Business magnate Thomas (T.) Boone Pickens Jr. believes that U.S. supply chains should rely on natural-gas powered trucks to keep freight flowing.
Pickens, one of America's best-known financiers, is on a mission to convert the nation's eight million heavy-duty trucks from diesel fuel to cheaper, cleaner-burning natural gas. His "Pickens Plan" would reduce U.S. dependence on foreign oil by developing alternative sources of fuel. One key element of that plan calls for persuading U.S. fleet owners to invest in expensive trucks that run on natural gas. The plan also envisions the development of an extensive infrastructure to provide natural gas and maintenance services to truckers. Pickens sits on the board of Clean Energy Fuels Corp., a California-based company that is involved in such an endeavor.
If Pickens' conversion program succeeds, it would have a tremendous impact on U.S. supply chains, since the majority of domestic shipments move by truck.
Pickens, who will give a keynote presentation at the Council of Supply Chain Management Professionals Annual Global Conference in Atlanta, spoke recently with Editor at Large Mark B. Solomon about the project, its challenges, and its implications.
Q: Do you have a realistic number for the potential impact of converting trucks from diesel to natural gas? A: [There are] eight million trucks out of 250 million vehicles in America. Heavy-duty trucks use 20,000 to 30,000 gallons [of fuel] a year. That totals three million barrels a day. We import 4.4 million barrels a day of [Organization of Petroleum Exporting Countries] crude. So you could knock out 70 percent of OPEC oil by going to domestic natural gas for heavy-duty trucks.
Q: The biggest challenge at this point is building out a robust natural gas fueling and maintenance infrastructure. Can this network be developed without some form of government assistance? A: What you want to get from the government is a tax credit to offset the $24,000 cost differential between diesel and natural gas trucks. That differential will be there for a while because of the size of the engines. Eventually the differential will disappear because you can build natural gas engines as cheaply as you can build them for diesel.
Because natural gas is cheaper than diesel, the fuel savings will be such that you won't need federal money for the infrastructure. The conversion is going to happen without government help. What you want from the government is the help to make it happen faster.
Q: What is your time frame for this conversion? A: Five years with government leadership, 10 years without leadership. In 1972, we went from gasoline to diesel trucks because diesel was cheaper. The conversion was completed by 1977 and 1978.
Q: As we talk, oil prices have come off their highs, while natural gas prices have begun climbing from historic lows. Do you have projections as to where these prices will be a year from now? A: About US $115 a barrel for Brent North Sea crude (world oil prices), and $95 to $100 a barrel for West Texas Intermediate crude (domestic). Natural gas prices will probably be at $3.50 to $4 per million BTUs (British Thermal Units).
Q: Many natural gas producers have scaled back production because prices are not compensatory for their investments. That could explain why prices have been rising lately. What would be a good price point for natural gas that would encourage production but not choke off demand? A: $5 (per million BTUs) would put producers back to work.
Q: What is it going to take to maintain the industry momentum to convert from diesel? A: The fuel is cheaper. That's the bottom line. If I am competing against you, and you can cut your fuel bill by a third, I have to do the same thing to be competitive with you. That's where the industry is. It's happening right now.
Q: Will shippers have to push for conversion, or is this something truckers will do independently of shippers? A: Shippers are asking for this. They want to get away from the diesel surcharge. There is no surcharge on natural gas. Shippers are asking for two prices for shipping, natural gas or diesel.
Q: How much will it cost to modify each station to accommodate natural gas refueling? A: About $1.5 million to $2 million a station for liquefied natural gas. The exact figure would depend on site improvements, which include driveway ingress/egress, retention ponds, landscaping, lighting, and street and curb improvements. If stations add compressed natural gas, special equipment and dispensers would add about $750,000 to the cost.
Q: Several people, including you, have raised concerns about U.S. producers' ability to export natural gas supplies overseas to obtain a better price for their products. Do you think there should be quotas, or even an outright ban, on U.S. natural gas exports so the product stays in domestic hands? A: I'm not big on that. I think what should be done is to increase the demand in the United States and take advantage of it. I understand the economics. Producers are trying to get into a global market, because natural gas prices here are at $2.78, and in Beijing it's $14 to $16, in Japan it's $18, and in Europe it's $14.
The United States has the cheapest fuel in the world. Natural gas is a fraction of what it costs overseas, our domestic oil is $15 a barrel cheaper than world oil, and pump prices are much lower than in Europe and Asia. But when it comes to natural gas, you have to give your producers a chance to get a getter price. Either let them do it, or move to develop demand in the U.S. If your leadership would do it, you could develop demand right here.
Q: The core of the 2008 "Pickens Plan" was to make wind power a primary source of energy and convert natural gas from a primary energy source to a transportation fuel. Yet the plan never really gained traction, largely due to resistance to investment in wind power. What happened? A: Wind power is priced off the margin, and the marginal price is set by natural gas. When the proposal came out, natural gas was fluctuating in the $7 to $13 range. But when you get below $6, which is where we've been, you can't finance a wind deal.
Q: Do you still believe in the concept? A: When natural gas gets above $6, you can use wind.
Q: How much of the overall fuel problem rests with elected officials and the federal bureaucracy? A: In Washington, they need to understand the portfolio of fuels, and opportunities to use the fuels, better than they do.
Q: They don't understand the economics of it? A: You can start there. People think it's a free market for oil. It's not a free market for oil. OPEC sets the prices. Twenty million barrels come through the Straits of Hormuz every day. Only 7 percent of that goes to the United States. But we have our military over there to protect that. According to a study by the Milken Institute, we spent $7 trillion from 1978 to 2010 on Mideast oil. A great part of that was military spending, but it's still connected to the price of oil.
In the last 10 years, we have transferred $1 trillion of wealth to Mideast oil producers. That's the largest transfer of wealth in the history of mankind. If this continues for the next 10 years, assuming a price of $100 a barrel, it will cost $2.5 trillion. This is not sustainable.
What we need to know is what's in the energy portfolio, how we deploy it, what's available in the U.S., and what could be available in a North American energy alliance. That goes a long way toward getting us where we need to be. The resources here are adequate and available, and you don't need the cost of oil from the Mideast.
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.