Eastern rail giant CSX Corp. did late yesterday what everyone had expected it to do: Name E. Hunter Harrison its CEO.
Harrison, 72, takes over immediately, replacing Michael Ward, who announced his retirement on February 21, and will become a consultant to CSX, effective immediately, the Jacksonville, Fla.-based company said.
Also as expected, Harrison said CSX would implement a practice known as "Precision Scheduled Railroading" that he has mastered. Utilized by all railroads to some degree, the model drills down into shipment scheduling patterns so a railroad knows exactly which trains, yards, and connections are involved, as well as the precise time a shipment is to arrive at the customer or interchange location. Executed effectively, precision railroading allows a railroad to budget for the exact assets that are needed to fit its plan.
The announcement is a victory for Paul Hilal, CEO of private equity firm Mantle Ridge LP, which invested 4.9 percent in CSX with the objective of installing Harrison as CEO. Harrison abruptly resigned as CEO of Calgary-based Canadian Pacific Railway (CP) in January to join forces with Hilal. Before starting his own firm, Hilal had been second-in-command at hedge fund Pershing Square Capital Partners LP, whose head, William A. Ackman, was instrumental in luring Harrison out of retirement in 2012 to run CP.
Under the four-year deal, Harrison will receive options to purchase nine million shares of CSX stock at its current trading price, which as of the close of trading Monday was $47.79 a share. The options will vest over the four-year period, with half of the total based on performance and the other half on years of service.
One potential sticking point is a request by Harrison that he be reimbursed by CSX for $84 million in CP compensation that he forfeited by leaving, as well as certain tax indemnifications. Harrison has indicated he would resign after the CSX annual meeting in May if both conditions aren't met.
Harrison and Hilal will join three other new directors on CSX's reconstituted board. Edward J. Kelly III, CSX's presiding director, will become chairman, and Hilal was named vice chairman.
Harrison will take over a company with a slimmed-down corporate hierarchy. Last month, CSX said it would lay off about 1,000 employees, most at its Jacksonville headquarters. The layoffs are expected to be completed by the end of March.
Harrison's primary objective is to accelerate the reduction of CSX's industry-lagging operating ratio, the measure of operating expenses compared to revenues and a key metric of a railroad's efficiency. Last year, CSX's ratio stood at 69.4 percent after being in the 70s for several years. It has a long-term target of driving down its ratio to the mid-60s.
During his near five-year tenure at CP, Harrison presided over a dramatic decline in operating ratio, from about 80 to 59.4 percent as of the end of last year. The improvement meant that CP went from spending 80 cents of every revenue dollar to run the railroad to a level of less than 60 cents of every revenue dollar.
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"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.