Victoria Kickham, an editor at large for Supply Chain Quarterly, started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for Supply Chain Quarterly's sister publication, DC Velocity.
Supply lines are moving slower across the U.S./Canada border, especially in the Detroit area, as protests continue throughout Canada in the wake of Covid-19 vaccine mandates affecting truck drivers, which took effect in January.
Data from supply chain visibility platform FourKites showed changes in on-time delivery, shipment volume, and wait times as the vaccine mandates went into effect the weeks of January 15 (for U.S. to Canada travel) and January 22 (for Canada to U.S. travel), and the company is continuing to track volatile conditions, especially at the Detroit/Windsor, Ontario, border, which is the busiest land crossing between the two countries and a vital corridor for auto industry trade.
Glenn Koepke, FourKites’ senior vice president for customer success, said the situation marks one more in a long line of supply chain disruptions companies have had to deal with in the past two years. He said the slowdowns and lower shipment volumes will be “pretty significant” over the next week or two in the Detroit area, with residual effects in the broader regions on both sides of the border.
“I think folks didn’t anticipate as much of a reaction to what happened [after the vaccine mandates and protests], and it immediately was reflected in poor on-time data [and] decreased performance,” Koepke said. “We see a shift in volume as well.”
FourKites tracked a 9% decrease in on-time delivery performance, a 7% decrease in total shipment volume, and a 17% increase in average wait times for all U.S./Canada cross border shipments the week of January 15, compared to the previous week.
On-time delivery performance fell 4% and average border wait times increased 8% the week of January 22, with no decrease in shipment volume. On-time delivery performance for U.S. to Canada shipments have since improved, but the data show declining rates for deliveries from Canada to the United States, likely due to continuing effects from protests and blockades, Koepke said. Wait times from the U.S. to Canada were trending downward by roughly 30% as of this past Monday, but wait times from Canada to the U.S. were up by 20% or more compared to the previous week.
As of Thursday morning, Detroit’s Ambassador Bridge, which Koepke says typically handles around 8,000 trucks a day crossing the border, remained temporarily closed.
Automotive production lines face the most immediate threat, but Koepke said he expects impacts on the customer fulfillment side over the next few weeks as companies deal with delays and the need to re-route deliveries.
“We’ll see a slowdown in inbound raw materials shipments, a slowdown in production, and customer deliveries,” he said.
As of Wednesday, major automakers in the region had closed some operations and reduced shifts as a result of shortages.
The cross-border vaccine mandates have spurred protests against the Canadian government’s broader Covid-19 restrictions. Led by the “Freedom Convoy” of truckers that made its way across the country to the capital city of Ottawa last week, the protests have attracted people from all over Canada and are impeding business and trade in Ottawa, Windsor, and elsewhere.
The Canadian Trucking Alliance, which has said it opposes the protests, released a statement this week urging government and business leaders to work together to end the blockades.
“The patience of drivers and the vast majority of the trucking industry regarding these blockades has long-since expired. The trucking industry and its drivers are paying a heavy price for the unlawful actions of those who choose to politicize and target our borders and highways and choke off trade between Canada and the United States. Their actions simply hurt Canadians and they have shown a blatant disregard for all the lives they are impacting,” CTA President Stephen Laskowski said in the statement.
U.S. trade groups have also weighed in on the issue. Earlier this week, the Missouri-based Owner-Operator Independent Drivers Association (OOIDA) sent letters to both the Biden Administration and to Canadian Prime Minister Justin Troudeau asking that truck drivers be excluded from the cross-border vaccine mandates, as they were under previous Covid-19 restrictions. OOIDA has more than 150,000 members in North America, including 1,000 Canadian drivers. The group says the nature of the drivers’ work and their status as essential workers should exclude them from the mandates.
“Throughout the Covid-19 emergency, professional truckers have been risking their lives to deliver critical goods to communities throughout the U.S. and Canada. Prior to January 2022, truckers were operating safely back and forth across the U.S-Canadian border to ensure North Americans had the food and supplies they needed without having to show proof of vaccination or disclosing any other aspects of their personal medical history,” OOIDA wrote in the letter to Prime Minister Trudeau. “Since commercial drivers spend the majority of their time alone in their vehicle and outside, there is no evidence that truckers present a higher risk of spreading the virus. Because the current cross-border policy disregards the economic contributions of the trucking industry and overlooks the basic operating procedures of the profession, we urge you to immediately exempt professional truck drivers from the vaccination mandate.”
OOIDA said the mandates impede cross-border trade, noting that many drivers have elected not to operate cross-border routes under the new rules and that others have experienced excessive wait times at the border due to the new protocols.
“This has intensified existing challenges facing North American freight networks and the supply chain and has resulted in higher prices for consumers,” they wrote in letters to both administrations.
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.