As the economy decelerates and consumer spending cools, IHS Markit predicts that U.S. freight transportation demand will not be as strong as it was in 2021.
Despite another winter wave of COVID infections in early 2022, the underlying conditions affecting U.S. freight demand and the outlook for the rest of the year are quite different from what supply chain managers were facing a year ago. While IHS Markit is forecasting year-over-year growth for the freight market, we believe that it will be at a slower pace than in 2021.
To be sure, the U.S. is still in a pandemic, and consumers are again pulling back from spending on “socially dense” services. But despite the fact that the omicron variant set new infections records in the United States, the 2022 COVID-related disruptions are only an echo of those from 2020 and 2021. Instead, most of the economy (and schools) are still largely open, and goods demand has not softened as much, or as quickly, as many analysts assumed it would a year ago. As a result, the freight system currently is handling near-record volumes of cargo.
However, we expect the surge in goods spending will soon fade, as government stimulus program payments have dwindled and no new pandemic fiscal stimulus packages are on the horizon. Furthermore, as the infection rate eases post-omicron, we expect to see a gradual shift of consumption away from durable goods and back toward services. Figure 1 shows that the above-trend goods consumption of the last two years is about over, while services consumption has yet to recover to pre-pandemic levels. We expect this shift toward more services consumption will decrease demand for freight as we progress through 2022.
[Figure 1] Forecast of U.S. consumer spending on goods and services Enlarge this image
Freight demand will also be affected by a deceleration in inventory restocking by businesses. Businesses were able to substantially rebuild their inventory before year-end 2021. While this helped boost Q4 2021 gross domestic product (GDP) growth, it reduces business’ need to restock inventory in 2022 (with a few exceptions, such as the auto industry). This, in turn, weakens the outlook for business investment and associated freight demand in 2022.
As a result, IHS Markit has revised its forecast for 2022 U.S. real gross domestic product (GDP) growth down to 4.1%. From a long-term perspective, this percentage still represents strong growth, but it is 1.6% slower than the economy grew in 2021. Therefore, our analysis of the underlying 2022 macroeconomic and industry forecasts prepared in January sees the overall baseline for freight demand still increasing, but at significantly slower pace as we move through 2022.
Modal outlook
The forecasted pace of growth for the various transportation modes will depend on conditions affecting each mode’s customers as well as continued competition between modes. For example, the booms for segments such as the at-home food and exercise equipment are over. Meanwhile the auto industry is still playing catch up in 2022, trying to recover from the severe chip shortage, which constrained production and shipping in 2021.
Among the key elements affecting modal freight demand in 2022 are the strength of the e-commerce portions of the retail economy and the outlook for commodity sectors such as energy and agriculture exports.
IHS Markit’s analysis shows continued strength in trucking and air cargo demand in 2022, driven by e-commerce shipping. Trucking demand will also benefit in 2022 from rail intermodal’s lingering difficulties handling higher demand volume. There will be weaknesses in bulk energy and construction commodity markets not offset by the increased pace of exports, which will affect carriers serving these markets and benefit shippers of related commodities.
The structural mismatch between freight network capacity and demand that has led to so much congestion and disruption in the last two years will linger well into 2022. Freight velocity will continue to be reduced, and the workforce level will continue to be inadequate to handle e-commerce business and evolving just-in-case supply chain inventory management practices.
It is essential to note that these forecasts include some important assumptions, including that the combination of vaccinations and natural immunity will prove effective against any new variants of COVID. As a result, the forecasts assume that we will see further opening of the economy during 2022. Also assumed is there will be no substantial additional federal fiscal stimulus programs following the Infrastructure Investment and Jobs Act of 2021, nor any significant trade policy shifts.
The risks around these forecasts are high given that there are many remaining unknowns, including the potential for major geopolitical disruptions in Europe, the Middle East, and Asia. New virus variants could also potentially arise, which could extend the pandemic. There are also many unknowns around consumer sentiment, workforce participation, and additional government fiscal and monetary policy shifts in 2022.
Implications for U.S. freight markets
The economic conditions driving 2022 freight demand are not a repeat of the booming goods consumption that overwhelmed supply chains in 2021, nor will there be a reversion to the pre-pandemic 2019 composition of freight demand.
Instead, the outlook for 2022 freight volumes is for weaker growth, driven by decelerating economic growth, mostly-already-rebuilt inventories, and slowing consumer goods spending. For supply chain managers, this forecast implies a slow step down from the record-high 2021 rates in intermodal, air, and some trucking segments. However, the potential rate relief is limited, as carriers are facing persistently higher costs for fuel, labor, and equipment, as well as many inefficiencies in their operations. Capacity and operational limits will still impact most modes in 2022, especially in the first half of the year, as container port congestion has lingered through January.
For shippers, the pace of sales volume growth will be more moderate than in 2021, allowing for better management of volumes, with a few exceptions—such as for those export commodities that were impeded by operational and equipment availability in 2021.
For carriers, 2022 brings the prospect of making progress on improving operations and better satisfying customers. Yet, they could also face potentially lower margins, as the extreme supply/demand imbalance that favored many carriers with high spot rates in 2021 will dissipate.
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.