Dr. Zac Rogers is an associate professor of supply chain management at Colorado State University's College of Business. He is a co-author of the monthly Logistics Managers’ Index.
While it's good to know where you've been, it's just as important to know where you are now and where you're going. It was this belief that led us to develop the Logistics Managers Index (LMI) four years ago. We believed that the logistics industry can provide an indicator of where the economy as a whole is heading.
When we read about the economy in business newspapers or magazines or hear about it on the radio or TV, we usually see it discussed in terms of gross domestic product (GDP). GDP is certainly the most popular method of measuring an economy's output and is usually considered an indicator of the size of an economy.
But while GDP does a good job of calculating the total value of final goods and services produced within a specific country, it has its limitations. With GDP, the emphasis is on the word "final." It measures the economic activity in the last mile or the final stage in the supply chain as it makes its way to the consumer. As a result, GDP misses the upstream activities by only measuring once right at the end of the supply chain. This underestimates the size of the activities in a supply chain or an economy.
GDP only tells what already happened in an economy, it does not give much information about what is currently happening or is likely to happen in the future. It is a lagging indicator and not a leading indicator.
To fully understand what is happening and what is likely to happen within an economy, upstream activity needs to be measured. These measures do not necessarily have to replace metrics such as GDP, but they are needed to get a full picture of current and future trends.
The Logistics Managers Index is an attempt to measure important elements of the economy throughout the supply chain in the United States. Researchers have found that inventories, transportation capacity and prices, and warehousing are elements of the economy that are found at every step in the supply chain. By looking at changes in these economic components, we can better see what is currently happening and what is likely to happen in the near future.
The LMI is a monthly cooperative research venture between several supply chain management universities and the Council of Supply Chain Management Professionals (CSCMP). We collect data directly from logistics and supply chain executives having to do with trends in warehousing, transportation, and inventory across a wide spectrum of industries. The Logistics Managers' Index consists of eight metrics as well as an overall index score. When interpreting our results, any value above 50.0 indicates growth, and any value below 50.0 indicates contraction. Put simply, higher numbers=more growth, and lower numbers=more contraction.
The table in Figure 1 shows the December 2019 scores for each of the eight components of the Logistics Managers' Index (as well as the overall index score) and compares them to the numbers for November 2019.1 As you can see, six of the eight metrics show signs of growth, but many of them are moving at lower or considerably decreased rates.
In fact, the December 2019 LMI reading of 54.0 (rounded up from 53.96) was the lowest score in the 40-month history of the index (see Figure 2). It is down considerably (-9.5) points from December a year ago when the LMI's overall score was 63.5.
While we are still registering growth in the logistics industry, the rate of that growth has been slowing continuously over the past 12 months. Throughout much of 2018, the index registered high levels of growth in the low-to-mid 70s, but then growth began to taper off in late Q3/early Q4. The LMI has trended slowly downward since then, with the nine lowest scores in the history of the index being recorded since March 2019.
Overall the LMI seems to indicate that the United States is currently in an uncertain economic time. While it is possible that we are through the "soft patch" we hit last year, many chief financial officers are still concerned about a recession due to the ongoing trade wars and weakness in other parts of the world.2
Transportation's dynamism
Transportation metrics—which include transportation price, transportation capacity, and transportation utilization—have proven to be the most dynamic measures in the LMI. For most of 2018, Transportation Prices reached into the 80s and 90s, which—considering the scale only goes up to 100.0—is very high. (See Figure 3.) This lined up with the period of growth we saw in the economy. Similar to the overall index, Transportation Price began a dramatic slide starting last fall. However, in December the Transportation Price Index was up 12.0 points to 52.0, from the previous month's reading of 41.0 (which was the lowest point of any metric in the history of the index). Despite the increase, the number for December 2019 was still down sharply (-21.6) from the same time a year ago, when it sat at 74.3. While the metric shows that transportation prices in December were rising, we would actually expect prices to be doing so at a much faster pace, as it is generally a busy month for retail and delivery. It remains to be seen whether the Transportation Price metric will continue to trend upward, or if it's foray into growth in December was a one-time blip tied to the holiday season.
Meanwhile Transportation Capacity was consistent at 57.9, increasing very little (+0.5) from November's reading. However, it should be noted that it is down significantly (-23.9) from December 2018, as there was an excess of capacity built up in 2018, with record fleet orders being placed to match that year's exceptional demand for transportation. Interestingly, Transportation Utilization, the rate at which existing capacity is being used by firms, reached its lowest ever reading, and first-ever negative score, at 47.9. This is down 17.1 points from the December 2018 reading, likely because the transportation market has cooled significantly since then.
Inventory contraction
Historically, inventories have grown in Q3/Q4. However, in 2019 we saw lower than expected rates of growth from August to November and active contraction in December. This is the first negative score for our Inventory Levels metric, which is down sharply (-12.0) to 42.3. It is possible that this contraction is tied to the mass movement of goods due to the holiday season or firms burning off inventories that had been built up previously in an effort to avoid tariffs3 or some combination of the two. Figure 4 compares Inventory Levels from August through December in 2017, 2018, and 2019. Because the LMI captures both manufacturing and retail inventories, we are also likely seeing the dragging effects of the slowing manufacturing sector weighing on this metric.
Inventory Costs are also down slightly (-1.95) to 63.4. While this reading still shows signs of consistent growth, it is worth pointing out that in the previous two years, there were only two readings below 70, and September through December 2019 were all below that value. Inventory Costs are still increasing, but at a slower rate than we had previously recorded. We believe that inventory costs are increasing at a slower rate because inventory levels are growing at a slower rate and because warehouse utilization is also not increasing as quickly.
Based on these inventory metrics, there is reason to believe that companies are backing off on their inventory growth. In particular, as Figure 4 shows, companies did not build up their inventories in advance of the holiday season nearly as much as in previous years. This may be a signal that companies expect sales to be decreasing, or at least not growing.
Warehousing prices continue to rise
Contracting Inventory Levels paired with increasing Inventory Costs could be related to the increase in Warehousing Prices, which is up (+4.9) to 73.2—its highest level since March. The increasing prices are likely due to two distinct factors:
There was no growth in Warehouse Capacity in December, as it was down (-2.13) to 50.0.
Due to the increasing popularity of same- and next-day delivery, more facilities are being located close to large population centers in what tends to be more expensive real estate.
In other words, warehouses are not being built quickly enough to keep up with growing demand, and the facilities that are the most attractive at the moment tend to be the most expensive. Finally, Warehouse Utilization, or the rate at which existing warehouse space is being used by firms, is somewhat consistent (-0.5), reading in at 60.0.
Slowing growth
The December LMI reading marks two years and 16 consecutive readings indicating growth in the logistics industry. However, it also marks 12 consecutive months of declining rates of growth. As the overall LMI metric currently sits at the lowest point in its 40-month history, it clearly indicates a continued trend of slowing yet steady growth in the logistics industry.
It is important to note that growth rates will likely vary by industry. The LMI is unique in that it captures both consumer and manufacturing activity. This seems to align with recent reports of growth in consumer sentiment and spending and a slowdown in manufacturing.4 Logistics often functions as a leading indicator, helping us to know where the economy is heading. The slow, steady growth of metrics tracked in the LMI likely portends slow, if unspectacular, growth in 2020.
1. For a more comprehensive discussion of the December 2019 report, access the PDF version of the report here: https://www.the-lmi.com/december-2019-logistics-managers-index.html. The January 2020 report is available at https://www.the-lmi.com/january-2020-logistics-index-report.html.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.