Climate change and geopolitical clashes could transform commercial shipping in the foreseeable future. For global supply chains, powerful new opportunities—and new risks—are just around the corner.
Forty years ago, the maritime industry experienced a revolution. The development of the ocean container transformed commercial shipping, making it far faster and cheaper to transport goods from one continent to another than had ever been possible before. What at first seemed like simply a way to ship goods more efficiently ended up ushering in the age of globalization, a development that had a profound and enduring impact on the global economy.
Now another revolution in commercial shipping may be on the horizon. With climate change causing Arctic ice to melt and geopolitical tensions in some regions threatening to boil over into conflict, shipping routes could radically change in the not-too-distant future. Will these changes have as big an impact as the container revolution of four decades ago? It's impossible to predict exactly how things will play out. What we can say is that climate change and geopolitical tensions will have significant, lasting effects on the maritime industry. And since the vast majority of the world's trade in raw materials and finished goods moves via ocean, supply chains around the world are likely to feel the effects.
Supply chain executives should be aware, then, of the powerful new opportunities—and new risks—that could arise as the oceans get warmer and political tensions along key shipping routes intensify.
A rival route across Russia
While most observers regard climate change as the source of eventual global-scale disaster, from the top of the world there's another way of seeing it. Arctic ice melt is about to revolutionize supply chains, potentially cutting Asia-to-Europe shipping times by up to 40 percent and shortening Europe-to-West Coast North America routes.
Since the 19th century, Arctic explorers have tried to cross the fabled and dangerous Northwest Passage through the Canadian Arctic by sea. But it was only in 2013 that the first commercial cargo ship was able to traverse it. Now, Russia's President Vladimir Putin has boasted that a new Northeastern sea route will come to rival, or even eclipse, not just the Northwest Passage but also the Suez Canal. That bold statement imparts a sense of what President Putin sees as proprietary to Russia, and can therefore be economically exploited for the benefit of the country.
Putin's vision of an alternative to the Suez route is not so far-fetched as it might at first appear. It's true that Russia's remote Arctic region does not yet have much of the port and maritime infrastructure seafarers depend on for safety, supplies, and repairs. Russia's government has, though, made billion-dollar investments in new maritime infrastructure across the Northeast Passage—which, incidentally, it prefers to call the Northern Sea Route. This has helped enable commercial shipping there to increase some twentyfold since 2010. To date, commercial traffic consists of mere dozens of vessels a year, but that increase is significant.
While the numbers of ships and voyages are still small, and the route is certainly not ready for new-generation container ships, the potential to become a viable trade route is certainly there. The opening of a regular route across Russia's Arctic coast could clear the way for other opportunities, such as creating new port cities and opening previously barren Siberian and other Arctic coastlines to economic development. Indeed, countries bordering on the Arctic Ocean are already thinking about how to take advantage of emerging opportunities to tap potentially massive, previously inaccessible mineral, oil, and gas deposits in newly exposed areas.
For countries bordering the Arctic, the stakes are not small: Some 90 billion barrels of oil and 1.7 trillion cubic feet of natural gas, estimated to be about a quarter of the world's undiscovered oil and gas, are believed to be located in the region. To be sure, there will be much geopolitical sabre rattling as to exactly who owns the Northern Sea Route and sets the tolls. Case in point: In December 2014, tiny Denmark shocked the world by presenting the United Nations with its claim to sovereignty over the North Pole, including an adjoining strip of nearly one million square kilometers—an assertion likely to be vigorously challenged by Russia and Canada, among other countries. Canada is preparing to stake its own claim to the pole, and in something of a publicity stunt, in 2007 a Russian submarine planted a titanium Russian-flag marker under water beneath the North Pole. Let's hope that any serious Russia-Canada face-offs in the future will be limited to the ice hockey rink, rather than carried out over polar ice. The signs, however, point to an escalating collision of interests.
A new "Cold War" in a cold climate
Russia has never had a huge volume of maritime trade, and for good reason. One of the supreme historical ironies of Russia is that although it occupies roughly one-sixth of the world's landmass, it has very limited access to warm water. Nevertheless, its navy is a symbol of power and national pride, dating back to the days of the tsars. Russia has reinvested heavily in its submarine fleet and in naval facilities designed to support the assertion of its national interests in the region and beyond. Certainly an Arctic power play would fit perfectly into the country's strategy. Recent events in Ukraine, after all, have laid bare Moscow's true intent: to regain as much of its superpower status as possible, and to place geostrategic objectives above its immediate economic interests and trade relations.
On the other side of the world, Canada, which has the world's longest coastline, considers the Northwest Passage to be part of its sovereign internal waters. Yet even such North Atlantic Treaty Organization (NATO) friends and allies as the United States view those waterways as an international strait open to unrestricted rights of transit for foreign vessels. It is no coincidence that Canada is now making multibillion-dollar investments in a substantially revamped Royal Canadian Navy. Even Denmark (which continues to have sovereignty over Greenland) and Norway (which also has sovereignty, although qualified, over the Svalbard, or Spitsbergen, Archipelago), the other principal powers active in the region besides Russia, Canada, and the United States, have also given their navies impressive upgrades.
What does all this mean for global supply chains? Supply chain strategists know that new northern routes could shave many days and thousands of nautical miles off trade routes. Large-scale shipping volume through the Arctic is likely years away, but when it does happen, East-West transit times could decrease by up to two weeks, which, of course, means lower fuel consumption and lower costs. (In an unfortunate scientific twist, it's probable that carbon emissions north of 40 degrees north latitude are more damaging to the climate than those released farther south.)
Manufacturers should start to think now about how considerably shorter supply chains might change their plans vis-Ã -vis logistics, shipping, and where they produce or buy their products. For example, shorter Asia-Europe and Asia-West Coast routes could help to offset China's rising labor and manufacturing costs by boosting competitiveness through faster speed to market and reducing inventory carrying costs. Eventually, the cost and speed advantages of the northern routes could potentially lead manufacturers to reconsider their reshoring (bringing manufacturing back to its original location), and nearshoring (positioning manufacturing closer to end markets) strategies.
In any Northern shipping route scenario, the Suez and Panama canals, and even the envisaged Grand Nicaraguan Canal, which currently has an ambitious planned completion date in 2020, could very well see a dropoff in their traffic as ships bypass them in favor of a shorter, faster—albeit colder—route. The Northeastern Passage along Russia's northern coast, for instance, could cut some 2,200 miles (3,500 kilometers) off the current Rotterdam-to-Vancouver route through the Panama Canal, which tallies roughly 9,000 miles (14,500 kilometers). Similar benefits would be achieved on routes between Europe and Asia (see Figure 1).
Ice-melt patterns, shorter overall distances between major markets in Europe, North America, and Asia, and concerted infrastructure development mean that Russia's Northeastern Passage and the direct transpolar route—which would pass over the North Pole, and is a far more distant reality for shipping—will emerge as economically viable commercial routes much sooner than the Northwest Passage through Canada's Arctic waters. Given its lack of infrastructure and the fact it is much longer in nautical miles, the Northwest Passage may find a different role in "destination" shipping, including tapping the region's natural resources and for adventure tourism.
Keeping Asian trade routes open for business
Russia isn't alone in ramping up its capabilities with the latest generation of naval assets, or "hard power." Coastal states along the Arctic, Pacific, and Indian oceans are also engaged in a geopolitical "feeding frenzy" to gain access to previously inaccessible natural resources, making claims on island chains and seaways in a manner that carries real risk of military and naval confrontation. Examples of disputed areas range from the North Pole in the Arctic to the Senkaku/Diaoyu Islands in an area of the Pacific Ocean bounded by China, Japan, South Korea, and Taiwan. (Senkaku is the Japanese name; China calls the islands Diaoyu.) Given the political delicacies involved in some of these long-held territories and new claims being made on others, a seemingly small incident or infraction could escalate dangerously.
What happens in even the remotest areas of the Pacific could have an appreciable impact on international commerce. About one-third of all the world's trade passes through the South China Sea, where tensions and risks are high. China intends to become the area's dominant naval and military power, and all signs seem to be pointing in that direction. As reflected in recent headlines, China has been testing the nerves of its neighbors, particularly Vietnam and the Philippines. Its hard-power buildup is very real—including the gradual development of a true "blue water" navy, as well as frequent territorial disputes and frictions involving the Paracel Islands, situated between Vietnam and the Philippines, and the Spratly Islands (where China is constructing a military aircraft runway on reclaimed land) near Vietnam, the Philippines, Malaysia, and Brunei. As part of its strategy, China also claims the waters within the "Nine-Dash Line" in the South China Sea and in late 2013 launched an aggressively enforced "Air Defense Identification Zone" in the East China Sea (see Figure 2).
Japan, the United States, South Korea, Australia, and other maritime countries are not taking this sitting down. India, ever wary of China's ambitions, is scaling up its navy too, but there's more: India's long-forgotten Andaman and Nicobar Islands stretch for some 466 miles (750 kilometers), close to mainland Southeast Asia, and four-fifths of China's oil imports pass through this obscure archipelago. India is now turning the Andamans into a major naval, air, and military stronghold that could, in the event of a confrontation, choke off China's energy and raw-material lifeline coming from the Middle East and Africa.
In a region where many countries' vital interests converge, the present risk is less at the level of deliberate conflict than of incidents that might escalate dangerously. With North American and European retailers' dependence on Chinese exports, and the critical chokepoint role played by the narrow and trade-congested Strait of Malacca in Southeast Asia, any military escalation that inadvertently erupted into a shooting war in Asia would spell a true nightmare scenario and would seriously disrupt global trade—or much worse.
The New Maritime Age
For those land-bound citizens for whom the sea is not part of their everyday thinking, and who likely think that the Maritime Age ended with the Phoenicians, Venetians, or the Spanish Armada, it's time to catch up with reality: Seaborne trade volumes and naval buildups have now reached levels never before seen in human history.
According to a Royal Canadian Navy estimate, many companies now have up to one-third of their inventories at sea at any given time. Supply chain managers who may be unaware of just how dependent their businesses are on the world's oceans and seaways may be unprepared for the serious damage and unexpected shocks that could occur with disruptions to any part of the maritime ecosystem.
That dependence makes companies increasingly vulnerable to terrorism, piracy, and even computer hackers, who could compromise the fiber-optic cables that traverse the world's seabed. Many people think that satellites still carry most global communications traffic, but actually some 95 percent of intercontinental e-mails, telephone calls, and financial transfers travel on these cables, which are unprotected and exposed to terrorism, military attack, cyber-warfare, mischief, and even accidental damage. The cables probably are more vulnerable to physical attack or damage than to hacker attacks, but should there be a deliberate attack on underwater communications infrastructure, Internet and phone service would go down or be seriously disrupted in many parts of the world. The ensuing chaos in global supply chains and business at large would make the effects of such factors as port labor strikes and geopolitical spats pale in comparison.
That is not to underplay the impact of disruptions to maritime trade along the lines of the recent slowdowns at the massive ports of Los Angeles and Long Beach, North America's busiest, as well as other West Coast ports. Although the longshoremen's union there has just ratified a five-year contract, a lengthy strike action on the West Coast in the future could bring the U.S. and Chinese economies to a standstill.
The world's manufacturers are already dependent on unfettered, uninterrupted use of the South China Sea, and many will eventually come to depend on the Northeastern Passage over the top of Russia. However, in many cases the countries that control these and other, similarly sensitive areas have placed their national and military power ambitions above their economic interests and their wish to maintain friendly international relations. This means that companies must carefully monitor geopolitical moves, especially those made by Russia and China, that could disrupt supply chains in the event of an escalation in tensions (or worse) with the West.
In short, the role of the sea cannot be downplayed. In fact, with so much at stake on the high seas, it is no wonder so many countries are building up their navies now. And while new opportunities and dangers abound, the world's peace and prosperity sail more than ever on salt water, with a strategic significance that is more profound today than it has ever been.
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.