged the Environmental Protection Agency and the Department of Transportation to require big rigs to meet even tougher standards for fuel and greenhouse gas (GHG) reductions than the Obama Administration has proposed for a new phase of vehicle environmental standards set to begin in 2018. EPA and DOT are expected to publish final rules in late summer or in the fall.
According to the letter, a 40-percent cut in fuel use would raise a loaded big rig's efficiency to 11 miles per gallon by 2025. Currently, the most efficient heavy-duty truck gets about 7 mpg. Fleets would experience lower life-cycle costs as soon as the new fuel-efficient trucks entered service, the group said, citing test results from the Department of Energy's "Smart Truck" program. By 2040, the typical big truck would save 21 cents per mile in fuel costs and the industry in total would save about $25 billion a year, according to the letter.
Among the group's members are Minneapolis-based General Mills Inc.; Waterbury, Vt.-based Ben & Jerry's Homemade Inc., a unit of the multinational food and personal-care company Unilever PLC; Richvale, Calif.-based Lundberg Family Farms, and Londonderry, N.H.-based Stonyfield Farm Inc., a unit of French food giant Danone. Ventura, Calif.-based apparel manufacturer Patagonia Inc. is the only nonfood company member.
EDF, for its part, has proposed a more aggressive fuel-consumption cut for big rigs. Its proposal calls for an overall 40-percent reduction, spread across all truck asset classes. However, because EDF's formula is a weighted average based on the volume of fuel consumption, the heavy-duty trucks that are the biggest guzzlers would be required to cut by 46 percent.
Jeremy Anwyl, CEO of Trucks.com, doesn't buy the push for tougher fuel-economy standards. If the payback was so robust and rapid, fleets and independent drivers alike would rush on board, borrowing capital in confidence that they would be repaid in spades, Anwyl said. The fact that such a change would need to be regulated, rather than dictated by market forces, indicates the math simply doesn't work, especially with diesel-fuel prices still hovering near multiyear lows, he said.
Instead, the shipper group should focus on the environmental benefits, which are more clear cut, and on who should ultimately pay for the investments needed to reach GHG-reduction goals, Anwyl said.
Jason Mathers, senior manager of EDF, said strict measures are in the best interests of shippers because they require the trucking industry to stay the fuel-efficiency course and not be swayed by short-term energy-price fluctuations. "As this industry learned just a few years ago, it takes time to improve fleet fuel efficiency," Mathers said in an e-mail. Efficiency practices aren't "something that can be flipped on when diesel goes north of $4 gallon," he said.
As of this past Monday, nationwide on-highway diesel prices stood at $2.27 a gallon, about 30 cents a gallon above 13-year lows hit earlier this year, but still 60 cents a gallon below the already low prices of May 2015.
Solheim acknowledged that fleet owners view fuel-efficiency investments differently when diesel is $2.30 a gallon than when it's $4.00 a gallon or higher. The value of stricter efficiency standards is that they "act as a hedge" against fuel price volatility, and the higher prices that may be a byproduct of those swings, he said.
Glen Kedzie, who heads energy and environmental issues at ATA, said it can't evaluate the group's proposal because no one knows what technology will be available nine years out to support the objective, or whether the technology would be effective. Kedzie said it's easy for outsiders to make projections when they're not in the shoes of the fleet owner. Unless fleets are reasonably certain that they can achieve a solid return on investment, they won't commit, Kedzie said.
The proposed EPA-DOT regulations will run until 2027, making it one of the longest rule-implementation cycles in trucking history. The Administration projects that, by 2027, big truck fuel consumption and GHG emission levels will be cut by 32 percent from 2017 levels. The rules will be imposed on truck, trailer, and engine manufacturers, but fleets will foot much of the bill as those costs get passed on.
Complying with the tougher standards will end up costing an owner of a typical "Class 8," or heavy-duty, truck about $16,800 by 2027 compared with 2017 levels, according to Administration projections. Kedzie said, however, that the government's estimate is dramatically understated because it doesn't include the higher costs of maintenance, warranties, and driver and vehicle down times.
Worldwide air cargo rates rose to a 2024 high in November of $2.76 per kilo, despite a slight (-2%) drop in flown tonnages compared with October, according to analysis by WorldACD Market data.
The healthy rate comes as demand and pricing both remain significantly above their already elevated levels last November, the Dutch firm said.
The new figures reflect worldwide air cargo markets that remain relatively strong, including shipments originating in the Asia Pacific, but where good advance planning by air cargo stakeholders looks set to avert a major peak season capacity crunch and very steep rate rises in the final weeks of the year, WorldACD said.
Despite that effective planning, average worldwide rates in November rose by 6% month on month (MoM), based on a full-market average of spot rates and contract rates, taking them to their highest level since January 2023 and 11% higher, year on year (YoY). The biggest MoM increases came from Europe (+10%) and Central & South America (+9%) origins, based on the more than 450,000 weekly transactions covered by WorldACD’s data.
But overall global tonnages in November were down -2%, MoM, with the biggest percentage decline coming from Middle East & South Asia (-11%) origins, which have been highly elevated for most of this year. But the -4%, MoM, decrease from Europe origins was responsible for a similar drop in tonnage terms – reflecting reduced passenger belly capacity since the start of aviation’s winter season from 27 October, including cuts in passenger services by European carriers to and from China.
Each of those points could have a stark impact on business operations, the firm said. First, supply chain restrictions will continue to drive up costs, following examples like European tariffs on Chinese autos and the U.S. plan to prevent Chinese software and hardware from entering cars in America.
Second, reputational risk will peak due to increased corporate transparency and due diligence laws, such as Germany’s Supply Chain Due Diligence Act that addresses hotpoint issues like modern slavery, forced labor, human trafficking, and environmental damage. In an age when polarized public opinion is combined with ever-present social media, doing business with a supplier whom a lot of your customers view negatively will be hard to navigate.
And third, advances in data, technology, and supplier risk assessments will enable executives to measure the impact of disruptions more effectively. Those calculations can help organizations determine whether their risk mitigation strategies represent value for money when compared to the potential revenues losses in the event of a supply chain disruption.
“Looking past the holidays, retailers will need to prepare for the typical challenges posed by seasonal slowdown in consumer demand. This year, however, there will be much less of a lull, as U.S. companies are accelerating some purchases that could potentially be impacted by a new wave of tariffs on U.S. imports,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management Solutions at Moody’s, said in a release. “Tariffs, sanctions and other supply chain restrictions will likely be top of the 2025 agenda for procurement executives.”
As holiday shoppers blitz through the final weeks of the winter peak shopping season, a survey from the postal and shipping solutions provider Stamps.com shows that 40% of U.S. consumers are unaware of holiday shipping deadlines, leaving them at risk of running into last-minute scrambles, higher shipping costs, and packages arriving late.
The survey also found a generational difference in holiday shipping deadline awareness, with 53% of Baby Boomers unaware of these cut-off dates, compared to just 32% of Millennials. Millennials are also more likely to prioritize guaranteed delivery, with 68% citing it as a key factor when choosing a shipping option this holiday season.
Of those surveyed, 66% have experienced holiday shipping delays, with Gen Z reporting the highest rate of delays at 73%, compared to 49% of Baby Boomers. That statistical spread highlights a conclusion that younger generations are less tolerant of delays and prioritize fast and efficient shipping, researchers said. The data came from a study of 1,000 U.S. consumers conducted in October 2024 to understand their shopping habits and preferences.
As they cope with that tight shipping window, a huge 83% of surveyed consumers are willing to pay extra for faster shipping to avoid the prospect of a late-arriving gift. This trend is especially strong among Gen Z, with 56% willing to pay up, compared to just 27% of Baby Boomers.
“As the holiday season approaches, it’s crucial for consumers to be prepared and aware of shipping deadlines to ensure their gifts arrive on time,” Nick Spitzman, General Manager of Stamps.com, said in a release. ”Our survey highlights the significant portion of consumers who are unaware of these deadlines, particularly older generations. It’s essential for retailers and shipping carriers to provide clear and timely information about shipping deadlines to help consumers avoid last-minute stress and disappointment.”
For best results, Stamps.com advises consumers to begin holiday shopping early and familiarize themselves with shipping deadlines across carriers. That is especially true with Thanksgiving falling later this year, meaning the holiday season is shorter and planning ahead is even more essential.
According to Stamps.com, key shipping deadlines include:
December 13, 2024: Last day for FedEx Ground Economy
December 18, 2024: Last day for USPS Ground Advantage and First-Class Mail
December 19, 2024: Last day for UPS 3 Day Select and USPS Priority Mail
December 20, 2024: Last day for UPS 2nd Day Air
December 21, 2024: Last day for USPS Priority Mail Express
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
The “series A” round was led by Andreessen Horowitz (a16z), with participation from Y Combinator and strategic industry investors, including RyderVentures. It follows an earlier, previously undisclosed, pre-seed round raised 1.5 years ago, that was backed by Array Ventures and other angel investors.
“Our mission is to redefine the economics of the freight industry by harnessing the power of agentic AI,ˮ Pablo Palafox, HappyRobotʼs co-founder and CEO, said in a release. “This funding will enable us to accelerate product development, expand and support our customer base, and ultimately transform how logistics businesses operate.ˮ
According to the firm, its conversational AI platform uses agentic AI—a term for systems that can autonomously make decisions and take actions to achieve specific goals—to simplify logistics operations. HappyRobot says its tech can automate tasks like inbound and outbound calls, carrier negotiations, and data capture, thus enabling brokers to enhance efficiency and capacity, improve margins, and free up human agents to focus on higher-value activities.
“Today, the logistics industry underpinning our global economy is stretched,” Anish Acharya, general partner at a16z, said. “As a key part of the ecosystem, even small to midsize freight brokers can make and receive hundreds, if not thousands, of calls per day – and hiring for this job is increasingly difficult. By providing customers with autonomous decision making, HappyRobotʼs agentic AI platform helps these brokers operate more reliably and efficiently.ˮ