As the United States economy strives to emerge from the pandemic, shippers have turned increasingly to carload and intermodal rail service to help find capacity to move freight. However, the rail industry continues to grapple with service struggles that began earlier this year during February’s winter weather woes.
On a networkwide basis, intermodal train velocity is below each of the last two years and the five-year average. While overall velocity has fared somewhat better, it continues to languish near the levels it plumbed in the immediate aftermath of February’s weather-related issues.
This has created some friction between carriers and shippers, as demand for capacity remains high coming out of the pandemic. Import volumes, for example, have remained strong since the end of last year and will likely remain so into 2022. Coupled with a tight truck market, this means a positive outlook for demand for intermodal rail services.
Increases in intermodal
With active truck utilization expected to be near 100% for the next several months, shippers will have little alternative but to find capacity on the rail network. As a result, intermodal rates have increased into the mid double-digits over the summer months, compared with 2020 levels. Although rates are expected to lessen into the late third and early fourth quarters, they are still anticipated to be in the mid-single digits above last year’s level for the same month.
The tight truck market and ongoing strong imports have pushed FTR’s Intermodal Competitive Index to low double-digit levels (see Figure 1), indicating that intermodal is highly competitive against domestic truckload alternatives. Indeed, conditions have been strong enough to encourage a modal shift from truck to intermodal. While intermodal’s competitive advantage is likely to lessen as the second half of 2021 wears on, it is expected to remain positive.
One wildcard in intermodal’s competitiveness will be whether shippers can stomach service levels below what they had become accustomed to.
Carriers on both sides of the Mississippi River have had to temporarily embargo shipments into some facilities or have declined to move certain types of freight for a period of time. One Western carrier issued an embargo that halted some movements into Chicago for a week, while another Western carrier made significant changes to its storage terms in Chicago and Los Angeles. On the other side of the Mississippi, an Eastern carrier has limited flows into several of its facilities in recent weeks, most notably its facility in the Lehigh Valley of Pennsylvania in an effort to meter traffic and enhance fluidity.
These efforts, along with ocean carriers landing containers at different ports to avoid their own congestion issues, have created a level of disruption that is hard for many shippers to tolerate. To avoid these service issues, some shippers earlier this year temporarily moved some of their domestic trailer freight volume away from the rails.
Given the tight capacity situation in competing modes, however, shippers may have to adjust to congestion and disruption as the new normal heading into their peak season.
Carload volumes rise
Demand is also up for the carload market, which is positioned to have its best year of the last three from a growth-rate perspective. The increase in carload volumes, however, will add pressure on the rail network heading into the peak season. Several commodity groups, such as grain and chemicals, could experience significant surges in traffic right as the intermodal peak season ramps up.
Railroads will need to keep a particularly close eye on the automotive market heading into the second half of the year. Automotive traffic has been limited lately by the shortage of semiconductors and other parts over the last few months, but volumes should surge once parts become available, as sales are remaining strong and inventory low. Even if sales slow in the coming months, automotive volumes are likely to remain high for the next few quarters, as companies rebuild their inventories. The longer the supply disruptions continue in automotive, the more breathing room the carriers will have to add capacity and labor to their networks to handle the increasing volumes.
The automotive production increase will also produce additional volumes in other sectors that support the automotive industry, such as commodities like metals and chemicals. The metals complex, from metallic ores through finished metal products, is already performing at strong levels and could move even stronger with a full restart of automotive production.
Chemical volumes took an extended dip in February and March of this year in the immediate aftermath of the freeze and related power disruptions in Texas and other parts of the U.S. Gulf Coast. These plants are expected to try and recover that lost volume over the balance of the year, so we should see higher than normal volumes in the second half.
Service issues to persist
With volumes set to increase over the next few months heading into the peak season, shippers should expect the timeline for resolution of service issues to be pushed out even further into the future.
The extended issues are likely the result of carriers not having sufficient available labor to move the additional volumes. Carriers reduced their headcount dramatically during the pandemic last year. Some of those employees have since moved into other industries and were not interested in returning when carriers called them back. There is no short-term fix in sight, as training new people to be conductors and engineers typically takes six to nine months. As a result, shippers should not expect service to improve meaningfully for the peak season.
The continuing service concerns have also drawn the scrutiny of federal regulators, particularly as they review the proposed combination of Canadian National and Kansas City Southern. Consolidation in the railroad industry among Class I carriers has always led to some level of service disruption. While it is unlikely that the transaction will be approved by this year’s peak season, the current service backdrop could present another reason for regulators to be hesitant about granting approval.
Time will tell how the regulators will rule on the merits of the transaction, but what remains clear is that rail service issues will likely continue to be top of mind into 2022 and beyond.
Author’s Note:For more insights and to learn more about FTR’s outlook for future volumes, visit www.ftrintel.com/cscmp and download some sample reports to learn more.
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.