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.
UPS Inc. said today that, for the first time, it will assess a surcharge on peak holiday season deliveries in the U.S. in an effort to recoup the higher costs that come with managing the peak surge.
However, the Atlanta-based company will not impose surcharges on any deliveries made between Dec. 3 and Dec. 16. Surcharges on its core ground deliveries will be assessed between Nov. 19 and Dec. 2, the period that includes the "Black Friday" and "Cyber Monday" shopping days, and during the last week before Christmas Day. The surcharge cycle ends on Dec. 23. In addition, during the last week before Christmas UPS will only assess surcharges on its "Next Day Air," "2nd Day Air," and "3 Day Select" delivery services.
Each package moving under its basic ground delivery service will be assessed a 27-cent surcharge, UPS said. There will be an 81-cent surcharge on each Next Day Air package delivery, and 97-cent-per-piece surcharges on 2nd Day Air and 3 Day Select deliveries. Outsized shipments and shipments weighing more than 150 pounds will be subject to the new peak season surcharge as well as the regular surcharges that come with handling these types of irregular weighted or sized items, UPS said.
The surcharges announced today will apply only to residential deliveries made in the lower 48 states and within Alaska and Hawaii. UPS said it would impose peak surcharges on specific international shipping lanes during certain periods of the year. It did not elaborate.
Glenn Zaccara, a UPS spokesman, declined to disclose how much revenue the surcharges would bring in. In a statement today, the company stressed that most per-package costs will increase only marginally. As an example, the rate on a 5-pound Next Day Air package shipped during peak from Atlanta to Philadelphia will increase by only 1 percent compared with rates during non-peak periods, it said.
Zaccara said the company chose to waive the surcharges during the two-week midpoint of the shipping season because there is usually more capacity during that part of the cycle, and UPS wanted to create an incentive for shippers to shift some of their business away from the busiest periods.
Peak-season surcharges have been a topic of conversation ever since the 2013 holiday shipping season, when UPS, and to a lesser extent its chief rival FedEx Corp., were inundated with last-minute deliveries from e-tailers, notably Amazon.com Inc., the Seattle-based e-tailer and a large UPS customer. Delivery commitments were compromised, leaving consumers furious and UPS with a reputational black eye.
Since that time, UPS has intensified its efforts to effectively balance projected demand with the resources needed to meet it. After a rocky start, the company appears to have achieved an appropriate balance. Yet top executives have made it publicly known for years that peak-season surcharges were under active discussion.
Last holiday season, UPS' average daily volume exceeded 30 million packages on more than half of the available shipping days. The company spends millions of dollars each peak season adding tens of thousands of temporary employees and procuring air and truck capacity, often at higher short-term rates.
So far, Memphis-based FedEx has not followed suit. FedEx executives declined comment, citing a federally mandated quiet period before its fiscal fourth-quarter results are released tomorrow. Historically, one company has followed the other's lead in imposing broad-based service or pricing adjustments such as this.
Analysts who follow the companies have been calling for peak surcharges for some time. One of those analysts, Satish Jindel, who runs a transport consultancy, said today that UPS erred in leaving a two-week gap when no surcharges on ground deliveries will be applied. Jindel called it a missed opportunity, and warned of billing discrepancies that will lead to an increase in customer audits. The move may also lead to demand imbalances should UPS customers shift an inordinate amount of volumes into that two-week period, he said.
A better approach, according to Jindel, would have been to lower the surcharge levels on ground deliveries but apply them to all five weeks of the holiday period.
Jerry Hempstead, a former top parcel-industry executive who runs a consultancy, said many customers have not budgeted for the surcharge, but they will have six months to prepare for it. Retailers that already offer free shipping will need to incorporate the additional charge into the cost of goods, Hempstead said. Web merchants that already assess shipping charges may bump those up a bit more, he added.
Hempstead said some UPS shippers may defect to the U.S. Postal Service, which does not apply peak-season surcharges. However, USPS is not price-competitive at weights above 7 pounds, he said.
Hempstead added that the UPS surcharges may have unintended consequences, as shippers of non-seasonal items such as pharmaceuticals will also be affected.
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.