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.
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.