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CEVA LOGISTICS ADDS SUSTAINABLE AIR TRANSPORT TO LOGISTICS SOLUTIONS

ceva logistics

CEVA LOGISTICS ADDS SUSTAINABLE AIR TRANSPORT TO LOGISTICS SOLUTIONS

Sustainability continues to underscore operations and initiatives in logistics. Last year, the industry saw even more attention on reducing carbon emissions, specifically for airfreight transportation–from commercial airliners to leading logistics companies. As seen with the maritime industry with IMO 2020, reducing the overall carbon footprint is the primary goal, but the logistics industry is taking a piecemeal approach to cover all bases. Notable companies linking arms to fight the issue of carbon emissions in the airfreight logistics sector include DHL, Yusen Logistics, Bollore Logistics and, of course, CEVA Logistics. In April 2021, CEVA Logistics announced its position on the issue through the joining of United Airlines’ Eco-Skies Alliance as an official partner (along with the other aforementioned companies). 

Known for being the world’s leading supply chain management organization headquartered in Marseille, France, CEVA is no stranger to stepping up in the name of sustainability. As part of parent company CMA CGM Group’s mission, CEVA is committed to acting for people, the planet and responsible trade–and that’s exactly what the logistics company is accomplishing through initiatives such as switching to sustainable aviation fuel (SAF), for example. Not only does this move support the Group’s mission, but it also supports collaboration along the supply chain. 

“One long-term benefit and advantage of SAF is that it is a concrete opportunity for shippers, freight forwarders and carriers to work together to improve the air freight industry,” explains Peter Penseel, chief operating officer of Air Freight at CEVA Logistics. “This type of collaboration can extend beyond SAF and environmental topics to ones like safety. As an example, we were recently the first company to receive IATA’s new CEIV Lithium Certification for the safe air transport of lithium batteries, so we’re encouraging other industry participants, whether freight forwarders, ground handlers, or carriers, to support this important safety topic as well.”

The leaders behind the CEVA mission capitalize on what can be done now to reduce problems for the future. This proactive approach differentiates the business from competitors while creating a competitive advantage for customers. This serves as a primary driver behind the CMA CGM Group’s goal of becoming carbon neutral by 2050.

“The Group aims at becoming carbon-neutral by 2050 and is significantly investing in research and development to help the emergence of future energy sources and technologies to reduce the impact of transport and logistics on the planet,” Penseel adds. “Encouraging the use of SAF in air transport is a direct outflow of this corporate commitment. Whether or not SAF is the long-term answer in air freight logistics, CEVA is taking tangible action today, with an eye on the solutions of tomorrow.”

What some logistics organizations might misunderstand that CEVA does not is the critical blending of customer needs and environmental needs. And in the modern world, it seems all players in the logistics arena are feeling the pressure to support sustainability more now than ever.

“Reducing emissions in the supply chain requires alignment with customers,” said Penseel. “We work alongside them to offer and encourage the right products and services, including alternative fuel options. We must embark on this journey together with a common vision and roadmap. To that end, we are a part of the Sustainable Air Freight Alliance (SAFA), which advocates for responsible transportation. The organization is made up of shipping companies, airlines and freight forwarders that are committed to measuring and reducing their carbon dioxide emissions.”

These changes do not come without their own set of unique challenges, however. Penseel adds that the current infrastructure landscape poses specific roadblocks that could potentially impede progress in the pursuit of carbon neutrality, warning that careful planning and collaboration along each step of the shipping process is critical and shouldn’t be compromised. 

As an air freight industry, we need to be conscious of the production and infrastructure capacities for SAF,” he says. “As we ramp up the use of this alternative fuel, we need to ensure that we can deliver on our commitments. If the industry offers more SAF options, we need to work closely with the entire upstream environment to ensure the needed supply and infrastructure will be there to meet the demand we as an industry are creating.

“Estimating carbon footprint and planning accordingly is the first step toward a more sustainable supply chain. For example, we offer an eco-calculator on our website and through our MyCEVA digital booking platform to estimate the logistics carbon footprint of a shipment via ocean, air, or ground.”

Looking to the future, CEVA has more carbon-neutral tricks up its sleeve. Penseel confirmed the organization is currently discussing additional SAF options and programs with numerous air carriers to confront and resolve near-term environmental concerns. 

2022 has officially greeted the industry with CEVA taking it by the horns with customer and environmental needs at the forefront of its dedicated solutions. The organization capped off 2021 with its latest acquisition of Ingram Micro’s Commerce & Lifestyle Services business, representing another feather in the CMA CGM Group’s hat in the ecommerce planning and omnichannel sectors, further positioning them as leaders in all things shipping and supporting the goal of becoming a name among the top five global third-party logistics players. 

“The acquisition of Ingram Micro CLS is strategic for the CMA CGM Group,” Rodolphe Saadé, chairman and CEO of the CMA CGM Group, said in a December release. “After completing its turnaround this year, our subsidiary CEVA Logistics will accelerate its development and join the world’s top four in contract logistics.”

Customers can continue to look forward to maximizing their opportunities in meeting their own customer needs while playing an active role in contributing to a cleaner, greener and more eco-friendly way of conducting business. 

“We look to help our customers make the best decisions when planning their logistics and freight transport operations to reduce environmental impact as they balance the business and timing needs of their supply chain processes and shipments,” Penseel concludes. 

To learn more about CEVA Logistics, please visit cevalogistics.com.

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Peter Penseel is chief operating officer at CEVA Logistics.

supply chain

Supply Chain Predictions 2022: Growing Investment in Delivery Technology

The world’s supply chain issues will be alleviated by rapid, wider adoption of logistics solutions and technological advancements in 2022. Though the supply chain crisis will continue to challenge the shipping and delivery industry in the coming year, companies must look past short-term mitigation strategies and invest in long-term solutions with greater potential to materially impact key crisis drivers.

I predict these technologies, paired with companies’ willingness to adapt their operations, will help global economies rebound from the pandemic, navigate bottlenecks and meet relentless consumer demand. 

Mounting Challenges Require Flexible Solutions

In 2022, supply chains need to remain flexible, agile and adaptable in order to overcome the industry’s substantial challenges:

Consumer Demand: Consumers’ demand for fast, free, flexible shipping will grow in 2022 as online penetration increases in retail markets. Shippers and carriers that can best address these demands will maintain a competitive advantage over those who cannot. Retail giants like Amazon, Walmart and Target set the shipping and delivery standards that competitors must also provide in order to retain customers. 

Supply Chain Bottlenecks: Supply chain bottlenecks, like those widely publicized throughout 2021, are expected to continue through the first half of 2022. The pricing of container rates, especially those servicing transpacific routes, will continue to rise.   

Driver Shortages: The American Trucking Association estimates the U.S. shipping and delivery industry is short approximately 80,000 drivers. This limited capacity deeply impacts companies’ abilities to meet increased delivery demands.   

Technological Advancements, and Investments, Will Alleviate Crises

Key players in shipping and delivery should consider investing in technology enabling them to adapt quickly. Many businesses have already adopted new software to help them overcome supply chain challenges, and even more are expected to take the leap in 2022. Billions in funding have poured into logistics technology startups as investors capitalize on the opportunity to improve supply chains. 

The following technological advancements will spur progress in the shipping and delivery space in the coming year:

Logistics Solutions Offering Visibility and Orchestration: Logistics software and technology will grow in popularity and integration, with a particular interest in platforms offering Real-Time Transportation Visibility (RTTV) and delivery orchestration solutions as shippers and carriers seek to optimize their supply chains. RTTV also allows companies to provide customers with tracking updates that enhance their experience and strengthen their brand relationships.

Artificial Intelligence (AI) and Machine Learning (ML): Platforms utilizing ML and AI will be a major focus for companies investing in technology, as they allow shippers and carriers to quickly spot problems (like goods shortages or port congestion) and take action earlier when they arise. This enables companies to maintain an exceptional customer experience. In addition, leveraging AI to identify opportunities creates more efficient delivery routes, which saves time and money, and empowers companies to make more deliveries with a finite labor pool.

Predictive Intelligence: Predictive Intelligence will become more popular and more important in 2022. Leveraging historical route and shipping data, machine learning technologies can generate more accurate ETAs and trigger alerts to delivery stakeholders if there is a significant, unexpected delay. ML and predictive intelligence can optimize supply chain operations, discover opportunities for efficiencies and support rapid scaling.

Autonomous Deliveries: In 2022, we will see increased adoption of autonomous technologies such as drones and autonomous delivery trucks. These reduce costs and delivery times while alleviating labor shortage pressures. 

Non-Traditional Fulfillment Will Be Key

Of all elements within the shipping and delivery industry, fulfillment is the area likely to experience the most change in 2022. I expect to see large advancements in omnichannel fulfillment. Many more businesses will embrace non-traditional fulfillment options such as curbside pickup, parcel lockers, dropshipping (D2C shipping), pop-up distribution centers and dark stores. These give shippers and carriers more flexibility, allowing them to adapt to demand surge and capacity shortage. 

Increased Focus on Sustainability

Rising consumer demand means rising carbon emissions as companies race to deliver goods. The supply chain’s impact on the environment is of growing concern, and more companies have committed to investing in sustainable solutions. In 2021, logistics and delivery management platforms enhanced their sustainability functions, adding features that measure carbon emissions and optimize operations to support sustainability efforts. In 2022, this will accelerate as businesses will take more significant steps toward reducing their carbon footprint, including prioritizing more efficient routing and using electric vehicles.

The year ahead is filled with challenges and opportunities for shipping and delivery businesses worldwide. Their success relies on their adaptability and investment in the right tools to get the job done.

air

AIR PLAN MODE: REACT, ADAPT AND COLLABORATE TO MOVE FREIGHT BY PLANE

When we think of the “future” in terms of the global supply chain, advanced technology and new forms of disruption are usually among the things international shippers are most concerned about. With 2021 at its end, the “future” is right around the corner. Meaning, what supply chain players do now (and what has been done thus far) will inevitably impact 2022 and beyond, and the more one understands this market’s evolving patterns, the more successful they will be in managing what is to come. 

Throughout the past year, the air freight market has seen various shifts, particularly with global capacity constraints, remnants from pandemic-driven disruptions, and an overall increase in demand. To fully understand the future of air freight, we must look at the big picture. To do this, BDP International’s VP of Global Airfreight, Patrick Olyhoeck, shares what global shippers can do to navigate 2022. 

The first shift is perspective. 

“Industry players can be more proactive by learning to fully understand industry challenges from a customer’s perspective to help them collaboratively overcome challenges,” Olyhoeck says. “The industry is impacted by factors including COVID-19 recoveries… and fundamentally, proactivity can only come from understanding key market challenges, thinking forward and engaging across stakeholders to find future solutions.”

He shares the following shifts are among the most significant currently being felt across the market:

-Impacts on capacity due to lower passenger numbers

-Impacts from the re-balancing of trade relations

-Impacts from the knock-on effect of capacity needs from ocean to air 

-National level challenges including HGV drivers in the UK impacting final the distribution of air cargo

Despite these shifts, in addition to the ones not yet seen or felt by the market, it is quite clear that some challenges are here to stay–pandemic or no pandemic.

“The basics of the market did not change,” Olyhoeck says. “Compare it with a soccer game, two decades ago. The speed of today’s game is enormous with real athletes on the pitch but still, you need to score to win the game–this is equal to our industry. Although regulations and customer needs are changing, we still move air cargo from A to B. The nature of air cargo remains focused on speed and safety to justify the choice.”

In addition to the evergreen nature of regulations and customer needs, Olyhoeck stated that global capacity constraints are expected to be felt for at least another season, and the key to managing this can be found in verticalization strategies. Limiting transport methods not only hurts your business but can be felt by your customer base as well. Maintaining reliable, transparent customer relationships is more critical now than ever before to remain competitive.

“Verticalization is the way to move forward where expertise and experience meet,” Olyhoeck says. “Digitalization will play a significant role. It is necessary to control your capacity to meet your customer expectations throughout the supply chain and therefore not limited to the airport-to-airport move only. From a company view, we need to stay resilient, embrace technology and keep pace with innovations in close relations with our customers.”

Streamlining information with the help of technology is a considerable factor that separates the good from the great. We live in a world where having the latest technology no longer cuts it. A shipper’s competitive advantage is not found in the kind of technology used for customer needs but more of what data is provided through technology to better understand, predict and manage customer needs. 

“We need not only to embrace technology but also accelerate the exchange of data as the impact is significant,” Olyhoeck adds. “Currently, too many stakeholders operate different systems with diverse needs. The use of digital pricing and booking platforms will help to increase efficiency and improve turnaround time, and it does get the attention from the shipper playing field to serve them with their best interest in mind.”

Collaboration is key and gathering the right data will further streamline processes to success. BDP manages its customer needs through the utilization of technology platforms that provide relevant, timely, and critical information. Combining the best of both technical capabilities and data, customers can rely on this approach to share the information needed to overcome market shifts. 

“BDP technology forms a fundamental part of how we manage complex, high care, dynamic supply-chains through both normal and abnormal market conditions,” Olyhoeck says. “We invest in platforms to provide insight into data integration and aggregation, platforms which support communication and exception management, and platforms that automate and simplify processes to help manage complexity and streamline our communications with customers. Our customers and partners are kept informed every step of the way in critical journeys.”

Even more significant is the need for more attention to budgeting and forecasting in the air cargo sector. According to Statista, 2021 will end with an expected 63.1 million tons of freight carried globally.

“Unfortunately, forecasting is underexposed,” Olyhoeck shares. “As in various industries, the budget and forecast for shipping pure air cargo is zero, but shippers still end up shipping millions of kilograms by air each year.” 

So, is there such a thing as a formula shippers can rely on for the future of the industry? Simply put, yes. But without key components of communication, technology and data, customer relationships and operations are projected for complications. 

“Energized teams supported by the latest technologies plugged in and managing global networks is not new to the industry,” Olyhoeck notes. “The chaos brought on from the pandemic, within the ocean markets impacting air, shows that having teams that can react, adapt, collaborate and solve using insight and intellect many times outstrips the technical component of competition.”

Simply put, modern market relationships and collaborations cannot be compromised. As Bob Hooey once said, “If you are not taking care of your customers, your competitor will.”

________________________________________________________________

Patrick Olyhoeck has more than 20 years of experience in the logistics sector. Having joined BDP in 2009, he filled local and regional positions before recently being promoted to vice president, Global Airfreight. In this role, he is responsible for one of the strategic key contacts for the international airline industry and the evolvement of offering premium global supply chain transportation service to a wide range of valued customers through the designed Global Consolidation Model. He can be reached at patrick.olyhoeck@bdpint.com.

shows

2022 Kicks-Off with Plenty of Events in Logistics and Supply Chain Management

Ah, a new year has arrived once again, bringing with it new opportunities to network, grow, and experience leading trade shows in logistics and supply chain management. If you haven’t already registered to attend in-person, many of the following conferences offer virtual streaming and virtual interactive meetings. That being said, here are our picks for upcoming events to mark on your calendar as we ring in the new year…

NRC Conference & NRC-REMSA Exhibition

Jan. 5-8

Phoenix, Arizona

nrcma.org

The National Railroad Construction & Maintenance Association and Railway Engineering-Maintenance Suppliers Association events include presentations from major freight railroads, transit agencies and other key rail leaders.

World Food Logistics Organization Institute West

Jan. 9-12

Tempe Mission Palms Hotel and Conference Center, Tempe, Arizona

gcca.org

The nonprofit WFLO develops education and research for the industry and provides cold chain advisory services that empower economic development and strengthen the global cold chain.

MARS 2022 Winter Meeting

Jan. 11-13

The Westin Chicago Lombard, Lombard, Illinois

mwrailshippers.com

Midwest Association of Rail Shippers provides an open forum for resolving transportation and car supply problems, coupled with educational programs on railroad operating practices, new transportation innovations and legislative matters.

AirCargo Conference

Jan. 17-19

Hilton New Orleans Riverside, New Orleans, Louisiana

aircargoconference.com

Cybersecurity, mergers & acquisitions and government mandates are among the topics covered at this gathering of corporate leaders and compliance managers from across the air cargo supply chain. 

2022 N.C. Transportation Summit

Jan. 19-20

Raleigh Convention Center, Raleigh, North Carolina

nctransportationsummit.com

Hear industry leaders discuss the future of mobility and the latest innovations in a state that is expected to have 3 million more residents by 2040.

World Food Logistics Organization Institute West

Jan. 30-Feb. 2

Georgia Tech Hotel & Conference Center, Atlanta, Georgia

gcca.org

Professionals engaged in temperature-controlled logistics are offered more than 40 classes taught by industry leaders. The curriculum includes cold-chain management, customer service, warehouse operations, transportation and more. 

CONNECT

Jan. 31-Feb. 11

Online 

deliver.events

Enjoy exclusive networking and one-on-one events tailored for e-commerce and logistics professionals. Select buyers will also be invited to industry-focused Table Talks that allow for the free flow of ideas and thought leadership.

Reverse Logistics Conference & Expo 

Feb. 7-9
The Mirage, Las Vegas, Nevada

rla.org

“The Circular Economy” is the theme for the premier gathering of returns and reverse logistics professionals. Improving brand reputation and customer satisfaction while increasing asset recovery is the secret sauce for 700 attendees.

Supply Chain Visibility Conference

Feb. 9-11

Hyatt Regency Coconut Point Resort and Spa, Bonita Springs, Florida

hida.org

Health Industry Distributors Association manufacturers, distributors, group purchasing organizations and providers discuss ways to work together better to ensure product availability, improve forecasting and support patient care. 

LINK: the Retail Supply Chain Conference

Feb. 20-23

Gaylord Texan Resort & Convention Center, Grapevine, Texas

rila.org

The Retail Industry Leaders Association gathers top executives in the retail supply chain to network and learn from each other through case studies, leading practices and expert thought leadership. 

ASEAN Ports & Shipping 2022

Feb. 22-24

InterContinental Hotel, Kuala Lumpur, Malaysia

transportevents.com

Port Klang Authority hosts this container ports and terminal operations exhibition and conference for shippers, cargo owners, importers/exporters, shipping lines, freight forwarders, logistics companies and ports, terminals and railway operators.

TPM22

Feb. 27-March 2

Long Beach Convention Center, Long Beach, California

events.joc.com/tpm/

For the first time since 2019, Trans Pacific Maritime reconvenes this must-attend conference for the global container shipping and logistics community. “The many challenges that currently exist in the global supply chain will only enhance the importance of this event,” says South Carolina Ports Authority CEO Jim Newsome.

Air Cargo Americas

March 8-10

Miami Airport Convention Center, Miami, Florida

supplychainamericas.com

Top executives from all sectors of the aviation, and logistics industries exchange views and experiences to enhance the growth of the cargo industry in the Western Hemisphere. Airport reps, exporters, freight forwarders, shippers and more attend.

TCA Annual Convention 

March 19-22

Wynn Las Vegas Resort, Las Vegas, Nevada

truckload.org

Receive the latest updates about the Truckload Carriers Association, which represents dry van, refrigerated, flatbed, tanker and intermodal container carriers operating throughout North America. 

MHI MODEX 2022

March 28-31 

Georgia World Congress Center, Atlanta, Georgia

modexshow.com

It’s the largest international supply chain expo held in North or South America. Solution providers demonstrate their equipment, systems and services to manufacturing, supply chain and transportation professionals.

Mexico’s Manufacturing Supply Chain Summit

March 31

El Paso Convention and Performing Arts Center, El Paso, Texas

mexicosupplychainsummit.com

Leading OEMs in Mexico and potential suppliers meet as conference sessions and case studies inform about the latest developments in manufacturing and supply chain dynamics south of the U.S. border.

supply

FORWARD-THINKING FORWARDERS: HOW TO MANAGE CUSTOMERS’ CHANGING NEEDS ALONG A CHANGING SUPPLY CHAIN

For the modern-day 3PL provider, managing expectations while successfully retaining customers goes well beyond cost savings and providing the fastest alternative to moving products. It did not take the pandemic to realize the consumer market continues to shift significantly, creating spikes at every angle from transport costs, sourcing, space, resource flexibility… and the list goes on.

The meaning of “competitive” is now determined by a 3PL provider’s agility and predictability in tandem with optimizing the flow of goods throughout the supply chain. The big kicker in the current market is that as costs continue to go up, the available labor pool becomes smaller. So, then, how can 3PL providers keep up with the competition while retaining their customer base and adding value? It starts with how you manage customer relationships. Many times, the biggest competition is not the opposing team;  it is keeping up with the hit-and-miss market. 

Andy Frommenwiler, vice president of Air Freight USA at Dachser, has compiled a list of the top three shifts his company’s customers are considering or implementing:

1. Alternative solutions to source their product. To that end, local sourcing has become more competitive and paired with unpredictable rising costs of transportation.

2. Customers are moving toward longer-term forecasting to allow for disruption and the lack of supply chain fluidity.

3. Taking advantage of space availability for customers with smaller orders.

“Market disruptions will continue, and it is imperative to properly plan now because it is clear there will be ongoing capacity challenges and other forms of disruption throughout the year,” Frommenwiler cautions.

In addition to piecing together the puzzle of transporting goods without breaking the bank and tarnishing the reputation, 3PL providers are laser-focused on retaining their customer bases. While the market is scrambling, customer retention is a critical element to remaining resilient and maintaining a competitive edge. The key here is not so much about what you can offer customers, but more so how you can extend stability and transparency. 

“In today’s environment, it is crucial to maintain an initiative-taking approach and open dialogue with your customer,” advises Frommenwiler. “Informing customers of the current market situation, such as unstable pricing and space shortages, makes the customer aware of today’s challenges, which not only allows them to properly prepare but also highlights the importance of a strong, knowledgeable logistics partner.”

Always remember that the disruptions you are experiencing as a 3PL provider are almost always parallel to the challenges your customers are struggling to navigate. The value is how the 3PL provider not only provides support in solving these challenges, but also how much visibility is gained through the partnership. 

“Very high demand with low supply, port congestion, trucker shortages, mounting detention and demurrage charges are just some examples of the challenges companies are faced with today,” Frommenwiler notes. “As the planning experts, it is our responsibility to not only identify the challenges, but also to provide alternative solutions such as LCL expedited service, standard LCL or air freight options. 

“It is also critical that we insist on customer forecasts to facilitate better planning, booking, space allocation and superior utilization. It is important to gain trust and ensure the customer understands that, as their appointed forwarders, we are their partners and are not capitalizing on the situation by taking advantage and over-charging for our services.”

Another significant challenge in the current market is the labor shortage. Look at any industry, and you will find the need for workers. The same is true for players in the logistics arena–from 3PLs to customers, all are hurting from the labor shortage. 

“The current labor shortage situation is particularly challenging and difficult to manage,” Frommenwiler concedes. “Ground handling companies, which are managing several airlines, are simply overwhelmed with the amount of cargo and limited warehouse space. Consequently, it takes days to break down cargo. These delays contribute to further disruptions throughout the supply chain.”

The role of a logistics provider is to understand these disruptions while providing solutions that benefit the customer. Demand will continue to increase, that is not changing. When you take on the challenges of the customer as a logistics provider, you create the opportunity to understand what your competitors are faced with. The more solutions you provide to your customer base, the more trust, reliability and increases to your bottom line you create. When you invest in your customer, you invest in your company. 

“It is important for companies to start making proper investments now to position themselves for a successful future,” Frommenwiler says.

Dachser USA takes these investments to the next level when considering the needs of its customer base. In July 2020, the global logistics leader announced its new dedicated weekly Frankfurt-Chicago-Frankfurt flight service, connecting U.S. customers to the European market through a comprehensive land transport network from Frankfurt with rotations each weekend. The pandemic inevitably took its toll on the flow of the supply chain and in true Dachser style, the provider stepped up to the challenge, paving the way for advancements in innovation and expansion. 

“This new dedicated weekly transatlantic flight service offers a solution to the current air freight capacity challenges that our customers are facing,” Frommenwiler says. “They called upon us to provide a timely, efficient transportation option to move their cargo between the U.S. and Europe in a way that allows them to properly plan and meet their deadlines.” 

Market disruptions do not have to be the end of your brand–in fact, they can be the very thing that sets your services portfolio apart from the competition. At the end of the day, customers will select the logistics provider that can get the job done, maximize the bottom line and add value to the partnership. If your customer suffers, your company suffers. Offering the latest technology means nothing without measurable results, scalability and increased visibility. When thinking about how your company can best meet the needs of customers in a volatile market, start with the basics: clear communication. 

_____________________________________________________________________

Andy Frommenwiler is vice president, Air Freight USA, at Dachser.

airfreight

Airfreight Prices Reach New Heights Ahead of the Holidays

Numerous analysts agree that the upcoming holiday season could bring numerous supply chain challenges resulting in sold-out products, delayed replenishments and disappointed customers. Airfreight cost rises are already emerging as an obstacle in the mix.

Capacity Shortages and Rising Demand

Insights from airfreight logistics professionals and other people in the know suggest that reduced capacity on flights coupled with surging demands are two factors contributing to the current conditions.

An analysis of air cargo rates for September 2021 illuminates how all regions could experience the effects of more logistics professionals availing of air cargo services when they can. The push to secure spaces has pushed some major brands to invest in their own planes. However, smaller retailers are often left out because they lack the resources to cope with higher rates, let alone dedicated aircraft.

Global demand levels were up by 9.1% compared to figures collected for September 2019. Unfortunately, available capacity is 8.9% below pre-COVID-19 levels. However, other sources clarified that although volumes are up, not all planes are full.

When the report drilled down into regional situations, it revealed that Asia-Pacific airlines saw international cargo volumes rise by 4.5% compared to September 2019 figures. European carriers saw a similar 5.3% volume increase, and demand went up by 6.9% for the North Atlantic trade lane.

African, Middle Eastern and Latin American carriers felt even more intense pressure during the studied period than in September 2019. African airlines coped with a 34.6% jump in international cargo demand, while those in the Middle East and Latin America had overall upticks of 17.6% and 17.1%, respectively. The capacity shortage was particularly pronounced for Latin American air cargo specialists, with availability down more than 24% on 2019 levels.

Air Cargo Still an Appealing Option

Since goods often travel incredibly long distances to reach their destinations, intermodal transportation is increasingly necessary. It involves using at least two methods, such as a ship and a truck, to get cargo to the right places. However, it’s not always easy to choose the best options. That’s because airfreight is not the only sector saddled with extra demand.

In the United States, March 2021 container volumes for the Long Beach and Los Angeles ports were up 97% on the previous year, resulting in the busiest March recorded so far.  Also, the United States, Europe and Great Britain are among the places dealing with truck driver shortages.

While facing those obstacles, logistics professionals may understandably conclude air cargo carriers are among the best options, provided they’re willing to pay the associated rates. One issue is that many experts believe port backups won’t resolve anytime soon. A proposed solution to keep some United States ports open 24 hours may not be enough to make significant impacts, either.

Those realities have pushed more people to consider air cargo as a possibility. Bruce Chan, a senior analyst at investment bank Stifel, said, “Terminals and container yards are full. Drayage capacity is tight due to structural driver supply issues, as well as compounding disincentives to pick up from ports as a result of the delays.”

He continued, “As such, we believe there is a contingent of inventory that will not arrive in time for the seasonal rush via ocean and that freight may be converted to air.” Numerous logistics professionals have nonetheless warned consumers to expect product shortages this year. Some have recommended that shoppers take pictures of items and put them into holiday cards in case the actual products show up late.

A Few Things to Know Before Considering Airfreight Options

Shipping things by air is often the most desirable method when speed is a priority. Plus, delicate items, such as electronics and designer clothing, are among the products that most commonly travel in planes.

Airfreight cost averages were typically higher than other transportation methods even before these recent rises. Therefore, shipping more expensive items by plane was a popular choice because the hope was that the higher product revenue would justify the expenses.

However, carriers don’t accept goods in all cases. For example, aerosols with an aggregate weight of more than 150 kilograms cannot travel in a passenger aircraft. People should take the time to verify that cargo specialists will accept their products rather than assuming that’s the case. All forms of product transportation require considering things like weight and flammability to ensure safety.

It’s also more complex to prepare products for shipment by air versus sea. The cargo gets loaded onto a pallet in a warehouse, wrapped with plastic, and secured with cords and ropes. Packing the products together as tightly as possible is critical because shifting significantly during a flight could cause the plane to crash.

These details mean that even if someone is prepared to deal with rising airfreight costs, they must take the time to check that plane-based shipments are right for their products and their overall needs.

Passenger Air Travel Increases Could Decrease the Crunch

Even if there are no significant airfreight cost decreases on the horizon, an expected bump in passenger flights could ease the current capacity issues. For example, the United States recently reopened its borders to many international travelers who can show proof of their COVID-19 vaccinations.

The largest cargo holds in passenger planes’ bellies accommodate the equivalent of two 40-foot freight containers. At one time, they carried as much as half of the total air cargo capacity. Many airlines expanded their cargo space during the pandemic, but it still did not compare to levels seen previously.

Part of the reason was that airlines most dedicated to expanding cargo capacity limited the changes made. Representatives worried that demand could dry up in the future, meaning any efforts to expand cargo space might only bring short-term payoffs. However, the anticipated passenger flight boom won’t universally affect available areas.

Logistics professionals expect the most benefits to come from planes carrying people between the United States and Europe. However, the effects will not be as notable for transpacific flights.  For example, many pandemic-related travel restrictions remain in effect for China. Plus, more passengers originating in Europe traveled to the U.S. than to Asian destinations even before the pandemic.

Airfreight Logistics Are Continually Complex

People considering shipping goods by air have many pros and cons to weigh, and that was the case before rates began climbing. Being aware of those aspects will help them conclude whether the cost is worth the money when considering all other factors.

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Emily Newton is an industrial journalist. As Editor-in-Chief of Revolutionized, she regularly covers how technology is changing the industry.

supply chain disruption nearshoring

The True Issues Facing Shippers and Importers in this Supply Chain Nightmare – and How We Face Them with Resilience

It shouldn’t come as a surprise to anyone in the industry that trade will remain incredibly tight for the remainder of 2021 and through 2022, with constraints resulting mainly from port infrastructure challenges, demand variability, COVID-19 resurgences, and carrier capacity.

“Global supply chain bottlenecks are feeding on one another, with shortages of components and surging prices of critical raw materials squeezing manufacturers around the world,” wrote reporters for the Wall Street Journal in an Oct. 8 story

I recommend to any executive seeking guidance that all aspects of their business ought to focus now on resilience. Engage your partners and stakeholders with transparency about the challenges; don’t try to shield them from reality. Leaders need to concentrate on business continuity and supply chain agility, whilst scenario planning throughout the value chain of inputs and flows. 

Even when it looks like conditions are approaching catastrophe, there is always something an organization can do. After the 2014 flooding in Somerset, Prince Charles visited the area to learn about relief efforts and remarked, “There’s nothing like a jolly good disaster to get people to start doing something.”

Now is a good time to remind managers that they need not wait for a jolly good disaster to create a plan of action. Rather, multiple “scenario plans” are crucial to providing guidance in the case of any disruption one can think of — and they must include mechanisms for coordinated communication and implementation across the value chain. Making sure these scenario plans result in opportunities for reserving capacity within manufacturing and transport divisions will allow your company to switch gears when needed. 

Any company that relies on a global supply chain is suffering to a degree right now. Obstacles have descended like a game of whack-a-mole; if capacity is secured, an issue like port congestion is ready to pop up and take its place as the bottleneck. That’s why I’ve been reminding my teams and customers that rather than keep strict, minute-by-minute tabs on external conditions, our time is better spent referring to (or developing, if none are found to be applicable) our scenario plans to discern what levers to pull, as well as the potential customer impacts. 

The best path toward actually implementing these chosen plans of action is consistent collaboration, transparency of information, and gaming with peer options/scenarios. It is also worthwhile considering that options are changing rapidly as providers, countries and infrastructures adapt — e.g. options you thought open today, may not exist tomorrow — so being present (understanding the landscape) is as important as planning scenarios in advance. 

The fundamental concept of trade, as outlined by Adam Smith in The Wealth of Nations (1776) is based on the concept of comparative advantages and division of labor offset against the cost of home manufacture and transport. If you ask modern-day economists, global trade conditions are a direct consequence; they echo the very same sentiments as Smith expressed in 1776. They produce daily figures such as PMI, GDP growth, wage inflation, etc., which do provide insight into trends that will directly impact the demand for global trade — outside of trade disputes, pandemics and government interventions, that is!

For more informed predictions, however, one must pair economists’ numbers with trade capacity data. We are trying to return to a normal state of demand and supply right now — with one challenge being that speed of recovery and capacity constraints are creating the real impacts, and this is only solved by normalization of demand, which is impacted by both inflation and opening of service sectors (or fundamental societal changes — don’t underestimate the potential for change from COP26); and/or increased capacity to service demand, which would require new vessels and terminal infrastructure that would be several years out from use.

The last two years have highlighted the fragility of global supply chains, as well as the interconnectedness of our world in general. We’re still feeling the effects of the initial COVID-related factory shutdowns in Wuhan, which immediately generated a global impact on supply chains. COVID has shown how shocks in long global supply chains can become impossible to repair, destroying businesses and wiping out hard-fought GDP growth. 

Among the most likely outcomes: companies will re-evaluate risk in sourcing internationally, consider more diverse sourcing strategies, and build segmented supply chains to manage risk. 

We must be mindful, however, that while the majority of the news over the last two years has been about COVID, major geopolitical changes have also been playing out: heightened tensions between the US and China, increased risk of conflict in the Asia Pacific region, and trade tensions between the UK / EU through Brexit. So when companies look at long-term strategy, these influences on trade policy may force more questions over resiliency, risk management, and diversity than the pandemic’s impact.

Also among the headlines is ongoing discourse about the US’s over-dependence on foreign supply, both in terms of resilience and sustainability agendas. 

In the short run, keep in mind that big problems very often don’t have simple solutions. We can manage the diversity of sourcing both nationally and internationally, remembering that even domestic supply chains are not 100% safe from natural disasters and environmental impacts. We can segment our supply, understand the sourcing of inbound products, and take steps to secure strategic inputs that the company depends on — all while utilizing a diversity strategy that blends domestic, near-sourced, and internationally sourced inputs from diverse supplier bases. 

Apart from the above actions, it’s good old effective planning, careful inventory adjustments, and sales management that remain the keys to supply chain resiliency, whether near- or far-sourced.

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Neil Wheeldon is Chief Strategy & Innovation Officer, BDP International. He is an experienced supply chain management practitioner having worked across numerous industries supporting customers in supply chain and digital transformation initiatives to drive growth. He can be reached at neil.wheeldon@bdpint.com.

supply chain risk

Integrating Risk Management Into Supply Chains: 5 Points to Cover

Risk management is central to running any business, but it’s especially important for supply chains. Disruptions in the supply chain have far-reaching ripple effects, as the COVID-19 pandemic has made painfully evident. With logistics serving as the backbone of virtually every other operation, risks here are risks everywhere.

Supply chains must identify, document and respond to all potential dangers to maximize efficiency and resiliency. However, while many organizations are aware of this need, fewer understand how to implement proper risk management.

Why Supply Chains Need Better Risk Management

According to a PWC survey, 60% of supply chains pay only marginal attention to risk reduction processes. The study also revealed that most of these companies focus on maximizing profit, minimizing costs or maintaining service levels. Ironically, had they prioritized risk management, they’d be better equipped to meet those goals in the face of disruption.

Widespread supply chain issues amid the COVID-19 pandemic further illustrate the subpar state of risk management. Early in the outbreak, 75% of U.S. companies saw capacity disruptions from the pandemic, and many continued to face similar challenges throughout the year. The world’s supply chains were clearly unprepared to handle these risks.

Understanding the importance of risk management is the first step towards improvement. As supply chain managers start to create a risk management plan, here are five points to cover.

1. Identify and Organize Risks

Risk management in any operation begins with identifying the risks an organization faces. These can be internal, like poor user behavior leading to a data breach, or external, like a natural disaster. This may also take careful analysis, as some risks, such as changes in customer preferences, may not come to mind immediately.

Supply chain managers should break down every node and link to find risks. When recording these, it’s also crucial to determine their potential impact on the company, which is often more substantial than initially evident. For example, worker’s compensation claims can incur ongoing care expenses and disability payments on top of the original cost of care.

After compiling a list of risks and their potential impacts, supply chains should prioritize them. Weigh each hazard according to its likelihood and the size of its consequences. The most likely and most disruptive deserve the most attention in planning to prevent and mitigate them.

2. Create Response Plans for Known Risks

This organized list represents a supply chain’s known risks. These are the things that a company can predict and quantify, and as such, managers can create a response plan for them. Businesses may not be able to create a detailed plan for every item, but they should for at least the most threatening eventualities.

Some hazards don’t require extensive planning and preparation. For example, if a truck battery dies, drivers can start it without jumper cables if need be to take it to a repair shop. Even though the solution here is fairly straightforward, businesses should still write down what to do to ensure quick responses.

Other events need a more detailed and lengthy response plan. A supply shortage from an overseas supplier, for example, may require backup sources, a transition plan and steps to mitigate customer reactions. Creating these plans can take tremendous effort, but emergency responses will be slow and ineffective without them.

3. Ensure Flexibility for Unknown Risks

Of course, supply chain managers can’t predict every possible eventuality. In fact, unknown risks like the COVID-19 pandemic can be the most disruptive because businesses don’t have a specific action plan for them. While supply chains can’t predict the details of these events, they can prepare for them.

The key to preparing for unknown risks is to ensure flexibility. When a supply chain can’t predict a disruption, it must be able to adapt to it in the moment. If the chain is flexible by design, it can adapt more easily, minimizing the effects of unforeseen events.

Segment, stock and plan (SSP) strategies can reduce part shortages by 50 to 90%, helping supply chains become more flexible. Supply chains should also consider distributed sourcing, which mitigates the impact of a disruption in one location. Creating more transparency through internet of things (IoT) technology and data analytics will also help.

4. Build a Risk-Aware Culture

One easily overlookable point of supply chain risk management is cultivating a risk-aware culture. Supply chain managers can’t expect to discover every potential disruption on their own, much less fully understand their impact. Employees throughout the supply chain may have a more personal understanding of these things, making them indispensable assets.

Just as effective cybersecurity involves all employees, so does the rest of risk management. All workers should be able to report risks they notice, requiring easy and open communication tools. Similarly, management must be open to change and ensure employees that bad news is a welcome alert, not something to punish.

Some supply chains may even consider rewarding employees whose insights lead to meaningful risk management improvements. When everyone can report and discuss potential hazards, supply chains can get a more comprehensive picture of their risk environment. This communication will also improve flexibility for unknown risks.

5. Monitor and Review Risks

Finally, supply chains must understand that risk management is an ongoing process. Some experts claim that constant monitoring is the best way to strengthen the supply chain, as it enables quick, effective responses. The first step here is expanding visibility through data collection and reporting.

Regular reports from all supply chain nodes provide an updated picture of a supply chain’s risk environment. Similarly, IoT tracking and data analytics can enable real-time visibility across an organization and help predict incoming changes. When relying on data analytics, supply chains must ensure they’re gathering extensive, high-quality data, as poor or insufficient datasets can be misleading.

Monitoring this data to predict incoming disruptions is only part of the ongoing risk management process. Supply chains must also periodically review their risk management framework as their situation changes. What’s most threatening today may not be tomorrow, so these plans should evolve over time.

Risk Management Is Crucial for Supply Chains Today

The sheer size and complexity of supply chains today make risk management essential. Disruptions can come from anywhere and have far-reaching consequences if these organizations don’t prepare to counteract them.

As supply chain managers tackle their risk management framework, they must be sure to cover these five points. If not, they could fall short when an emergency arises. By contrast, following these steps can help them ensure ongoing efficiency and minimal disruption in the face of adversity.

helicopters

Chapman Freeborn Transports Six McDermott Aviation Bell 214B Helicopters from Greece to Australia on Volga-Dnepr’s AN124 Aircraft

Chapman Freeborn and Volga-Dnepr Airlines have successfully collaborated with McDermott Aviation to demobilize helicopters from Greece. This most recent operation involved the repatriation of 6 McDermott Aviation Bell 214B helicopters to Australia on an AN124 aircraft.

The helicopters, totaling 35 tonnes, were flown individually into Athens Airport (ATH) by a single pilot who landed them on the tarmac prior to them being dismantled airside and exported as IATA-compliant air cargo. Usually, exports would take place within a cargo terminal, however, the Bell 214Bs’ exceptional versatility enables a level of mobility that is invaluable when dealing with complex load planning, airport coordination and constraints pertaining to the COVID-19 pandemic.

Loading onto the AN124 was executed with the help of Volga-Dnepr’s internal cranes, external equipment and the highly-specialized expertise of Volga-Dnepr and McDermott Aviation crew.

It is a rare occurrence and colossal achievement for 6 helicopters to be transported in one aircraft simultaneously, and the success of this charter required all parties involved to embrace this challenging and dynamic situation. The Chapman Freeborn team worked closely with experts including McDermott’s helicopter engineers, Volga-Dnepr’s loadmaster and other crew from both organizations comprising of 24 people in total, to seamlessly coordinate the operation.

The team also navigated complexities presented by COVID-19 to ensure PCR tests, vaccinations and COVID-safe procedures were all prioritized.

Thanks to the hard work and dedication of everyone involved, this important and rare charter meant that the 6 helicopters arrived punctually at Perth Airport (PER).

Michael Amson, Cargo & Passenger Charter Manager at Chapman Freeborn, said, “Without the support and cooperation of all parties involved in this extraordinary charter, it would not have been the success that it was. We would like to thank Volga-Dnepr Airlines, McDermott Aviation, DNATA, Cargo Connect, and Signature Flight Support for their combined efforts, which ultimately enabled the client to continue their vital work in the emergency services sector without interruption.”

Ekaterina Andreeva, Commercial Director, Volga-Dnepr Airlines, highlights: “Some people might say – it is impossible to transport six helicopters aboard one plane, but here is what distinguishes air cargo specialists – we make impossible possible by bringing together the right people at the right time armed with competences, experience and equipment. We would like to thank everyone involved in this mega-project which will go down into the history of our life-saving logistics operations”.

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Chapman Freeborn Group

Chapman Freeborn combines over 45 years of experience with unrivaled global coverage to meet the air charter requirements of customers 24 hours a day, 365 days a year.

The company’s diverse client base includes major corporations, governments, non-governmental organizations (NGOs) and relief agencies, as well as high net worth individuals (HNWIs) and prominent figures from the entertainment world.

Chapman Freeborn’s depth of aviation expertise includes managing passenger and cargo charter operations, aircraft leasing, humanitarian airlifts, and much more.

The group’s subsidiary companies include Chapman Freeborn OBC, Chapman Freeborn Flight Support, Intradco Global, Magma Aviation, and Arcus Air Logistics.

Part of the Avia Solutions Group

Chapman Freeborn is a family member of Avia Solutions Group, a leading global aerospace services group with almost 100 offices and production stations providing aviation services and solutions worldwide.

Avia Solutions Group unites a team of more than 7,000 professionals, providing state-of-the-art solutions to the aviation industry and beyond.

For more information about Avia Solutions Group, please visit www.aviasg.com.

LCL package

LCL: A Shipping Solution for Today’s Global Logistics Market

Less-than-container load (LCL) shipping has become part of the solution design to many supply chain challenges. LCL shipping provides shippers with cost and time savings as they face longer wait times at ports along with more last-minute-change needs, based on disruption and delays.

In a recent global survey conducted by our team, shippers reported congestion and capacity as their main pain points in today’s ocean environment. While we have seen a continuous increase in shippers turning to LCL shipping to battle those challenges, almost a quarter of the participants in the survey noted they were not regularly shipping LCL today.

In the following, I’ll share where we’ve seen shippers find success through LCL and why you should consider it if it’s not already a part of your shipping strategy.

Combating today’s tight air and ocean market

Consumer demand continues to be at an all-time high, and we expect that demand to increase through the holiday season and into next year. Some of the larger air terminals in the United States are seeing delays of up to 5-7 days to claim cargo, and ocean vessels continue to be delayed at the ports of Los Angeles and Long Beach, waiting on average 10-15 days to berth.

While delays may seem inevitable, there are creative solutions for shippers to lessen the impact. One way is diversifying freight through different modes like LCL. In fact, we helped hundreds of customers shift some of their freight from full-container-load (FCL) to LCL to keep their products moving.

For instance, CoolDrive Auto Parts—Australia’s largest family-owned importer and wholesaler of aftermarket automotive parts—worked with our global team of experts to introduce more flexibility into their supply chain with LCL.

“LCL not only gives us incredible flexibility, but also provides that same flexibility to the businesses we supply…We can see how new products perform without overcommitting to them. It has helped us grow our catalog, create relationships with new suppliers, and allowed us to be even more flexible and responsive to specific customer needs.”

The reality is—space for LCL shipments is typically more readily available since you’re only looking for some container space versus an entire empty container, which can be scarce in today’s market with ongoing container shortages. Working with a provider, like C.H. Robinson, who has the global suite of service offerings and scale to run our own consolidation loads, helps you not only plan and load out cargo more frequently—but also better handle unplanned freight during peak times.

Expedited LCL options

While moving freight via traditional ocean shipments for the holidays has passed, retailers can turn to expedited LCL as an option to avoid solely depending on air. Of course, this would depend on the origin and destination of those goods. The quicker ocean service has also grown in popularity amongst e-commerce shippers, where air was once seen as the only viable option.

While expedited LCL shipping is not as fast as air, it is an alternative to consider for some of your freight. One of our customers went this route earlier this year when we helped convert some of their air freight to expedited LCL shipments. While the transit time was longer, with the right planning, they were able to build the appropriate amount of inventory before making the adjustments—and in return reaped some cost savings.

Cost savings

LCL shipping is the go-to product in terms of cost savings on conversions from air to ocean. In fact, expedited LCL services are still seeing upwards of 60-75% savings versus today’s airfreight environment. And because you only pay for the space you use, LCL service can even show reduction over under-utilized FCL shipments.

It can also aid in saving on storage fees. It’s no secret warehouse space in the United States and around the globe continues to be tight. By using shipments in transit as inventory in transit, LCL shipping can even help lower warehousing and inventory costs, which can help reduce your tariff spend per shipment.

Keep in mind, LCL is only one part of a supply chain, but it’s an opportunity many shippers aren’t taking advantage of. If you’re interested in learning more about LCL and how it could benefit you—talk to your dedicated C.H. Robinson representative or reach out to one of our logistics experts.

Greg Scott is the director of LCL ocean services at C.H. Robinson