Susan Lacefield has been working for supply chain publications since 1999. Before joining DC VELOCITY, she was an associate editor for Supply Chain Management Review and wrote for Logistics Management magazine. She holds a master's degree in English.
This year’s annual “State of Logistics Report,” released today by the Council of Supply Chain Management Professionals (CSCMP), comes at a time when many businesses are re-evaluating their logistics and supply chain strategies in the face of the Covid-19 pandemic and its related economic effects. As such, the report seeks to pause and provide a big picture view of the past year as well as some perspective on the path forward.
Now in its 31st year, the “State of Logistics Report” is researched and prepared by the consulting firm Kearney and sponsored by Penske Logistics. The report seeks to provide an in-depth look at the logistics industry, most notably by calculating U.S. business logistics costs as a percentage of gross domestic product (GDP) and pointing out major trends.
According to the report, logistics expenditure rose to $1.652 trillion in 2019 or 7.6% of the U.S.’s GDP of $21.4 trillion. This represented an improvement over 2018, when costs were at 7.9 percent of GDP. Indeed, 2019 felt like “a return to normal” after a “torrid” 2018, which saw increased logistics costs due to fast GPD growth and capacity shortages, according to the report.
[Figure1] In 2019, USBLC represented 7.6% of GDP—a return to normal for the industry Enlarge this image
However, that normal ran smack into an unprecedented pandemic, which led to measures such as social distancing and business closures. These efforts have derailed the economy and plunged the country into a recession. As the report’s introduction states, “The pandemic and global measures taken to reduce its further spread have decimated supply chains, scrambled logistics capabilities, and destroyed huge swaths of demand.”
The effects of the pandemic on the different logistics modes and nodes have been variable and unpredictable according to the report. For example:
Motor freight: Profitability was already suffering for motor carriers in 2019 as slowing demand and increased capacity led to a drop in freight rates and a rise in bankruptcies, even before the pandemic. This year, the report writers expect that small carriers with a small list of clients in the most affected industries (such as automotive, hospitality, and durable goods) will be the hardest hit by the pandemic. Large carriers will need to use technology to optimize asset utilization and routes to help them navigate the storm. Smaller carriers will need to turn to app-based solutions and brokers.
Parcel: Meanwhile the pandemic has been “a shot of adrenaline” to the parcel sector, as consumers turned to e-commerce and home delivery in the wake of the shutdown of physical stores, according to the report's main author Michael Zimmerman. Even before the pandemic, the parcel sector was growing strongly, with costs rising 8.5% in 2019.
Rail: The Covid-19 pandemic hit the rail industry hard, as it came out of 2019 with improved operations but declining volumes. The pandemic has caused a volume to drop even further, with year-over-year traffic down 25 percent.
Air: In 2019, the air freight sector saw costs fall by 9.7 percent, as the economy slowed down and volumes decreased. The pandemic led to a sharp decrease in air passenger travel, which in turn cut into cargo capacity, causing spot rates to soar.
Ocean: In response to the Covid-19 outbreak, ocean shipping companies cancelled sailings, reduced capacity, and raised rates. Volumes could rise in the second half of 2020 as Asian plants catch up to their backlog of demand, according to the report. However, carriers were already dealing with overcapacity and some may have to merge.
Warehousing: Rising e-commerce sales have continued to feed the demand for warehousing space. According to Zimmerman, new warehousing capacity was snapped up as quickly as it came online. This sentiment was echoed by Mark Althen, president of Penske Logistics during the panel discussion following the State of Logistics press conference. “We’re seeing increased activity in warehousing,” Althen said. “Shippers are looking to increase storage capacity closer to customers. They’re starting to move away from larger centrally located [distribution centers] to ones closer to urban areas.
The way forward
Many economists are tentatively predicting an economic rebound to begin in 2021. But according to Zimmerman, “the size, shape, and timing of the recovery remain in question.” Furthermore, for that recovery to happen, companies will need to quickly adapt and change their logistics abilities. Both the report and the panel discussion following the press conference outlined some of the changes that might occur. These included:
A move away from single sourcing toward “multi-shoring,” where companies rely on suppliers located in different countries and regions. According to Zimmerman, many companies had already started to make this major strategic shift as trade tensions began to rise in 2018. “Many of [Kearney’s] clients are diversifying away from China toward other low-cost countries and even the U.S. so that they have more options in their supply chain,” he said.
A similar move away from just-in-time fulfillment and lean inventories to larger inventories and more reserve capacity, as companies seek to increase the resiliency of their supply chains.
Greater demand from shippers for increased flexibility in how warehousing and third-party logistics companies manage their inventory and storage space. One option is taking a campus approach, where customers are housed in one location, said Zimmerman.
Risk and resiliency will become as important a consideration in supply chain design as speed and efficiency, and companies will employ more risk analysis in choosing supply chain partners.
Increased reliance on technology. According to Zimmerman, one of the reasons why logistics costs dropped in 2019 was that more transportation companies were using technology to optimize asset utilization and routes. To emerge from the current crisis, companies will need to continue to make investments in effective technology, including warehouse automation, machine learning, and artificial intelligence.
In spite of the immense challenges that transportation and logistics companies have faced these past three months, the report asserts that the industry’s prospects are brighter than other sectors of the domestic economy. Zimmerman and his co-authors maintain a hopeful position that logistics is “an industry initially traumatized but ultimately resilient.”
The relationship between shippers and third-party logistics services providers (3PLs) is at the core of successful supply chain management—so getting that relationship right is vital. A panel of industry experts from both sides of the aisle weighed in on what it takes to create strong 3PL/shipper partnerships on day two of the CSCMP EDGE conference, being held this week in Nashville.
Trust, empathy, and transparency ranked high on the list of key elements required for success in all aspects of the partnership, but there are some specifics for each step of the journey. The panel recommended a handful of actions that should take place early on, including:
Establish relationships.
For 3PLs, understand and get to the heart of the shipper’s data.
Also for 3PLs: Understand the shipper’s reason for outsourcing to a 3PL, along with the shipper’s ultimate goals.
Understand company cultures and be sure they align.
Nurture long-term relationships with good communication.
For shippers, be transparent so that the 3PL fully understands your business.
And there are also some “non-negotiables” when it comes to managing the relationship:
3PLs must demonstrate their commitment to engaging with the shipper’s personnel.
3PLs must also demonstrate their commitment to process discipline, continuous improvement, and innovation.
Shippers should ensure that they understand the 3PL’s demonstrated implementation capabilities—ask to visit established clients.
Trust—which takes longer to establish than both sides may expect.
EDGE 2024 is sponsored by the Council of Supply Chain Management Professionals (CSCMP) and runs through Wednesday, October 2, at the Gaylord Opryland Resort & Convention Center in Nashville.
While the Council of Supply Chain Management Professionals' 2024 EDGE Conference & Exhibition is coming to a close on Wednesday, October 2, in Nashville, Tennessee, mark your calendars for next year's premier supply chain event.
The 2025 conference will take place in National Harbor, Maryland. To register for next year's event—and take advantage of an early-bird discount of $600**—visit https://www.cscmpedge.org/website/62261/edge-2025/.
**EDGE EARLY BIRD Terms & Conditions: Promotion is for the EDGE 2025 conference in National Harbor, Maryland. Offer valid for Premier and Basic Members only. Offer excludes Student, Young Professional, Educator, and Corporate registration types. Offer limited to one per customer. Offer is not retroactive and may not be combined with other offers. Offer is nontransferable and may not be resold. Valid through October 31, 2024.
Honoring supply chain professionals and companies for their contributions to the industry is a tradition at the Council of Supply Chain Management Professionals annual EDGE Conference. The following are some of the recognitions given out this year.
The 2024 Distinguished Service Award was presented to Heather Sheehan, owner of Crispy Concepts LLC, instructor with Penn State University, and board member and adjunct faculty member with the University of Denver’s Transportation & Supply Chain Institute.
Sheehan, along with Roger Penske, chairman of Penske Corp., were inducted into CSCMP’s Supply Chain Hall of Fame.
Travis Kupla, Ph.D, of the University of Arkansas, won the Doctoral Dissertation Award for his paper “How Supply Chains Respond to Disruptions: Three Essays on Responses to Operational, Geopolitical, and Natural Disaster Disruptions.”
The Bernard J. La Londe Best Paper Award was given to Matias G. Enz from the University of Missouri-Saint Louis, and Douglas M. Lambert from The Ohio State University for their paper “A Supply Chain Management Framework for Services.”
Wenting Li and Dr. Yimin Wang of Arizona State received the E. Grosvenor Plowman Award for their research paper, “A Procurement Advantage In Disruptive Times: New Perspectives On ESG Strategy And Firm Performance.”
The Teaching Innovation Award was given to Dr. Shane Schvaneveldt of Weber State University for his paper, “A Lean 5S Experiential Learning Game for Logistics and Supply Chain Management.”
To see a full list of honorees, please visit cscmp.org and click on the tab "Academia & Awards."
Supply chains today are facing an onslaught of disruption and change from geopolitical events to technological advances to economic shifts. Supply chain partners that successfully navigate those changes together will seize a competitive advantage that will win them market share and increase profits.
The “2025 Third-Party Logistics Study,” spearheaded by Dr. C. John Langley of Penn State University and developed in collaboration withNTT DATAand Penske Logistics highlights the crucial role that change management plays in the relationship between third-party logistics providers (3PLs) and their customers. Unveiled today at the Council of Supply Chain Management Professionals (CSCMP) EDGE conference, the study delves into the dynamic nature of relationships between shippers (companies that manufacture goods or provide services) and third-party logistics providers.
“While users and providers of 3PL services continue to report successful relationships, they find themselves having to deal with an increasingly wide range of challenges,” said Dr. C. John Langley, Professor, Supply Chain & Information Systems, Penn State University. “While examples include economic concerns, geopolitical unrest, and changing markets for supply chain services, they also are taking advantage of change management processes to benefit from new and improved capabilities such as artificial intelligence (AI) and direct-to-customer proficiencies.”
The survey found that both shippers (61%) and 3PLs (73%) agree that supply chain change management is vital. Respondents from both groups indicated that the top factors that are driving the need to change their operations were shifting customer demands, economic factors, and technological advancements. In particular, both shippers and 3PLs believe that improvement and change is needed in supply chain visibility, with 69% of shippers and 68% of 3PLs citing it as an area of concern.
AI as change agent
One technological advance that is enabling change in supply chain operations, according to survey respondents, is AI. Both shippers and 3PLs agree that AI can be pivotal in automating data analysis, identifying patterns, solving problems, and automating repetitive tasks. Top implementation areas for AI cited by respondents include supply planning and demand forecasting (33% of shippers and 19% of 3PLs) and transportation and route optimization (27% of shippers and 22% of 3PLs).
The e-commerce effect continues
Omnichannel retailing and e-commerce continue to exert pressure on supply chain operations for shippers and their third-party logistics partners. Both shippers and 3PLs view delivery speed and visibility as strong areas of differentiation. According to the study, 48% of shippers and 53% of 3PLs reported that customers routinely expect deliveries in less than two days, and 27% of shippers and 26% of 3PLs noted that there are three-day or less delivery expectations. Shippers (44%) and 3PLs (38%) are willing to absorb a small percentage of the costs related to shipping speeds.
The Annual 3PL Study surveys 3PL providers and users of 3PL services to understand the current state of 3PLs and how 3PL relationships are evolving with their customers. The 2025 study and past versions are available for download at www.3PLStudy.com.
Container flows at dozens of U.S. East Coast and Gulf Coast ports shuddered to a simultaneous stop this morning when dockworkers launched a promised strike over pay levels and job automation.
The action is affecting work at major locations such as New York/New Jersey, Savannah, Houston, Charleston, Norfolk, Miami, Baltimore, Philadelphia, New Orleans, Jacksonville, Boston, Mobile, Tampa, and Wilmington. That broad span of geographic locations will affect imports and exports for industries spanning retail, automotive, agriculture, food and beverage, and manufacturing, according to an analysis by Overhaul.
Those impacts are forecast to grow rapidly with each additional day the strike continues, since more than 100 vessels are estimated to arrive at the 36 affected ports this week alone, according to analysis by supply chain visibility provider Project44. The recovery from that backup could take some time, as some shippers estimate that for every one week of strike, it will take 4-6 weeks to fully recover, the firm said.
Because of the sudden stop, logistics providers today are quickly reaching out to shippers and other clients to plan for future cargo movements. Specifically, the strike immediately froze a range of work such as the movement of import and export containers and the loading and unloading of containers, according to German maritime transportation provider Hapag-Lloyd AG. “As a result of this situation, which is beyond our control, we will need to adjust our services or temporarily suspend operations as conditions evolve. Our priority remains the protection of your cargo during this period,” Hapag-Lloyd AG said in a note to shippers.
Despite those large impacts, the timeline is unclear for finding a resolution of negotiations between the union—the International Longshoremen’s Association (ILA)—and the port management group, United States Maritime Alliance (USMX).
Under those conditions, retail and manufacturing groups have renewed their calls for their White House to step in and force workers back on the job while negotiations resume.
One of those voices came the National Retail Federation (NRF). “NRF urges President Biden to use any and all available authority and tools — including use of the Taft-Hartley Act — to immediately restore operations at all impacted container ports, get the parties back to the negotiating table and ensure there are no further disruptions,” NRF President and CEO Matthew Shay said in a release. “A disruption of this scale during this pivotal moment in our nation’s economic recovery will have devastating consequences for American workers, their families and local communities. After more than two years of runaway inflationary pressures and in the midst of recovery from Hurricane Helene, this strike will result in further hardship for American families.”