Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
Nearly a month after the collapse of Hanjin Shipping Co., the world's seventh-largest container line, the most pressing issue now facing the Korean carrier's customers is how to retrieve the estimated $14 billion worth of goods still on board its container ships.
Hanjin's collapse has left vessels and containers stranded at or near ports worldwide because there had been no money to pay for the loading and unloading of containers. Terminal operators at a number of ports have refused to release Hanjin's containers until the cargo's consignees paid either a security deposit or the terminal-handling fee that the carrier would have normally paid. The Hong Kong Shippers Council decried that practice, calling it an illegal lien on Hanjin's customers that should rightly be levied against the carrier.
Thanks to a late infusion of cash from investors and creditors, Hanjin can now cover the cost of docking and unloading for some of its ships. The carrier, which left the maritime supply chain in chaos when it filed for bankruptcy protection Aug. 31, has been discharging containers in countries or ports where its ships are protected from seizure.
Once containers leave the vessel, customers will have to pay to retrieve their own goods. It won't be cheap. Hanjin has said it will only provide port-to-port delivery and has "disavowed" any on-forwarding or inland delivery it had contracted to perform under its through bills of lading, according to Richard L. Furman, an attorney with the law firm Carroll, McNulty & Kull who specializes in international and domestic transportation and trade. The shipper, the consignee, or the ocean consolidator (also known as an NVOCC) can be responsible for paying any handling charges required to release the shipment, as well as on-forwarding and inland delivery, Furman said. As a practical matter, however, the importer in the country where those services are contracted will be responsible for payment, he said in an e-mail.
This creates a potential nightmare for importers. In many cases, containers are being discharged far from their intended destinations. The additional costs could include such things as freight charges for a substitute carrier, the container and chassis rental, and local and inland drayage for both the full and the empty container. All of this is on top of the freight and ancillary charges that were specified in the original bill of lading.
"A lot of shippers don't understand that the carrier holds the cards when you have a situation like this," said Rick Bridges, a vice president with the international insurance firm Roanoke Trade, in an interview. "The bill of lading is a contract the shipper and carrier have agreed to. The carrier can legally, by the 'hindrance' clause, end responsibility for the cargo wherever it chooses," he said. "For example, you could have cargo coming from the Far East to the U.S., and Hanjin could decide to unload in Australia. You still owe the full freight amount, and now you also have to pay to get your cargo to its original destination."
Things are only slightly better for exporters. Hanjin previously said it would require exporters that had already loaded their containers to strip out the contents and return the empty boxes at their own expense. The carrier told a federal bankruptcy court on Friday that it would not charge U.S. shippers for the late return of boxes.
CONTRACT COMPLICATIONS
Hanjin is a member of the CKYHE vessel-sharing agreement (VSA), and many of the containers on its ships belong to the other VSA members: COSCO Container Lines, "K" Line, Yang Ming Line, and Evergreen Line. Because those shipments were carried under the other carriers' bills of lading, Furman said, those carriers "are responsible for performance of their contracts of carriage as if they were on one of their own vessels."
But nothing is simple, he added. The other carriers' contract of carriage and tariff rules, any service agreement they may have with a shipper or NVOCC under which they agreed to transport goods, and the terms of the VSA agreement with Hanjin may also come into play.
"It is my opinion that VSAs will have the first responsibility to secure the offloading of their goods from the Hanjin vessels, at their expense, and then work out the rest with the cargo interests and their agents as to who will bear any additional costs as a consequence of the situation, and if and to what extent the VSA members bear any liability for loss, damage, or delay that occurred to the goods while held up on the Hanjin vessels," Furman said.
Although service contracts, the annual agreements between shippers (including importers, exporters, NVOCCs, and shippers' associations) that specify pricing, terms of service, and performance obligations for both customer and carrier, are legal contracts, Hanjin may now be off the hook to some extent, according to Furman. That's because, in general, the terms of such commercial agreements "cannot obviate or override the bankruptcy code or the discretion of the court to administer the estate of the bankrupt," he said.
Yet service contracts could potentially cause additional tension between Hanjin and NVOCCs, a major part of the liner's customer base. Carriers' rate agreements with consolidators generally provide cheaper box rates in exchange for a commitment to book a minimum number of containers over a specified period, said Furman. It is safe to assume, he said, that many of those agreements will not be fully performed by NVOCCs due to the bankruptcy. This would result in a technical breach of the agreement, which ordinarily would "entitle Hanjin to demand the higher container rate that would have been charged if no rate agreement existed," Furman said.
The concern for NVOCCs, he explained, is whether the trustee or receiver of Hanjin's bankrupt estate will seek to recover the additional freight charges due as a result of the NVOCCs' inability to meet the volume commitment in their rate agreements, even though they were prevented from doing so by the bankruptcy. "It seems illogical that such an eventuality might arise, but stranger things have happened," he said.
Shippers that are looking to their cargo insurance carriers to cover the extra costs they incur as a result of Hanjin's bankruptcy should clarify with their insurer what would be covered and what would not, Bridges said. For instance, a shipper can't just abandon cargo and expect insurance to pay for that loss. "Under most cargo policies you're obliged to get your shipment to the intended destination and to minimize physical loss or damage," he explained. "Abandonment is not an option unless the shipper wants to bear all of the costs itself." Every policy is different, however, and Bridges and other experts recommend that if they haven't already done so, cargo interests notify their insurance provider now that they may file a claim, and discuss coverage details.
Retailers are deploying multiple carriers to deliver their packages, delivering lightning-fast delivery times this winter as peak season 2024 is off to the strongest start for e-commerce parcel handling since Covid-19, according to industry statistics from supply chain visibility platform provider Project44.
That success comes as the last mile peak season ramps up, spanning November to January as the year’s highest annual volumes are driven by holiday shopping, returns, and events like Black Friday and Cyber Monday.
Proejct44 measures retailers’ and e-tailers’ performance in managing that rush with a metric called “delivery time,” which comprises fulfillment time—from order placement to shipment readiness, including picking, packing, and upstream transit—and transit time, which is the journey from the warehouse to the customer.
And in November 2024, the average delivery time was just 3.7 days—a 27% improvement from November 2023 and a 33% improvement from November 2022. That reduction shows a long-term trend where delivery times have decreased as online shopping grows and customer expectations rise, the report said. That move has been largely a reaction to Amazon’s standardization of 2-day shipping, which has reshaped the market, pushing companies to optimize processes and enhance satisfaction.
Speed isn’t the only metric that matters, as customer satisfaction and retention also hinge on on-time performance—the accuracy of the initial ETA provided at order placement. Therefore, building and maintaining a healthy e-commerce customer base requires both delivery speed and delivery predictability, Project44 said.
To deliver that performance—while mitigating shipping risks and increasing capacity—shippers increasingly use multiple carriers, the firm said. Counting by the average number of carriers used per account, carrier diversification has risen by two carriers per account since 2021, with a 5% increase between October and November 2024 as shippers expand their networks for peak season. According to Project44, this trend is fueled by the growing availability of smaller carriers like OnTrac, Deliver-it, and Veho, alongside established players such as UPS, FedEx, DHL, and USPS.
To be sure, customers still file complaints about last-mile delivery performance, but complaints about delayed deliveries have dropped 8% since 2022 and are 1% lower than in 2023, Project44 said. The top complaints are: delivered but missing (28%), delayed (28%), carrier complaint (17%), damaged (14%), customer service (%), returned to sender (4%), and incorrect items delivered (4%).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Freight transportation sector analysts with US Bank say they expect change on the horizon in that market for 2025, due to possible tariffs imposed by a new White House administration, the return of East and Gulf coast port strikes, and expanding freight fraud.
“All three of these merit scrutiny, and that is our promise as we roll into the new year,” the company said in a statement today.
First, US Bank said a new administration will occupy the White House and will control the House and Senate for the first time since 2016. With an announced mandate on tariffs, taxes and trade from his electoral victory, President-Elect Trump’s anticipated actions are almost certain to impact the supply chain, the bank said.
Second, a strike by longshoreman at East Coast and Gulf ports was suspended in October, but the can was only kicked until mid-January. Shipper alarm bells are already ringing, and with peak season in full swing, the West coast ports are roaring, having absorbed containers bound for the East. However, that status may not be sustainable in the event of a prolonged strike in January, US Bank said.
And third, analyst are tracking the proliferation of freight fraud, and its reverberations across the supply chain. No longer the realm of petty criminals, freight fraudsters have become increasingly sophisticated, and the financial toll of their activities in the loss of goods, and data, is expected to be in the billions, the bank estimates.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
A measure of business conditions for shippers improved in September due to lower fuel costs, looser trucking capacity, and lower freight rates, but the freight transportation forecasting firm FTR still expects readings to be weaker and closer to neutral through its two-year forecast period.
Bloomington, Indiana-based FTR is maintaining its stance that trucking conditions will improve, even though its Shippers Conditions Index (SCI) improved in September to 4.6 from a 2.9 reading in August, reaching its strongest level of the year.
“The fact that September’s index is the strongest since last December is not a sign that shippers’ market conditions are steadily improving,” Avery Vise, FTR’s vice president of trucking, said in a release.
“September and May were modest outliers this year in a market that is at least becoming more balanced. We expect that trend to continue and for SCI readings to be mostly negative to neutral in 2025 and 2026. However, markets in transition tend to be volatile, so further outliers are likely and possibly in both directions. The supply chain implications of tariffs are a wild card for 2025 especially,” he said.
The SCI tracks the changes representing four major conditions in the U.S. full-load freight market: freight demand, freight rates, fleet capacity, and fuel price. Combined into a single index, a positive score represents good, optimistic conditions, while a negative score represents bad, pessimistic conditions.