Global oil production will peak within the next five years, and transportation will be especially hard-hit. It's time (or past time) to prepare for the crisis.
In July 2007, CSCMP's Supply Chain Quarterly published my article titled: "The end of cheap oil: Are you ready?" The article concluded that "supply chain managers must take action today to prepare for the end of the oil age tomorrow."
Three years later, I would amend that title slightly: "The end of cheap oil: Preparing your supply chain for a liquid fuel emergency." We have waited too long, and it is now inevitable that the world is headed toward a fuel emergency that will impact every facet of how supply chains work.
A growing consensus
There has been recent evidence of a growing consensus that global oil production will peak at a rate of about 92 million barrels a day in the 2012-2015 time frame.
In February 2010, the United Kingdom Industry Taskforce on Peak Oil and Energy Security published a report called "The Oil Crunch: A wake-up call for the UK economy." The report warned that the global supply of oil is now expected to be limited to 91-92 million barrels per day of capacity. Furthermore, it will remain in that range until 2015, at which point depletion will offset any capacity growth.
In early March, Ibrahim S. Nashawi and two colleagues from the College of Engineering and Petroleum at Kuwait University revamped the famous Hubbert model, which accurately predicted that U.S. oil production would peak in 1970. The researchers applied advanced mathematics to the Hubbert model to account for technology changes and ecological, economic, and political influences on reserves and production for 47 oil-producing countries. They concluded that world oil reserves are being depleted at a rate of 2.1 percent per year and that global production will peak in 2014. The report is interesting not only because it applies a new level of mathematical rigor but also because of where it originated—Kuwait, deep in the heart of OPEC (Organization of Petroleum Exporting Countries).
This was followed, also in March, by the U.S. Joint Forces Command's "Joint Operating Environment 2010 Report" on national security challenges. The report warns: "By 2012, surplus oil production capacity could entirely disappear, and as early as 2015, the shortfall in output could reach nearly 10 million barrels per day."
Then, on March 22, former U.K. Chief Scientific Adviser David King and researchers from Oxford University released a paper claiming that the world's oil reserves had been "exaggerated by up to a third," principally by OPEC, and that demand may outstrip supply as early as 2014 or 2015.
On March 25, an unlikely candidate confirmed some worries: Glen Sweetnam, former Director of the International, Economic, and Greenhouse Gas Division of the generally optimistic U.S. Energy Information Administration (EIA) in the U.S. Department of Energy (DoE). Sweetnam told the French newspaper Le Monde that the world could experience a decline in the production of liquid fuels between 2011 and 2015, unless the oil industry makes certain, unspecified investments ("unidentified projects") after 2012.
Unless these "unidentified projects" fill the gap between oil supply and demand, the DoE predicts, global oil supply will decline by about 2 percent each year—from 87 million barrels per day in 2011 to 80 million barrels per day by 2015—while demand rises to 90 million barrels per day. That means a shortfall of 10 million barrels per day by 2015—the same number referenced in the U.S. Joint Forces Command report discussed above.
Finally on July 4, 2010, Saudi King Abdullah told the Zawya Dow Jones, "I have ordered a halt to all oil explorations so part of this wealth is left for our sons and successors, God willing." This is very similar to a statement he made in April 2008. So even if Saudi excess capacity is real, it may not be available.
What the reports don't say
Almost as worrisome as the data itself is what the reports don't include. All of these reports—except the last one—came out before the Deepwater Horizon oil spill and the moratorium on drilling in the Gulf of Mexico, which will certainly hasten the coming oil supply crunch.
They mostly ignore the many geopolitical flash points, instabilities, and potential "Black Swan" (highly improbable yet high-impact) events. These events could include war in the Middle East, revolution or civil war in a major oil producing country, inaccurate estimates of excess capacity, a successful terrorist attack on a key oil processing facility or transport choke point, or the collapse of a significant oil field. The reports also do not explicitly discuss the 80 percent of the world's population that wants a prosperous, Western-style life, including the energy appetite that goes with it.
In fact, the U.S. EIA and the International Energy Agency (IEA) are both forecasting growth in world oil demand. They anticipate demand will top 86 million barrels a day in 2010, up 1.6 million barrels a day from 2009. Particularly interesting is data from the EIA showing that even at the depths of the worldwide economic crash in 2009, oil consumption was down by only about 2.5 million barrels per day. As world growth has resumed, so too has oil consumption, and with a world population exceeding 6 billion, it is hard to see how that growth could slow down. Consider that the annual per-capita consumption of oil in China is two barrels per year, and in India it's .9 barrels a year; then compare that to the United States' 23 barrels per year. There is no way that China will stay at two barrels or India will stay at 0.9.
What the reports do focus on is production flows, and they all reach the same conclusion: World oil production will likely peak within the next 24 to 36 months at somewhere around 92 million barrels per day—sooner if the Oxford Report is right and excess capacity is overstated. Later if nascent growth stalls and the world enters a double-dip recession.
While economic slowdowns might buy some time, we will ultimately have to confront this developing liquid fuel emergency. When economic growth increases, demand and prices for oil will rise. At some point, however, prices will climb to economy-damaging territory, and demand will fall. This volatile cycle will be repeated until the transition from the Oil Age is well along.
A destabilizing force
For all these reasons—geology, geopolitics, oil industry constraints, and demand growth—a liquid fuel emergency in the near future is almost a certainty, especially if the economy rebounds.
This emergency will not be an "energy crisis" in the usual sense of the term. It will be narrowly focused on the transportation sector because this industry has no substitutes for oil in the short to medium term. Supply chains will therefore be subject to intense focus and redesign. There will be no quick fixes, and we will be forced to begin a mitigation effort that will require at least a decade of intense, expensive effort. (See the sidebar for a checklist of what you can do to prepare.)
This transition will destabilize society. Governments will be forced to intervene to maintain critical levels of oil supply, reduce volatility, and prevent economic, political, and social chaos. "We will need to stay flexible and keep a sense of history and humor and remember that it is not the end of the world; it is only the end of the world as we knew it.
Peak oil checklist
The following checklist will help supply chain managers prepare for the inevitable transition to a world with insufficient oil supplies:
Does senior management understand that the Petroleum Age is coming to an end?
Does the planning process consider Peak Oil?
What would be your company's greatest vulnerabilities in a petroleum-/energy-short world?
Is there a Liquid Fuel Emergency Plan in place?
Are there efforts to monitor and influence public policy?
Is fact-based information available?
Do sales/marketing/manufacturing/supply chain policies fit an energy-constrained world?
What can be done to remove complexity from the supply chain?
How can the network be made more flexible and be changed to eliminate movement and transportation?
How can the network be changed to eliminate movement and transportation?
Do sourcing strategies consider Peak Oil?
Where are there opportunities for on-shoring and in-sourcing?
Will your carriers and third parties add value in an energy-constrained future?
Can a cheaper mode be used for the base load?
Where can the system slow down?
Are there plans to take miles out, improve miles per gallon, and take advantage of new fuels and technologies?
Is "emergency" (expedited) transportation really an "emergency"?
How much "dead air" is being shipped in the form of filler materials, packaging layers, inefficient shapes, and unnecessarily large volume?
Is fuel/energy purchasing centralized, and does it use appropriate risk management tools?
Does the culture reward those who rethink, reduce, recycle, reuse, conserve, and cooperate?
This is not merely futuristic thinking. The time to change is now.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
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.