Supply chain visibility is not a new concept. Various forms of visibility have been in existence—with varying degrees of
efficacy—for a long time. Today, however, we are seeing a renaissance in visibility capabilities that is being driven by
three primary forces.
The first is the emergence of the consumer-centric supply chain. Consumers have increased power and choice, allowing them to
buy virtually anything, anytime, across a variety of methods. This has put tremendous pressure on supply chains that were
originally designed for volume and scalability to become agile, responsive, and fluid.
Consequently, the second force is the transformation of previously linear supply chains devoted to shipping pallets and full
truckloads to grid-based, or many-to-many, nodal value chains, thus enabling a higher degree of consumer responsiveness. This, in
turn, has led to smaller and more frequent shipments, an emphasis on network throughput, and an increase in complexity in providing
inventory visibility.
Lastly, we are continuing to see an acceleration of technological innovation that is enabling paradigms of visibility we could
not have imagined before. Beyond leveraging ubiquitous technologies such as geographic positioning system (GPS) signals, we are
moving into a world where the Internet of Things and the sensors that enable it are pervasive, and where advanced processing power
and machine learning allow the mining and processing of insights from massive amounts of unrelated data. To take full advantage of
the exciting possibilities these developments offer, however, supply chains will have to create a new kind of collaborative
"ecosystem" that incorporates multiple technology solutions.
Pairing visibility with action
For years, individual, closed networks that offer direct connectivity to suppliers and logistics providers have provided a certain
level of supply chain visibility. Certainly that visibility continues to be available, but it is becoming widely recognized that
this type of network is cumbersome and expensive. Now, as the three forces described above continue to converge and spark
innovation, we are seeing the emergence of several new approaches to achieving visibility:
The aggregated networks. One of the more widely available forms of visibility is provided by network aggregators.
These usually manifest themselves in the form of supplier portals or mode-specific carrier networks (ocean or truck networks,
for example). They often offer more than just "current state" visibility; for example, by providing transactional processing
into and out of the network.
The real-time trackers. Similar in some ways to an aggregated network, this form of visibility focuses on tapping into
near real-time location tracking, "bread crumbing" (visually representing a travel path), and geo-fence manipulation to get a
better picture of assets in motion.
The insight creators. The newest generation of visibility capabilities takes a step beyond simply understanding where
something is and instead seeks to understand where it is going to be, consequently moving from real-time tracking to being
predictive in nature. This approach combines multiple streams of seemingly unrelated structured and unstructured data. Using a
combination of advanced processing power and algorithms, it looks to formulate and communicate predictive rather than reactive
states.
While the growth of visibility technology is exciting and presents tremendous opportunities, technology alone will not achieve
the ultimate goal of supply chain fluidity and resiliency. Visibility without intelligent action is of limited value. Just like a
car with advanced sensors and warnings but poor brakes and steering will have difficulty avoiding an identified potential
collision, a supply chain with advanced visibility but poor planning and execution systems will have challenges responding
to identified disruptions.
The collaborative ecosystem
It is this concern that underpins the argument for creating a new type of arrangement: collaborative technology partnerships. We
can envision such a partnership as a hierarchical pyramid. The bottom tier represents available structured and unstructured
inputs, including data about suppliers, carriers, transactions, events, social media, GPS transmissions, weather, and so forth.
This data is ubiquitous, pervasive, continues to grow, and is becoming limited only by one's ability to frame "the art of the
possible"—in other words, to imagine new yet practical ways to acquire it.
The second tier represents the different visibility aggregators and insight-generation technologies. Here the spectrum of
available and potential technology can vary greatly. Supplier and carrier portals are a treasure trove of transactional and event
visibility, but they are often limited to just that, focusing more on data cleansing and integration than on advanced data
science. It is in this latter area, which is a difficult core competency to create or acquire, where we move from data aggregation
to the creation of correlations and insights.
The top of the pyramid represents the operational solutions spanning supply chain planning and execution that would "digest"
the inputs from the previous tiers and provide the ability to discern and execute intelligent action in a responsive and resilient
way. This top tier represents another core competency that is difficult to acquire. While some might say that supply chain
planning and execution solutions are mature and widely available, it takes a higher degree of solution maturity and openness to
be able to not just consume but also intelligently act upon this new generation of insights. This top tier requires specific
industry context (for example, fashion retail has different operational flows and metrics than industrial manufacturing),
sophisticated constraint representation, rapid solving capabilities, and open connectivity.
By leveraging this conceptual model, it becomes easy to understand that the larger the base of the pyramid, the more innovative
the insights generated, and that the more sophisticated the actionable solutions, the greater the visibility provided—and,
consequently, the greater the resiliency and value generated. For there to be true supply chain visibility, then, all tiers of the
pyramid need to be represented and work together; it cannot be achieved by a single solution providing only one aspect of
visibility.
Strategically speaking, this is where supply chain technology is headed over the next decade, evolving to incorporate disparate
streams of readily available data from best-of-breed technology solutions providers. This will allow supply chain participants to
make more active, dynamic decisions that reduce network latency while increasing supply chain resiliency and protecting profit
margins. That, in turn, will give them a competitive advantage, as the availability of a broad spectrum of real-time data enabled
by a supply chain visibility ecosystem will allow them to improve their responsiveness.
In our view, by increasing real-time visibility across the comprehensive set of supply chain resources discussed above, these
collaborative solutions will support a new level of speed and agility—and they will do so while providing a factual basis for the
decisions that deliver the most profit without compromising service. For companies that keep pace with technology improvements and
match them with new ways of working, a significant competitive advantage will be possible as we look toward the next few years.
Container imports at U.S. ports are seeing another busy month as retailers and manufacturers hustle to get their orders into the country ahead of a potential labor strike that could stop operations at East Coast and Gulf Coast ports as soon as October 1.
Less than two weeks from now, the existing contract between the International Longshoremen’s Association (ILA) and the United States Maritime Alliance covering East and Gulf Coast ports is set to expire. With negotiations hung up on issues like wages and automation, the ILA has threatened to put its 85,000 members on strike if a new contract is not reached by then, prompting business groups like the National Retail Federation (NRF) to call for both sides to reach an agreement.
But until such an agreement is reached, importers are playing it safe and accelerating their plans. “Import levels are being impacted by concerns about the potential East and Gulf Coast port strike,” Hackett Associates Founder Ben Hackett said in a release. “This has caused some cargo owners to bring forward shipments, bumping up June-through-September imports. In addition, some importers are weighing the decision to bring forward some goods, particularly from China, that could be impacted by rising tariffs following the election.”
The stakes are high, since a potential strike would come at a sensitive time when businesses are already facing other global supply chain disruptions, according to FourKites’ Mike DeAngelis, senior director of international solutions. “We're facing a perfect storm — with the Red Sea disruptions preventing normal access to the Suez Canal and the Panama Canal’s still-reduced capacity, an ILA strike would effectively choke off major arteries of global trade,” DeAngelis said in a statement.
Although West Coast and Canadian ports would see a surge in traffic if the strike occurs, they cannot absorb all the volume from the East and Gulf Coast ports. And the influx of freight there could cause weeks, if not months-long backlogs, even after the strikes end, reshaping shipping patterns well into 2025, DeAngelis said.
With an eye on those consequences, importers are also looking at more creative contingency plans, such as turning to air freight, west coast ports, or intermodal combinations of rail and truck modes, according to less than truckload (LTL) carrier Averitt Express.
“While some importers and exporters have already rerouted shipments to West Coast ports or delayed shipping altogether, there are still significant volumes of cargo en route to the East and Gulf Coast ports that cannot be rerouted. Unfortunately, once cargo is on a vessel, it becomes virtually impossible to change its destination, leaving shippers with limited options for those shipments,” Averitt said in a release.
However, one silver lining for coping with a potential strike is that prevailing global supply chain turbulence has already prompted many U.S. companies to stock up for bad weather, said Christian Roeloffs, co-founder and CEO of Container xChange.
"While the threat of strikes looms large, it’s important to note that U.S. inventories are currently strong due to the pulling forward of orders earlier this year to avoid existing disruptions. This stockpile will act as an essential buffer, mitigating the risk of container rates spiking dramatically due to the strikes,” Roeloffs said.
In addition, forecasts for a fairly modest winter peak shopping season could take the edge off the impact of a strike. “With no significant signs of peak season demand strengthening, these strikes might not have as intense an impact as historically seen. However, the overall impact will largely depend on the duration of the strikes, with prolonged disruptions having the potential to intensify the implications for supply chains, leading to more pronounced bottlenecks and greater challenges in container availability, " he said.
A coalition of freight transport and cargo handling organizations is calling on countries to honor their existing resolutions to report the results of national container inspection programs, and for the International Maritime Organization (IMO) to publish those results.
Those two steps would help improve safety in the carriage of goods by sea, according to the Cargo Integrity Group (CIG), which is a is a partnership of industry associations seeking to raise awareness and greater uptake of the IMO/ILO/UNECE Code of Practice for Packing of Cargo Transport Units (2014) – often referred to as CTU Code.
According to the Cargo Integrity Group, member governments of the IMO adopted resolutions more than 20 years ago agreeing to conduct routine inspections of freight containers and the cargoes packed in them. But less than 5% of 167 national administrations covered by the agreement are regularly submitting the results of their inspections to IMO in publicly available form.
The low numbers of reports means that insufficient data is available for IMO or industry to draw reliable conclusions, fundamentally undermining their efforts to improve the safety and sustainability of shipments by sea, CIG said.
Meanwhile, the dangers posed by poorly packed, mis-handled, or mis-declared containerized shipments has been demonstrated again recently in a series of fires and explosions aboard container ships. Whilst the precise circumstances of those incidents remain under investigation, the Cargo Integrity Group says it is concerned that measures already in place to help identify possible weaknesses are not being fully implemented and that opportunities for improving compliance standards are being missed.
By the numbers, overall retail sales in August were up 0.1% seasonally adjusted month over month and up 2.1% unadjusted year over year. That compared with increases of 1.1% month over month and 2.9% year over year in July.
August’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.3% seasonally adjusted month over month and up 3.3% unadjusted year over year. Core retail sales were up 3.4% year over year for the first eight months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023.
“These numbers show the continued resiliency of the American consumer,” NRF Chief Economist Jack Kleinhenz said in a release. “While sales growth decelerated from last month’s pace, there is little hint of consumer spending unraveling. Households have the underpinnings to spend as recent wage gains have outpaced inflation even though payroll growth saw a slowdown in July and August. Easing inflation is providing added spending capacity to cost-weary shoppers and the interest rate cuts expected to come from the Fed should help create a more positive environment for consumers in the future.”
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.