The COVID-19 disruption to the 2020 economy and subsequent recovery have hit freight modes hard, and the industry faces a weak outlook for 2021.
At the depth of the short pandemic recession, retail sales, shipments, and inventories all fell, as businesses closed and consumers did not shop for goods except for staples and groceries. Carriers that did not transport essential goods saw sharp declines in demand, leading to idled equipment and layoffs.
However, the very large U.S. federal fiscal stimulus put checks in consumers’ pockets while supplementing unemployment insurance payments. As a result, goods purchasing behavior, especially via e-commerce, reversed sharply in the third quarter with a record rapid quarter-to-quarter pace.
But as stimulus program payments have dwindled, this goods spending is fading. At the same time the virus spread is threatening another round of business closures and is temporarily increasing unemployment again. The outlook for 2021 freight volumes is for weaker freight tonnage, driven by fading economic growth, already rebuilt inventories, and slowing consumer spending on goods as opposed to services.
The pace of modal growth will depend on varying conditions affecting each mode’s customers as well as areas of continued competition between modes. A key element of the modal demand outlook will be how much the strength of the e-commerce portions of the economy balances out weaknesses in resource commodity sectors such as energy and agriculture exports.
Our analysis of underlying 2021 macroeconomic and industry forecasts, which were prepared in November, sees overall baseline 2021 freight tonnage volumes slowing 0.7% from the 2020 base. These forecasts include important assumptions, including the widespread distribution of a vaccine in the U.S. in the second and third quarter of 2021 but no new substantial federal fiscal stimulus program or trade policy shifts. Risks around this forecast are high given the large remaining unknowns about the course of the pandemic, consumer sentiment, and new government fiscal policy in 2021.
The 2021 U.S. macroeconomic forecast has been revised down, now at 3.1% growth in real gross domestic product (GDP). The very strong recovery seen in the second half 2020 is fading with lingering unemployment and service sector weakness coexisting with a new wave of virus spread. The U.S. economy is also facing a fiscal cliff with some government benefits payments stopping at the end of December, which will work to restrain a stronger recovery.
We expect the 2021 GDP growth to come from consumption increases of 3.6% as well as growth in residential and busines investment. Imports and exports are forecasted to continue to increase, although net exports will be a drag on 2021 GDP, as imports outpace exports by 0.8%. This outlook includes sustained record-low interest rates and constrained inflation, which will support spending by households not affected by unemployment. The freight-intensive construction sector is expected to fall 0.6% in 2021, as the decline in commercial construction won’t offset the 2.6% increase in residential construction.
Quarterly 2021 GDP growth will be higher in the second half of 2021, as the uptake of the vaccine allows more opening of the economy and increased consumer confidence later in the year.
Implications of weak freight tonnage
The economic conditions driving 2021 freight tonnage are not a return to the pre-pandemic pace of freight demand. IHS Markit’s forecast of a 0.7% decline in total freight tonnage will leave 2021 as another challenging year for carriers, with many seeing weaker demand than during the second half of 2020. There remains a structural mismatch in capacity, as freight networks have insufficient capability to handle e-commerce business at the same time as they have excess capacity aligned to support other supply chains. So, the freight outlook varies by modal segment and customer base.
The freight growth in 2021 is calculated from the base of the highly unusual 2020, which saw above-trend shipments in the second half of the year. For supply chain managers, this freight forecast outlook implies a continuation of high rates in intermodal, air, and some trucking segments, but potential rate relief in bulk waterborne and carload rail rates.
Capacity and operational limits will still impact most modes in 2021, especially in the first half of the year. For shippers, the pace of sales volume growth will be more moderate than in the second half of 2020, with a few exceptions such as for those export commodities that were impeded by operational and equipment availability. There remain significant risks to these baseline forecasts, including potential impacts from policy and/or business and consumer confidence, whether related to COVID-19 or other 2021 market disruptions.
Air and intermodal lead
Not all modes of freight transport will see the same pace of 2021 growth; the IHS Markit Transearch 2021 tonnage forecast reveals significant differences by mode. While the overall freight tonnage forecast is for 0.7% decline in the United States, air and rail intermodal are forecast to see tonnage growth, continuing their strong end to 2020. These Transearch modal freight tonnage forecasts for 2021 are summarized in Figure 1.
[Figure 1] Forecast of U.S. 2021 freight tonnage by mode Enlarge this image
The 2021 air cargo and rail intermodal tonnage are forecasted to increase 2.2% and 0.5%, respectively, mostly as a reflection of the strength of e-commerce-related shipping. The air cargo business also anticipates demand being driven by vaccine and personal protective equipment (PPE) shipments. The air cargo forecast reflects restoration of some passenger aircraft belly capacity that had been grounded for most of 2020 due to the sharp, sustained drop in air passenger traffic.
Meanwhile IHS Markit forecasts that waterborne tonnage will decline, down 1.2% in 2021. This drop will be driven by further declines in coal volumes and a modest drop in farm products tonnage due to constrained exports. We also believe that the boom in consumer spending on goods compared with services spending will fade in 2021. This development will affect overall trucking demand, as will continuing weaknesses in sectors such as oil and gas exploration and production. Within trucking, the less-than-truckload (LTL) sector is forecasted to benefit from e-commerce demand with tonnage increasing 0.3% in 2021. Rail carload tonnage is forecasted to fall 0.8%, as a result of weakness in the traditionally important coal business as well as modest declines in agriculture products shipping. Truckload trucking will see a decline of 0.6% in comparison with the 2020 recovery period, when volumes went up due to inventory rebuilding and e-commerce. It will also experience capacity constraints from limited driver workforce growth, despite lingering high unemployment in the overall economy.
The overall decline forecasted for freight tonnage is driven by the huge importance of trucking (79% of total tons) and rail carload traffic (12% of total tons). With industrial production growing, but slowly in 2021, as manufacturing and agriculture move up from the depths of 2020 production and shipments levels.
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.