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The Upcoming US Farm Bill is Likely the Most Expensive Yet

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The Upcoming US Farm Bill is Likely the Most Expensive Yet

Congress is enacting a multiyear farm bill, the 20th of its kind since 1933. Farm bills are normally passed every five years and shape not only what kind of food domestic farmers grow, but also how they raise said food and how it ultimately arrives on the consumer’s plate. 

Farm bills 50 years ago were focused narrowly on farmers and ancillary suppliers/providers. The farm bill that will likely be enacted come 2025 is expected to cover a dizzying array of interest groups that range from helping towns purchase police cars to broadband access. Conservation and environmental groups are omnipresent, keeping a close eye on sustainable farming practices and land use, while rural counties especially have their own integrated market of providers (bankers, insurance agencies, hunters and anglers, and local governmental agencies). 

The Price

As with most new bills, interest groups will argue that more money is needed. If more cash is pumped into this bill, projected spending would dwarf all previous bills – $1.5 trillion over 10 years. In terms of food aid, nearly 80% of the bill is proposed to go to nutrition via the Supplemental Nutrition Assistance Program (SNAP). This is the largest federal nutrition assistance program providing benefits to eligible low-income families and individuals. From there, crop insurance, commodities, and conservation are slated to receive the rest. 

Reformers are pushing for capping payments to farmers. They argue it is not the smaller farmers who reap the subsidy benefits, but rather the large farms concentrated on churning out commodity crops such as corn, soybeans, rice, and wheat.  

Inexperience is Everywhere

While the price tag will certainly be an issue, the inexperience of roughly one-third of current members of Congress will challenge the process. For this one-third (elected after the 2018 farm bill), this will be their first go-around with a farm bill cycle and the learning curve is steep. 

The American Farm Bureau Federation as well as leading commodity groups have the support of some of the more senior members of Congress. The new members will likely follow their lead, although a fierce back-and-forth between Democrats and Republicans is expected. 

It would appear for those who were expecting a more diverse and potentially progressive bill, this won’t be the time. Pundits expect the entrenched interests to maintain control as in previous bills. 

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US Port Automation is Languishing 

US ports are falling behind their European and Asian counterparts when it comes to automation. The culprits vary, but opposition from organized labor is a key bottleneck. Everything from self-driving vehicles to automated cranes is being opposed by the dockworkers’ union. The International Longshore and Warehouse Union represents roughly 22,400 dockworkers amongst 29 ports along the West Coast. Some automation had been agreed to in contract negotiations in 2008 and 2014, but in practice, implementation has been slow. 

Meanwhile, Singapore now boasts arguably the world’s largest fully automated port. The Asian giant joins Yangshan and Ningbo, China, Tanjung Pelepas, Malaysia, and Khalifa Port, Abu Dhabi as the most efficient ports in the world. Yangshan’s average container moves per hour is 113.35. Contrast this with Los Angeles, Long Beach at 57.87, New York and New Jersey at 57.60, and Oakland, California registering 25.21. Yangshan is 352% more efficient than Oakland.  

During Covid automated cranes and trucks were a common sight at the Long Beach Container Terminal. Yet, this subsided somewhat when pandemic restrictions were lifted, and currently, very few ports in the US outside of New York and New Jersey are close to the Los Angeles, Long Beach efficiency levels. Some shipping executives still remain optimistic, however. Despite China’s efficiency, US ports remain geographically competitive and will eventually be pushed to automation via market forces alone. Yet, space constraints and the potential for attractive returns on heavy equipment investment will make it difficult in the short term. 

The union leader (International Longshoremen’s Association) of the East and Gulf Coast dockworkers union made recent news with an expressed intent to mount a coalition to curtail automation in maritime operations. The previously mentioned space constraints, however, are difficult to remedy in major metropolitan area ports. New York, New Jersey, Los Angeles, and Long Beach are roped in. There is little to no area to expand. Khalifa Port in Abu Dhabi by contrast is swimming in open space. 

One bright spot is the modern terminal at Long Beach, one of four at Los Angeles, Long Beach that can currently handle twice as many containers (per acre) as a conventional port. Yet, the remaining terminals in the nation’s busiest gateway for container trade have shown little interest in automation. 

Automation ramp-up is costly and ports end up surrendering terminal space while under construction. This amounts to revenue loss for a significant period. It would appear in the short term that America’s Asian counterparts are still in a comfortably competitive position.

layoff

This is How Companies Conduct Lay Offs 

Laying off an employee is a longer process than most would assume. While small companies are understandably more agile, larger firms pour through employee quantitative and qualitative data to arrive at short lists of candidates per division or area. The process can take months and it is one of the least enjoyable jobs of any department head or C-suite employee. 

Tech sector layoffs swept the nation in late 2022 and well into 2023. The US is now witnessing other industries such as health care, the auto industry, as well as banking trimming their workforces. CVS is expected to slash 5,000 positions, McKinsey has announced a 1,400 job cutback, while Deloitte is likely to eliminate 1,200 employees. 

Historically, seniority was the first variable that guided layoffs. Firms would group folks into 5-year tranches – those working less than five years, five to ten years, ten to fifteen, and so on. Now, however, it is more common for firms to value skills over tenure. Recent performance is another factor that is also considered and while it might seem reasonable to look at salary levels, many times those employees with the highest salaries are also among the firm’s top performers. 

Many companies are transparent with their layoff criteria. Boeing, for example, announced earlier this year that they would concentrate hiring in engineering and likely cut 2,000 positions in human resources and finance. While this can certainly put people on edge, some companies prefer a transparent process to minimize surprises. Amazon did something similar, communicating cuts would be concentrated in advertising, the Twitch streaming businesses, and cloud computing. 

When considering layoffs, executives ask themselves where their respective businesses are heading. While layoffs reduce expenses, long-term, positive returns do require investments. It is a mistake to believe Human Resources (HR) is the entity reducing personnel. HR most certainly has a seat at the table, but they are a vehicle to manage the process. It has been informally reported that some firms maintain “layoff documents.” These are documents with names and notes in the event a certain percentage of people need to be laid off. They are live lists, updated frequently, and reviewed with HR. 

Lastly, it would be unfair to paint the C-suite and department heads as cold and nefarious employment destroyers. A large part of considering who to lay off also involves considering who could be transitioned to a more profitable or promising area within the company. Layoffs are costly as the firm then must spend months onboarding new hires and building back up that loss of institutional knowledge. A company would much rather move an employee into another area than fire them. 

 

oil and gas

US Shale Struggles as Rigs Drop and Capital Spending Dries Up

 

By: Peter Frerichs  

 

As the pandemic waned the Permian Basin (of West Texas and New Mexico) turned into a growth engine for US shale. Small, private drillers cleaned up but it would appear their most propitious spots are now tapped out. Many drillers are shedding rigs while their larger counterparts are sitting patiently on greater inventories of undrilled wells. 

 

US crude production is likely to remain tepid for the remainder of 2023. Moving forward some estimates point to fewer than 300,000 barrels a day in 2024 compared to this year. Company break-evens have increased by $5 to $10 due to the rising cost of materials with steel pipes in particular up approximately 40% compared to 18 months ago. 

 

When pandemic lockdowns were lifted the Permian basin saw an influx of smaller drillers. Russia’s invasion of Ukraine subsequently pushed the US benchmark past $130 and this quick rebound in US oil production was a boon for frackers. Yet, declining commodity prices and stubbornly high levels of inflation have pinched operator margins. The share of current private driller rigs in the Permian is now 42%, the lowest amount since May 2021. 

 

The break-even for companies in the Permian’s Delaware portion has increased over 34% since 2021 to roughly $43 a barrel. Meanwhile, in the Midland region of the Permian, the break-even is now $47 a barrel, an increase of 39%. US oil prices have averaged nearly $75 a barrel since January, a level that permits smaller drillers to remain profitable. However, sluggish natural gas prices are cutting into cash flows. Large companies, by comparison, are pumping out crude as prices fall and at the same time have become more efficient. Prominent firms such as Devon Energy, Pioneer Natural Resources, and EOG Resources have all reported break-evens under $50 a barrel.    

 

The decrease in rigs drilling for oil and gas is notable. At the beginning of the year, approximately 800 were operable, but that number now stands at around 670. Private drillers constitute nearly 70% of the decrease. Over the past three years, capital spending has plummeted. Compared to the three-year period of 2017 – 2019, capital spending over 2020 – 2022 fell by 70%. 

 

Some are protecting their inventory with an eye on September to test new potential. Shortfalls will persist if capital investments remain stagnant and companies spend to maintain as opposed to building out operations. 

sourcing trade

Questioning the Merits of Globalized Trade

Threats to global trade aren’t new. History is full of protectionist hyperbole coupled with good-faith arguments on the merits of trade solely between trusted partners. In the end, we come back to the safe harbor that is a globalized market. But that doesn’t mean the conversations in the other direction ever subside. In fact, we’re returning to the issue once again. 

Global Trade at a Glance 

If we zoom out and look at global trade growth, there is little evidence to suggest we are in a deglobalization moment. At the onset of the pandemic global trade growth slowed, but it has since rebounded and is arguably at its highest value ever. Yet, viewed solely as a share of GDP, here is where we see a dip. Most of the dip can be explained by China and India. From roughly 2003 to 2010 both economies were exporting goods and services at a steady clip. India continued to climb but eventually began declining by 2013 while China has experienced an unvarying decline since 2010. 

The 1990s was an era characterized by hyperglobalization. Economic indicators were broadly over-performing and extreme poverty was greatly reduced. East Asian countries witnessed dramatic growth and as a result standards of living globally increased. Electronic devices – smartphones and computers specifically – provided hundreds of millions of people ways to be more productive and of course, improve entertainment and communication options. Airline prices came down allowing more and more people to travel all thanks to market-oriented policies and openness. 

Peace Matters

Another often overlooked reason contributing to the boom of the 90s and early 2000s was a historically long period of peace. When countries are interconnected the incentive to play nice is substantial. War in this era would have equated to dreadful consequences. Yet, all along the tensions surrounding winners and losers, inequality, and the plain desire for something different were evident. This first began around 2015, later reemerged during the pandemic, and is now back in the news following Russia’s invasion of Ukraine. 

Our Parents Were Better Off

The age-old concept of parents putting everything in place so their children will have a better life seemed to have run its course by the late 2010s. The average worker globally was better off compared to their predecessors. Nevertheless, there is evidence pointing to some advanced economy workers underperforming the previous generation. There were also interesting geographic observations with communities importing freely from developing countries doing worse than those communities without the same amount of imports. This led to natural scapegoats (cheap labor abroad is stealing American jobs) and helped to fuel protectionist voices. 

In parallel, big firms became gigantic firms and a cohort of middle and upper-management people were getting extremely rich. People around the US especially blamed China for unfair competition due to the country’s use of subsidies and entry restrictions to doing business. Most economists at the time did not recommend protectionist policies, but rather some manner of redistribution from those at the top to those left behind. 

The COVID Effect

COVID was unique in that it brought about both a supply and demand shock. On the supply side, suppliers faced a series of lockdowns that hampered deliveries. From the demand perspective, cars, second homes, and medical supplies rose dramatically. Now, the delays we all faced in receiving goods and services were real. Yet, the US (and many other countries) proved very resilient and despite overall trade volume decreasing, importers and exporters collaborated with the same partners before the pandemic and actively sought out new ones throughout. This should have been enough to at least stave off deglobalization arguments for a short while. But what came next has fueled a resurgence.  

A Geopolitical Hot Bed

The most interesting outcome of Russia’s invasion of Ukraine had nothing to do with Russia or Ukraine. Germany, one of the world’s largest economies, depended on Russia for two-thirds of its natural gas, roughly one-third of its oil, and half of its coal. The invasion pushed Germany and many other European countries into a very difficult position where economic interests favored supporting Russia, but the political and social environment absolutely prohibited it. 

The alarm went off with leaders and influential actors publicly chastising certain countries for having cozied up to Russia in exchange for cheap energy. Others wondered how their shifts to a carbon-neutral future were possible without cheap energy subsidizing the path forward. In parallel China became increasingly hostile in its position with Taiwan, home to arguably one of the world’s most valuable industries – semiconductors. Should China seize control of Taiwan Beijing would reap the spoils of approximately 20% of the industry. At this point, most of the world would be pushed into doing business with an openly hostile aggressor.  

A Cold Status Quo

The future is notoriously impossible to predict. One direction could be a US/China split where respective allies choose their camps and trade within them. Yet, when we think about how new ideas emerge, population matters. Having the world’s largest countries (China, India, US, Indonesia, Pakistan, Nigeria, Brazil, Bangladesh, Russia, and Mexico) more or less aligned is a benefit to humanity. Looking at this list challenges certainly exist. 

Some are concerned about how these splits affect issues such as climate change. The cost to produce solar panels in the West is higher than in China. If you remove low-cost suppliers from the chain decarbonization efforts will stall. While climate change is an issue, making people richer (especially among some of the poorer nations in the previously mentioned list) would lead to communities being more resilient to climate shocks and better equipped to invest in adaptation measures. 

For the time being, we find ourselves in a new cold war of sorts. It would be foolish to forget what occurred during the interwar period in the 1930s. Multilateral trade shifted to trade within empires and friends. This ratcheted up the heat leading into World War II. Policymakers have their work cut out for them over the coming years. Until quite recently peace and open markets were an aberration in the human experiment. War and conflict had been the norm.   

 

   

          

 

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Who Are the Top-Paid CEOs?

CEO pay is a lightning rod issue. Many praise a high-performing executive while others cannot fathom the salary levels. The debate will certainly continue, but just who are the top-paid CEOs in the United States? 

The top-paid CEOs aren’t necessarily the ones at the helm of the largest companies. CEO pay depends on a lot of things, and sometimes negotiating leverage and timing play an outsized role in determining the agreed-upon compensation. For example, Apple CEO Tim Cook was out-gained by CEOs at companies like Pinterest, Hertz, and Peloton. In fact, of the 10 highest-paid CEOs in 2022, only 4 ran companies listed in the S&P 500, the largest publicly traded companies in the United States. 

Topping the list in 2022 was Stephen Schwarzman. Mr. Schwarzman heads Blackstone, the private-equity behemoth, and netted an overall package of $253 million. Next up was Sundar Pichai, the CEO of Alphabet, the parent company of Google. Mr. Puchai took home $226 million, besting tech peers at Oracle and Apple. The overwhelming majority of CEO pay is restricted stock or options. As such, the value of said pay fluctuates greatly. There are also a host of performance targets with corresponding values as well as bonuses depending on the time served. 

Stephen Scherr of Hertz came in number 3 with a total pay of $182 million. Previously he was the Chief Financial Officer at Goldman Sachs Group and accepted the Hertz position in February 2022. This was a rough patch for Mr. Scherr as Hertz had recently emerged from bankruptcy-court protection. So far this year, however, Hertz shares are up 20%. 

Following Hertz is the CEO of Peloton, Barry McCarthy. He too began his tenure at Peloton in February 2022 and nearly all of his 2022 pay package ($168 million) was in stock options. Peloton went through a painful 2022 with the company’s value dropping by 79%. 

Another member of the Top 10 club is Bill Ready of Pinterest. Of his pay package of $123 million, roughly $101 million was in stock options and $21.5 million in restricted stock. By December 2022, Ready’s stock and option awards had increased to $153.6 million. 

While the company names to this point are all recognizable, CS Disco certainly is not. A 10-year-old company selling online services to law firms, this Austin, Texas-based firm is by far the smallest company in the top 10. Their CEO, Kiwi Camara, is a co-founder and took home $500,000 in salary in 2022. But it was his stock options, valued at $109 million, that placed him with the likes of Blackstone, Alphabet, and Hertz.    

 

trucking

The Demise of a Trucking Giant

One of the nation’s preeminent trucking companies has shuttered after 99 years in operation. Yellow Corporation employed approximately 30,000 people of which 22,000 were Teamsters members. In terms of size, it is likely the largest collapse in US trucking. 

On the heels of its 100th anniversary, Yellow staved off the inevitable for nearly three years. Despite a $700 million Covid rescue loan in 2020, the Nashville, Tennesse firm could not remain afloat. Started in 1924, Yellow had navigated rough waters before 2023 but many point to a merger in 2003 with Roadway as the initial steps that led to the company’s ultimate demise. 

Roadway was a fierce competitor of Yellow for decades and the justification around the merger was the hope each would be more competitive, especially with nonunion rivals. While the two companies initially combined their back-office functions, they did not do the same with their networks. As such, cost savings were minimal. 

Yellow bought another large competitor two years later and followed the same playbook – back-office functions were combined but networks were not. Once the 2008 recession hit trucking demand plummeted and one of Yellow’s biggest customers, Walmart, decreased business with Yellow by close to 50%. Since 2009 the company operated most years at a loss and the combination of integration failures, prior union concessions, and a burdensome debt load led to a 2021 cost-cutting and integration plan. Despite thinking these measures would improve the business, the union was not asked for concessions and refused to negotiate for nine months. 

For most of 2023 declining shipping demand has plagued the larger freight sector. Rates and volumes have buckled and Yellow saw its cash holdings fall from $235 million in December to approximately $100 million by June 2023. Feisty exchanges between the Teamsters and Yellow led to a threatened strike by mid-July. Yellow’s attempt to defer two pension-fund payments was not well received but the Teamsters maintain that Yellow’s mismanagement lies at the root of the company’s troubles. 

When Yellow received its $700 million Covid loan management attempted to push sweeping integration. The Teamsters supported the loan as a job-saving measure but the company had already lagged begin its rivals in key metrics. For example, Yellow’s average revenue per shipment was $319, compared to its competitors at $400. A $700 million dollar loan could only slow the bleeding. The Covid rescue made the Treasury the holder of 30% of Yellow’s shares. The share price went from a high of $28 in 2014/15 to 17 cents as of late July. 

Damotech warehouse security soundproofing

A Dampening Goods Demand Has Warehouses in a Bind 

After two years of declining availability, the industrial real-estate vacancy rate is up again. According to real estate services firm Cushman & Wakefield, the first quarter of 2023 posted a 3.6% nationwide industrial real-estate vacancy rate marking the third straight quarter increase. Warehouse space and logistics networks continue to be pared back and the remaining half of 2023 will appear to follow a familiar trajectory. 

The pandemic fueled a red-hot warehouse hiring spree adding roughly 700,000 workers over a two-year period. Average hourly pay increased by 8% and investment in logistics networks was beefed up. Tales of companies worried that workers would leave their centers for modest pay increases down the street were common. Workers maintained tremendous leverage with US warehousing employment hitting a peak of 1.96 million jobs in June 2022. Since then, however, over 41,000 jobs have been shed. 

Like most sectors, broader economic uncertainty is driving this cooling trend. There’s been a pullback of online sales and a looser US labor market has left employers with little wiggle room. Many companies had put in place attendance bonuses and similar incentives during 2021 and 2022 to retain workers, especially around the end-of-year peak season. The market for 2023, however, is drastically different, and even though the US jobs market overall has remained strong (consumer spending has boosted 1.5 million jobs over the first five months of 2023), the nature of the spending is what matters. 

For example, Americans spent more on services in May, but less on goods. Despite recession fears and lingering inflation, air travel was a service that continues on an upward trajectory. Many airlines project healthy profits and a continued strong summer demand, as does the healthcare industry. But warehousing and distribution networks rely on goods. E-commerce sales dropped by 15.1% in the first quarter of 2023. Contrast this with the middle of 2020 when e-commerce sales represented 16.5% of overall US retail sales. 

According to the Bureau of Labor Statistics, compared to two years ago the number of warehouse workers is still approximately 275,000 jobs ahead. But the ramp-up was so extreme that it will take time to move back to a more calibrated level. The average hourly wage for a US warehouse worker stands at $23.71 – this remains 8% higher than in 2022. Contrast this with pre-pandemic hourly wages in the $14 to $18 range and there is room for downward movement. E-commerce sales will eventually pick up but it’s hard to say if the pandemic peaks can be replicated again. 

 

 

 

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Slowing E-commerce is Putting a Strain on Logistics 

E-commerce growth has slowed leaving pandemic-fueled firms in a bind. Blue Apron, American Eagle Outfitters, and Shopify are just a few of the companies that ramped up their logistics networks in 2020/21 with customers homebound and purchasing online. Amazon has been the gold standard in this arena, but few firms can achieve scale. Now that online commerce is back to pre-pandemic levels, delivering goods at the same speed to home after home is proving to be a strenuous undertaking. 

American Eagle was especially aggressive over the last three years having established a logistics subsidiary, Quiet Platforms, to facilitate increased demand. The company spent hundreds of millions of dollars to scale, eventually offering its services to similar and even rival retailers. Management reports that delivery costs were indeed streamlined, but the overall performance of Quiet Platforms in 2023 is not meeting expectations. As a result, the workforce has begun to undergo a trim.

A major component of the e-commerce ramp-up was the construction of last-mile delivery services. Namely, centralized systems, warehouses, sorting and loading solutions, and the corresponding transport to the customer’s residence. Buyers will always want their product as quickly as possible, but the most time-consuming and expensive part of the shipping process is the “last mile.” One estimate places 53% of the shipment’s total costs just on the last mile. Moreover, chain inefficiencies can result in up to 25% losses during this stretch alone. 

It took Amazon roughly two decades to build its logistics network. This spans trucks, planes, warehouses as well as the collaboration of FedEx and United Parcel Service. Yet even the Seattle behemoth has had to pull back on logistics growth in this challenging economic environment. Blue Apron is another example of a company that scaled rapidly during the pandemic. Their pre-measured meal kits with attractive and easy recipes were supported in great numbers by a slew of homebound clients. In the face of rising demand Blue Apron hired 1,200 new employees and opened two warehouses. Today sales are stagnant and Blue Apron is selling its logistics assets to a specialized firm. 

Shopify was another company seeking to rival Amazon during 2019 and 2020. They acquired two logistics firms but are now selling their fulfillment operation to Flexport. Shopify, like Blue Apron, is focused on the merchant experience and letting third parties handle the logistics. The pandemic demanded a strategic shift, but the shift back to pre-pandemic markets has been costly.  

 

   

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Freight Companies are not Expecting a Robust Peak Shipping Season Come Fall 2023

For cargo carriers, the last quarter of the year is typically the strongest. Yet, the last quarter of 2022 was anything but with overstocked retailers canceling orders and carriers dialing back freight volume expectations. In early 2022 tight capacity and increasing shipping prices yielded significant profits to the larger logistics and transport sector. But consumer spending ended up shifting to services and retailers have been left with excess inventories. 

This year, Switzerland-based Kuehne + Nagel International is not expecting a rosier panorama. Freight operators are already preparing for a weak shipping season come fall. Fall is usually the season when companies begin pushing goods through supply chains in preparation for the end-of-year holidays. Kuehne + Nagel operates ocean container lines, airfreight companies, as well as middlemen. In a good year, the midsummer surge is a revenue driver with manufacturers and retailers prepping for back-to-school and the previously mentioned end-of-year. So far this year large merchants have continued to cut back excess inventories and this does not appear to be letting up. 

Compared with the second quarter of 2022, Kuehne + Nagel’s net turnover plummeted by 43% over the same period. A decline in airfreight and ocean demand cut profits by more than half and Kuehne + Nagel unit costs were slashed from the first to second quarter by 14%. A rival to Kuehne + Nagel, DSV A/S, is in a similar predicament with their air and sea division having posted significantly lower volumes compared to a year ago. They have reduced their full-time workforce by 1,900 during the first quarter of this year and logistics employment overall continues to be trimmed. 

The Logistics Managers’ Index, established in 2016, tracks logistics metrics (inventory, warehousing, and transportation) coupled with the responses of 100 + professionals on the direction and movement of key logistics metrics. They then release a corresponding monthly report and June 2023 marked the lowest point in the history (6.5 years) of the index.

While ocean shipping volumes remain suppressed for DVS and others, if consumer demand improves airfreight could pick up. The DVS earnings outlook had improved slightly as significant worsening is not expected. But all of this does not bode well for 2023.