Air carriers enjoyed a strong recovery in 2010 and early 2011. But oil price volatility and a looming supply/demand imbalance mean there could be some rate turbulence in the next year or two.
The year 2011 began auspiciously for the heavyweight air cargo market, which had recovered much of the volume it had lost and the rate concessions it had made during the 2009 freight depression.
During the economic downturn, air carriers focused on improving their operational efficiency in an effort to stem losses in a very tough market. They re-examined everything from baggage and cargo handling processes to maximum take-off mass (MTOM). As a result, carriers were well poised for a return to profitability in 2010. Things certainly were looking up from the carriers' point of view: The International Air Transport Association (IATA) reported a new high in demand for cargo services on both freighters and passenger aircraft in the second quarter of 2010, and many of them did in fact have banner years. At the same time, market conditions for transport and fuel had driven airfreight rates higher than they were before the 2009 collapse.
Although 2010 and the first part of 2011 brought good news for the carriers, the outlook for the rest of 2011 appears mixed for several reasons. For one thing, the rate at which new aircraft are entering into service is greater than the projected increases in airfreight demand. As a result, rates generally are declining in most markets relative to where they started in 2011. But that is likely to be temporary. While inflationary factors (mostly fuel) have eased somewhat in June, where they go from here is uncertain. In addition, global political uncertainty arising from such events as the revolutions in the Middle East could generate large price shocks in oil markets. Further clouding the airline industry's overall financial picture are variable exchange rates; sovereign debt default in the countries like Portugal, Ireland, Greece, and Spain; and unclear patterns in consumer demand.
Carriers invest in capacity
Despite all that uncertainty, airlines are lining up to invest in new aircraft. Equipment makers Boeing and Airbus have delivered a combined 480 aircraft to their customers in the first half of 2011, including 97 new widebody planes. Their order books are expanding, with new orders for 948 more aircraft on the way. While most of these aircraft will be entering passenger service, their entry will impact air cargo capacity as well.
This level of investment suggests that carriers will soon encounter some economic turbulence, as the rate of aircraft delivery is outpacing projections for near-term growth in the airfreight market. In May 2011, for instance, capacity grew by 2.8 percent over the prior year while demand declined by 4 percent.
Given this discrepancy between the growth in supply and demand, load factors (the percentage of an aircraft's payload capacity that is actually filled) will decrease until the world economy starts to expand again. International freight load factors have already begun declining year-on-year, and that trend is expected to continue for some time. Moreover, with consumer confidence down over the past few months and gross domestic product (GDP) growth in developed countries predicted to be in the 2-percent range, there should be plenty of capacity through the rest of 2011.
How will all that affect freight rates? With base rates for cargo under pressure for economic reasons and capacity increasing, airfreight rates are unlikely to spike in the short term. But higher rates are likely over the next few years as stronger demand and fuel-price pressures will more than offset increases in cargo capacity. Increased demand for fuel due to a recovering global economy is expected to push energy prices higher. The U.S. Department of Energy, in fact, currently predicts that the price of crude oil will average more than US $100 per barrel in 2012. Higher fuel surcharges, therefore, will be a primary driver of rising airfreight rates over the next one to two years.
The upside of expansion
From the shipper's standpoint, the addition of so many new aircraft will bring a number of benefits. For example, the expansion of airline fleets will allow carriers to increase their service offerings. Understandably, they are expanding them faster in their growth markets. For instance, Delta Airlines went from 28 weekly departures from the United States to China in 2008 to 47 weekly departures in July 2011. The deployment of additional aircraft on more routes will have a positive impact on lead times and space availability. Furthermore, the resulting competitive pressure should keep base freight rates in check. Better service and competitive rates will, in turn, improve the value proposition of air freight relative to surface modes. As the economy improves in 2012-13, air transport will become more costeffective for some shippers. One reason why is that a rise in consumer demand will renew the need for inventory replenishment. When it comes to quickly replenishing inventory, shippers of fast-moving consumer goods will be much more likely to choose air versus ocean.
Additionally those shippers that have taken a totalcost approach to supply chain management may find it beneficial to use more air freight in certain cases. For example, shifting from air to ocean will reduce transportation costs, but when inventory carrying costs are taken into account the overall cost picture may change. The total supply chain cost for highvalue shipments will actually be lower if they are shipped by air than if they are shipped by the much slower ocean route. The cost difference may especially be noticeable in situations where ocean carriers have increased their use of slow-steaming practices and thus lengthened their transit times.
To sum up, the current supply-and-demand relationship does not presage a run-up in airfreight pricing for the remainder of 2011. The rate picture for next few years, however, is less certain as higher fuel prices and growing demand will likely tip the balance toward higher prices for air cargo, despite increases in capacity.
On the plus side, increased capacity will lead to more service and routing options for shippers, making air freight a more attractive option compared to surface transport modes.
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.