Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
In case you hadn’t noticed, everything is getting more expensive. From the gas pump to the grocery store and just about everywhere in between, the higher cost of living we have been experiencing during the pandemic just won’t seem to let up. This is becoming acutely painful in supply chain circles, where transportation and warehousing costs have risen sharply in the past year and a half as demand has skyrocketed and capacity remains tight. In some ways, it has never been more expensive to ship and store products—and consumers are expected to feel the pinch this holiday season.
Heading into the fall, the Logistics Manager’s Index (LMI)—a monthly measure of supply chain business activity—recorded some of the highest transportation and warehousing prices in its five-year history. Prices have risen sharply since the spring of 2020 and are set to remain high through peak shipping season and beyond, according to LMI researchers.
“It seems likely that the tightness and high costs we have observed through the summer will continue into the fall,” LMI researcher Zac Rogers wrote in early September, adding separately that forecasts point to more of the same over the next 12 months. “Similar to what we have seen [recently], everyone is predicting high costs.”
The American Trucking Associations (ATA) echoed those sentiments about a week later when issuing a report on the rising cost of fleet maintenance and repairs. According to data from ATA’s Technology & Maintenance Council, labor costs for repair and maintenance increased nearly 3% between the first and second quarters of this year, and overall parts costs grew by almost 3% during that time. In the same period, parts costs for tires increased by nearly 11% and transmission parts costs rose 9%. In the second quarter alone, year-over-year costs for lighting systems, transmissions, and brakes were all in the double-digits: 17%, 16%, and 11%, respectively.
“The increases in costs for parts and labor reflect the changes taking place in the North American economy,” explained Dick Hyatt, president and CEO of technology firm Decisiv, which partners with ATA to collect the data. “Ongoing economic growth has led to a rise in freight volume and demand for carrying capacity. That is also being driven higher by the need to replenish supply chains that have been depleted due to manufacturing and distribution shutdowns during the pandemic.”
The snowball effect rolls on. I’ve written here before about the ways in which the supply chain has “come home” since the beginning of the pandemic, when panic buying, product shortages, and increased demand for home delivery all helped shine a light on the vital role the industry plays in our lives. As costs continue to rise, we’re likely to experience another homecoming as companies—especially retailers—look for creative ways to pass those costs along to consumers. In an interview for this month’s story on risk management, I spoke to Spencer Shute of procurement and supply chain consulting firm Proxima Group, who said we are likely to see this play out in the shipping arena in the coming months. The days of fast, free shipping on just about everything are likely to be sidelined in favor of new policies that place conditions on free shipping—things like spending minimums, early orders, and slower shipping routes.
“Those are things retailers will have to consider,” Shute told me. “Retailers are going to start passing more of that cost on to customers—but in more creative ways.”
You may have experienced this already, as I did when doing some last-minute back-to-school shopping for my teenage daughters in September. The free one- or two-day delivery service I’d become accustomed to on some platforms wasn’t an option, so my poor planning meant paying a little extra for fast service or waiting a few more days for the order. As consumers, we can adapt to this change by ordering earlier and better anticipating future needs—in some ways, the equivalent of employing better risk management strategies. But you can’t plan for everything, and when those increased shipping costs come on top of higher product prices—well, things add up.
Even if you can afford a few extra dollars here and there, the situation is downright annoying. I guess that’s true whether you’re managing a supply chain or a household.
The number of container ships waiting outside U.S. East and Gulf Coast ports has swelled from just three vessels on Sunday to 54 on Thursday as a dockworker strike has swiftly halted bustling container traffic at some of the nation’s business facilities, according to analysis by Everstream Analytics.
As of Thursday morning, the two ports with the biggest traffic jams are Savannah (15 ships) and New York (14), followed by single-digit numbers at Mobile, Charleston, Houston, Philadelphia, Norfolk, Baltimore, and Miami, Everstream said.
The impact of that clogged flow of goods will depend on how long the strike lasts, analysts with Moody’s said. The firm’s Moody’s Analytics division estimates the strike will cause a daily hit to the U.S. economy of at least $500 million in the coming days. But that impact will jump to $2 billion per day if the strike persists for several weeks.
The immediate cost of the strike can be seen in rising surcharges and rerouting delays, which can be absorbed by most enterprise-scale companies but hit small and medium-sized businesses particularly hard, a report from Container xChange says.
“The timing of this strike is especially challenging as we are in our traditional peak season. While many pulled forward shipments earlier this year to mitigate risks, stockpiled inventories will only cushion businesses for so long. If the strike continues for an extended period, we could see significant strain on container availability and shipping schedules,” Christian Roeloffs, cofounder and CEO of Container xChange, said in a release.
“For small and medium-sized container traders, this could result in skyrocketing logistics costs and delays, making it harder to secure containers. The longer the disruption lasts, the more difficult it will be for these businesses to keep pace with market demands,” Roeloffs said.
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.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.