Trucking and rail capacity and service shifted in 2019 compared with 2018. Instead of the high spot-market rates and capacity shortages that shippers faced during 2018, freight transportation markets mostly improved in 2019 with available supply overtaking weakening demand.
Trucking companies found themselves with excess capacity as the pace of shipping demand downshifted from 2018. As a result, shippers benefitted from lower trucking rates and adequate capacity. The pressures from limited truck driver availability, even with tight labor markets, were also less severe.
Article Figures
[Figure 1] Percent change in real U.S. business fixed investmentEnlarge this image
[Figure 2] Change in U.S. industrial production and real GDPEnlarge this image
Railroads, for their part, saw a shrinking in unit volumes for intermodal services year-over-year as well as for almost all carload commodity categories. While further adoption of Precision Scheduled Railroading operating practices—such as more precise train car supply management and as a result more consistent transit times—had some impact on volumes, the underlying cause of the freight sector weakness was a slowing freight economy in 2019.
While U.S. household consumption was relatively strong, it was offset by weaknesses in manufacturing, agriculture, and trade-related shipping. Will this situation reverse itself again in 2020, or can shippers expect a continuation of the favorable freight market conditions they saw in 2019? Economic conditions will determine the answer.
2020 outlook
IHS Markit is forecasting that a weak economy will make 2020 another challenging year for carriers. Despite very low unemployment and resilient consumer spending, business investment and industrial production will continue to slow, contributing to a further weakening of freight demand in 2020. IHS Markit expects U.S. real gross domestic product (GDP) to grow only by 2.1%, which is 0.2% slower than the estimated 2019 economic growth of 2.3%. In contrast, the tight freight market conditions in 2018 happened while the economy was growing closer to its potential at 2.9%.
This outlook doesn't bode well for strengthening underlying freight demand, and it doesn't offer much hope to carriers looking for a year-over-year reversal for their markets. For supply chain managers, the macroeconomic forecast outlook implies restrained transportation cost increases, limited sales volume growth to manage, and continued tight labor markets.
We expect mostly downside risks to these baseline forecasts, meaning that growth could be lower as a result of an adverse shock. Factors that could potentially impact growth negatively include policy mistakes and/or drops in business and consumer confidence.
Business investment decreases
There is even more to the story that supports our baseline forecasts. In 2019 the pace of business fixed investment grew only by 2.2%, a drop of two-thirds from 2018's strong 6.4% rate of increase. IHS Markit forecasts business fixed investment growth to slow further to a rate of 1.7% in 2020.
The data on specific categories of business investment reveals more about the weakness in 2019 freight demand. (See Figure 1.) The pace of business investment in structures fell into negative territory in 2019, while investment in equipment slowed to nearly flat levels. Investments in intellectual property, which often enhances productivity, slowed the least in 2019. As indicators of freight demand, however, it is the structures and equipment investment categories that matter the most.
The IHS Markit forecasts for 2020 business investment don't offer much hope for carriers. We expect that we are near the bottom of this cycle for equipment and structures investment growth and do not anticipate seeing a recovery until 2021. The relative resilience in intellectual-product investments will help sustain aggregate business investment growth for 2020, however, this category of investment boosts freight demand the least.
Slow growth for manufacturing
The growing weakness in the manufacturing sector in 2019 is observed in the industrial production data, which shows that manufacturing has been hit harder than overall industry output. (See Figure 2.)
During 2018 the strength in U.S. industrial production contributed to strong freight demand. In 2019 this trend has strongly reversed with the consequences for carriers being the difficulty in finding shipments to haul. IHS Markit's forecast for 2020 is for industrial production to begin to recover, averaging a slow, but positive, 0.3% growth for the year. Manufacturing sector production will start to grow slightly faster than overall industrial production. Yet it will be well below the pace reached during 2018.
Freight market implications
With economic growth weakening, will carriers regain their pricing power through disciplined deployment of capacity in 2020? IHS Markit forecasts further slowing in heavy-vehicle sales in 2020, which indicates trucking companies are no longer expecting business growth to support capacity expansions like they made in response to the 2018 levels of demand.
To be sure, truck equipment replacement cycles will continue as an element in annual sales, and low interest rates will continue to make financing costs attractive to financially strong carriers. Yet truck manufacturers are trimming their sales expectations, which is consistent with the manufacturing weakness seen in other sectors as well. Meanwhile railroads are expected to continue to reduce staffing and locomotive power in 2020 in response to the 2019 declines in traffic and the further adoption of Precision Scheduled Railroading practices.
However, despite carriers scaling back capacity (and additional motor carrier bankruptcies), IHS Markit does not expect shippers will face a return to 2018 rate levels. The discipline of carriers in deploying capacity will mostly serve to limit further rate reductions and not create new freight transportation service availability problems for supply chain managers in 2020.
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows in development. And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.
2024 was expected to be a bounce-back year for the logistics industry. We had the pandemic in the rearview mirror, and the economy was proving to be more resilient than expected, defying those prognosticators who believed a recession was imminent.
While most of the economy managed to stabilize in 2024, the logistics industry continued to see disruption and changes in international trade. World events conspired to drive much of the narrative surrounding the flow of goods worldwide. Additionally, a diminished reliance on China as a source for goods reduced some of the international trade flow from that manufacturing hub. Some of this trade diverted to other Asian nations, while nearshoring efforts brought some production back to North America, particularly Mexico.
Meanwhile trucking in the United States continued its 2-year recession, highlighted by weaker demand and excess capacity. Both contributed to a slow year, especially for truckload carriers that comprise about 90% of over-the-road shipments.
Labor issues were also front and center in 2024, as ports and rail companies dealt with threats of strikes, which resulted in new contracts and increased costs. Labor—and often a lack of it—continues to be an ongoing concern in the logistics industry.
In this annual issue, we bring a year-end perspective to these topics and more. Our issue is designed to complement CSCMP’s 35th Annual State of Logistics Report, which was released in June, and includes updates that were presented at the CSCMP EDGE conference held in October. In addition to this overview of the market, we have engaged top industry experts to dig into the status of key logistics sectors.
Hopefully as we move into 2025, logistics markets will build on an improving economy and strong consumer demand, while stabilizing those parts of the industry that could use some adrenaline, such as trucking. By this time next year, we hope to see a full recovery as the market fulfills its promise to deliver the needs of our very connected world.