Global Cabbage Market to Reach 80M Tonnes by 2025

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Global Cabbage Market to Reach 80M Tonnes by 2025

January 3rd, 2020 IndexBox Leave a comment

IndexBox published a report: ‘World – Cabbage And Other Brassicas – Market Analysis, Forecast, Size, Trends and Insights’. Here is a summary of the report’s key findings.

The global cabbage market revenue amounted to $39.4B in 2018, dropping by -3% against the previous year. This figure reflects the total revenues of producers and importers (excluding logistics costs, retail marketing costs, and retailers’ margins, which will be included in the final consumer price). The market value increased at an average annual rate of +3.1% from 2007 to 2018; the trend pattern indicated some noticeable fluctuations being recorded throughout the analyzed period. The most prominent rate of growth was recorded in 2010 when the market value increased by 14% year-to-year. Global cabbage consumption peaked at $43.7B in 2016; however, from 2017 to 2018, consumption failed to regain its momentum.

Consumption By Country

The country with the largest volume of cabbage consumption was China (33M tonnes), comprising approx. 45% of total consumption. Moreover, cabbage consumption in China exceeded the figures recorded by the world’s second-largest consumer, India (9.2M tonnes), fourfold. The third position in this ranking was occupied by Russia (3.7M tonnes), with a 5.2% share.

From 2007 to 2018, the average annual growth rate of volume in China was relatively modest. The remaining consuming countries recorded the following average annual rates of consumption growth: India (+4.7% per year) and Russia (+2.6% per year).

In value terms, China ($13.9B) led the market, alone. The second position in the ranking was occupied by India ($5.7B). It was followed by Japan.

The countries with the highest levels of cabbage per capita consumption in 2018 were Romania (57 kg per person), South Korea (46 kg per person) and Ukraine (39 kg per person).

From 2007 to 2018, the most notable rate of growth in terms of cabbage per capita consumption, amongst the main consuming countries, was attained by India, while the other global leaders experienced more modest paces of growth.

Market Forecast 2019-2025

Driven by increasing demand for cabbage worldwide, the market is expected to continue an upward consumption trend over the next seven-year period. Market performance is forecast to retain its current trend pattern, expanding with an anticipated CAGR of +1.4% for the seven-year period from 2018 to 2025, which is projected to bring the market volume to 80M tonnes by the end of 2025.

Production 2007-2018

In 2018, the amount of cabbage and other brassicas produced worldwide stood at 73M tonnes, picking up by 1.7% against the previous year. The total output volume increased at an average annual rate of +1.4% over the period from 2007 to 2018; the trend pattern remained relatively stable, with only minor fluctuations being observed in certain years. The pace of growth was the most pronounced in 2011 with an increase of 6.8% against the previous year. Global cabbage production peaked in 2018 and is expected to retain its growth in the near future. The general positive trend in terms of cabbage output was largely conditioned by slight growth of the harvested area and a relatively flat trend pattern in yield figures.

In value terms, cabbage production totaled $40.5B in 2018 estimated in export prices. In general, the total output indicated prominent growth from 2007 to 2018: its value increased at an average annual rate of +1.4% over the last eleven years. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. Based on 2018 figures, cabbage production decreased by -11.0% against 2016 indices. The pace of growth appeared the most rapid in 2010 when production volume increased by 26% year-to-year. Global cabbage production peaked at $45.5B in 2016; however, from 2017 to 2018, production failed to regain its momentum.

Production By Country

China (34M tonnes) constituted the country with the largest volume of cabbage production, accounting for 47% of total production. Moreover, cabbage production in China exceeded the figures recorded by the world’s second-largest producer, India (9.2M tonnes), fourfold. The third position in this ranking was occupied by Russia (3.6M tonnes), with a 5% share.

In China, cabbage production expanded at an average annual rate of +1.1% over the period from 2007-2018. The remaining producing countries recorded the following average annual rates of production growth: India (+4.7% per year) and Russia (+2.9% per year).

Harvested Area 2007-2018

In 2018, approx. 2.5M ha of cabbage and other brassicas were harvested worldwide; therefore, remained relatively stable against the previous year. The harvested area increased at an average annual rate of +1.3% over the period from 2007 to 2018; the trend pattern remained relatively stable, with somewhat noticeable fluctuations being recorded over the period under review. The pace of growth was the most pronounced in 2011 when harvested area increased by 5.6% against the previous year. Over the period under review, the harvested area dedicated to cabbage production reached its peak figure in 2018 and is likely to see steady growth in the near future.

Yield 2007-2018

In 2018, the global average cabbage yield totaled 29 tonne per ha, approximately reflecting the previous year. Overall, the cabbage yield continues to indicate a relatively flat trend pattern. The growth pace was the most rapid in 2008 with an increase of 2.2% y-o-y. The global cabbage yield peaked at 29 tonne per ha in 2014; however, from 2015 to 2018, yield stood at a somewhat lower figure.

Exports 2007-2018

In 2018, the global exports of cabbage and other brassicas totaled 2.5M tonnes, surging by 7.2% against the previous year. The total export volume increased at an average annual rate of +3.4% over the period from 2007 to 2018; however, the trend pattern indicated some noticeable fluctuations being recorded over the period under review. The most prominent rate of growth was recorded in 2011 when Exports increased by 16% y-o-y. Over the period under review, global cabbage exports reached their maximum in 2018 and are likely to see steady growth in the near future.

In value terms, cabbage exports amounted to $1.7B in 2018. Over the period under review, the total exports indicated a resilient expansion from 2007 to 2018: its value increased at an average annual rate of +3.4% over the last eleven years. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. Based on 2018 figures, cabbage exports increased by +85.8% against 2007 indices. The most prominent rate of growth was recorded in 2011 when Exports increased by 18% against the previous year. Over the period under review, global cabbage exports attained their peak figure in 2018 and are expected to retain its growth in the near future.

Exports by Country

China was the largest exporter of cabbage and other brassicas in the world, with the volume of exports reaching 990K tonnes, which was near 39% of total exports in 2018. The U.S. (220K tonnes) ranks second in terms of the total exports with a 8.7% share, followed by the Netherlands (8.3%), Spain (6.2%) and Mexico (5.7%). Canada (85K tonnes), Poland (84K tonnes), Italy (72K tonnes), Germany (66K tonnes) and Macedonia (57K tonnes) followed a long way behind the leaders.

Exports from China increased at an average annual rate of +7.0% from 2007 to 2018. At the same time, Macedonia (+11.5%), Spain (+9.3%), Mexico (+6.1%), Canada (+5.6%) and the Netherlands (+3.1%) displayed positive paces of growth. Moreover, Macedonia emerged as the fastest growing exporter in the world, with a CAGR of +11.5% from 2007-2018. The U.S. and Italy experienced a relatively flat trend pattern. By contrast, Germany (-2.2%) and Poland (-3.7%) illustrated a downward trend over the same period. While the share of China (+21 p.p.), Spain (+3.9 p.p.), Mexico (+2.7 p.p.), the Netherlands (+2.4 p.p.), Macedonia (+1.6 p.p.) and Canada (+1.5 p.p.) increased significantly in terms of the global exports from 2007-2018, the share of Poland (-1.7 p.p.) displayed negative dynamics. The shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, the largest cabbage markets worldwide were China ($398M), the U.S. ($344M) and the Netherlands ($194M), with a combined 54% share of global exports. Spain, Mexico, Italy, Canada, Poland, Germany and Macedonia lagged somewhat behind, together accounting for a further 32%.

Macedonia recorded the highest growth rate of exports, in terms of the main exporting countries over the last eleven years, while the other global leaders experienced more modest paces of growth.

Export Prices by Country

In 2018, the average cabbage export price amounted to $682 per tonne, coming down by -5.4% against the previous year. Over the last eleven-year period, it increased at an average annual rate of +2.3%. The pace of growth was the most pronounced in 2008 when the average export price increased by 10% against the previous year. The global export price peaked at $722 per tonne in 2016; however, from 2017 to 2018, export prices remained at a lower figure.

Prices varied noticeably by the country of origin; the country with the highest price was the U.S. ($1,567 per tonne), while Macedonia ($391 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by the U.S., while the other global leaders experienced more modest paces of growth.

Imports 2007-2018

In 2018, approx. 2.3M tonnes of cabbage and other brassicas were imported worldwide; dropping by -10.3% against the previous year. The total import volume increased at an average annual rate of +2.4% over the period from 2007 to 2018; however, the trend pattern indicated some noticeable fluctuations being recorded over the period under review. The pace of growth appeared the most rapid in 2015 with an increase of 24% y-o-y. Over the period under review, global cabbage imports reached their peak figure at 2.6M tonnes in 2016; however, from 2017 to 2018, imports stood at a somewhat lower figure.

In value terms, cabbage imports totaled $1.5B in 2018. Overall, the total imports indicated a conspicuous increase from 2007 to 2018: its value increased at an average annual rate of +2.4% over the last eleven years. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. Based on 2018 figures, cabbage imports decreased by -12.2% against 2016 indices. The most prominent rate of growth was recorded in 2011 with an increase of 16% against the previous year. Global imports peaked at $1.7B in 2016; however, from 2017 to 2018, imports failed to regain their momentum.

Imports by Country

In 2018, China, Hong Kong SAR (546K tonnes), distantly followed by the U.S. (225K tonnes), Canada (189K tonnes), Malaysia (176K tonnes), Russia (113K tonnes), Germany (112K tonnes) and Thailand (105K tonnes) represented the main importers of cabbage and other brassicas, together mixing up 64% of total imports. Singapore (64K tonnes), Japan (60K tonnes), the Czech Republic (53K tonnes), France (50K tonnes) and the UK (42K tonnes) occupied a minor share of total imports.

Imports into China, Hong Kong SAR increased at an average annual rate of +6.3% from 2007 to 2018. At the same time, Thailand (+32.5%), Malaysia (+9.8%), France (+2.5%), the U.S. (+2.2%), Canada (+2.0%) and the Czech Republic (+1.2%) displayed positive paces of growth. Moreover, Thailand emerged as the fastest growing importer in the world, with a CAGR of +32.5% from 2007-2018. Singapore experienced a relatively flat trend pattern. By contrast, Japan (-1.2%), Germany (-1.3%), Russia (-3.5%) and the UK (-5.5%) illustrated a downward trend over the same period. From 2007 to 2018, the share of China, Hong Kong SAR, Malaysia, Thailand, the U.S. and Canada increased by +12%, +4.9%, +4.3%, +2.1% and +1.6% percentage points, while the UK (-1.6 p.p.) and Russia (-2.3 p.p.) saw their share reduced. The shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, Canada ($302M), China, Hong Kong SAR ($223M) and the U.S. ($167M) were the countries with the highest levels of imports in 2018, with a combined 47% share of global imports. These countries were followed by Germany, Malaysia, France, Thailand, Singapore, the UK, Japan, Russia and the Czech Republic, which together accounted for a further 30%.

Among the main importing countries, Thailand experienced the highest rates of growth with regard to imports, over the last eleven-year period, while the other global leaders experienced more modest paces of growth.

Import Prices by Country

The average cabbage import price stood at $641 per tonne in 2018, approximately reflecting the previous year. Over the period from 2007 to 2018, it increased at an average annual rate of +1.1%. The growth pace was the most rapid in 2013 when the average import price increased by 18% y-o-y. Over the period under review, the average import prices for cabbage and other brassicas attained their maximum at $692 per tonne in 2014; however, from 2015 to 2018, import prices failed to regain their momentum.

There were significant differences in the average prices amongst the major importing countries. In 2018, the country with the highest price was Canada ($1,597 per tonne), while Russia ($315 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by Canada, while the other global leaders experienced more modest paces of growth.

Source: IndexBox AI Platform

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Survey: Business Leaders Start 2020 with Lingering Concerns About Talent Shortages & Recession Risk

January 2nd, 2020 The Conference Board Leave a comment

A new survey reveals that the world’s chief executives view the risk of a recession as their biggest external concern in 2020. Attracting and retaining talent ranks as their top internal concern. They also feel unsettled by trade uncertainty, political instability, and more intense competition from disruptive technologies. However,
they plan to counter such forces by developing more innovative cultures and new business models.

Conducted annually since 1999 by The Conference Board, this year’s survey gauged nearly 750 CEOs and nearly 800 other C-Suite executives from mainly four regions: Europe, Latin America, Asia, and the United States. As part of the survey, participants weighed in on which external and internal issues warrant the most immediate attention in 2020.

External Concerns in 2020

Recession fears top the list

–Global: For the 2nd year in a row, CEOs and other C-Suite executives globally rank a recession as their top external worry
in the year ahead.

–US: For US CEOs, a recession rose from being their 3rd biggest concern in 2019 to their top one in 2020. The issue surpassed cybersecurity, their top concern in 2019.

–Elsewhere: A recession also tops the list of concerns of Chinese and European CEOs, and is the runner-up for Latin American and Japanese CEOs.

Widespread concern over trade uncertainty

–Global: CEOs globally rank uncertainty about global trade as their 2nd biggest external worry in 2020.

–US: It ranks as the 4th biggest worry of US CEOs, tied with its affiliate issue: global political instability.

–China: Chinese CEOs rank trade uncertainty as their top worry, tied with their fear of a recession.

–Latin America and Europe: CEOs there rank it 1st and 3rd, respectively.

Chinese CEOs feeling the effects of economic sanctions

–China: Chinese CEOs rank the effects of economic sanctions as their 5th biggest external worry, tied with the issue of more demanding customers. Their concern about sanctions is the highest-ranking by any country by a big margin.

–What it reveals about US-China trade tensions: The role technology plays in this conflict is deep and enduring. Tariffs are likely to be temporary and easily subject to negotiation, but technology blockades, via economic sanctions, are not.

Competition intensifies

–Global: For CEOs globally, fiercer competition rose from being their 4th top external worry in 2019 to their 3rd in 2020.

–US: For two years in a row, US CEOs cite the issue as their 2nd top external worry.

–China: For Chinese CEOs, concerns about fiercer competition rose from being their 7th in 2019 to their 3rd in 2020.

Cybersecurity budgets increase, but strategy remains elusive

–Bigger budgets: More than 70% of responding CEOs globally plan to increase their cybersecurity budgets in 2020.

–But unclear strategy: Almost 40% of responding CEOs globally say their organizations lack a clear strategy to deal with the financial and reputational impact of a cyber-attack or data breach.

Climate change heats up

–Global: For 2020, CEOs globally ranked the impact of climate change on their business as 9th, up from 11th in 2019.

–Driving the momentum: CEOs in Latin America (4th, up from 10th in 2019) and Europe (8th, up from 13th in 2019).

“The ongoing concerns about recession risk among business leaders reflect the slowing economy of the past year and the uncertainties about the outcome of the trade disputes and other policy concerns,” said Bart van Ark, Chief Economist at The Conference Board. “However, given a slightly better outlook for the global economy and an easing of trade tensions, we anticipate that a drumbeat of negative sentiment – which can become a self-fulling prophecy – can be avoided, and that we will see more confidence about business prospects in 2020.”

Internal Concerns in 2020

The number-one priority: attracting and retaining top talent

-Widespread agreement: Regardless of a company’s location or size, attracting and retaining top talent ranks as the number-one internal stressor for CEOs and other C-Suite executives globally in 2020.

-What’s intensifying the talent battle? A tight labor market, among other issues. CEOs globally, for example, cite the tight labor market as their 5th biggest external worry in the year ahead.

Developing innovative products and cultures are a key focus

–Create new business models because of disruptive technologies: CEOs and other C-suite executives globally rank it their 2nd top internal priority.

–Create a more innovative culture: CEOs and other C-Suite executives globally rank it their 3rd top internal priority.

Widespread commitment to cultivating leaders for the future

–Global: CEOs and other C-Suite executives globally rank developing “next-gen” leaders as their 4th top internal priority.

–Japan: Japanese CEOs rank this issue as their number-one internal priority, ahead of all other internal issues.

Women C-Suite executives more concerned about equal pay for equal work

–Women: Globally, implementing equal pay for equal work ranked as their 6th top internal priority.

–Men: Globally, the issue ranked as their 15th top internal priority.

“The global challenge in acquiring and retaining talent requires companies to be more strategic – knowing not only what qualities and skills to recruit for, but also how to recruit more efficiently and effectively,” said Rebecca Lea Ray, Ph.D., Executive Vice President of Human Capital at The Conference Board. “To support such efforts, they can consider leveraging artificial intelligence, a valuable tool when used with the proper understanding and safeguards.”

Mature-Market CEOs vs Emerging-Market CEOs

The survey results reveal much agreement between CEOs in mature economies (436 respondents) and emerging markets (304 respondents). But, some stark differences exist when it comes to which issues they plan to prioritize in 2020.

3 External Differences

Tight labor market
-Mature-market CEOs rank the issue as their 3rd biggest external concern. Emerging-market CEOs rank it 10th.

Uncertainty about global trade
-Emerging-market CEOs rank the issue as their number-one external concern. Mature-market CEOs rank it 4th.

Declining trust in political and policy institutions
-Emerging-market CEOs rank the issue as their 5th top external concern. Mature-market CEOs rank it 8th.

3 Internal Differences

Create new business models because of disruptive technologies
-Emerging-market CEOs rank the issue as their 2nd top internal priority. Mature-market CEOs rank it 4th.

Manage mergers and acquisitions
-Mature-market CEOs rank the issue as their 7th top internal priority. Emerging-market CEOs rank it 12th.

Build a more inclusive culture
-Mature-market CEOs rank the issue as their 8th top internal priority. Emerging-market CEOs rank it 16th.

“When it comes to creating new business models because of disruptive technologies, there is more urgency among emerging-market CEOs than those in more mature economies,” said Chuck Mitchell, Executive Director of Knowledge, Content, and Quality at The Conference Board. “This should raise a warning flag about possible complacency considering the current speed of disruption. The truth is that, today, companies no longer enjoy the luxury of a decades-long lead time to adapt to the digital revolution.”

_______________________________________________________________________

Media can contact The Conference Board for a copy of the full survey results.

The Conference Board is the member-driven think tank that delivers trusted insights for what’s ahead. Founded in 1916, they
are a non-partisan, not-for-profit entity holding 501 (c) (3) tax-exempt status in the United States. www.conferenceboard.org

Republished with permission

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Global Traders on the Move

December 30th, 2019 Matt Coker Leave a comment

James J. White, who has guided the Helen Delich Bentley Port of Baltimore during a period of record revenue, cargo and job growth as executive director of the Maryland Department of Transportation Maryland Port Administration (MDOT MPA), resigned effective Dec. 31, 2019. He had led operations for 18 years as the Port of Baltimore improved its national rankings, upgraded security procedures and completed infrastructure projects that made it one of the few ports in America capable of receiving the largest ships in the world.

Modern Terminals Hong Kong Managing Director and CEO Peter Levesque was confirmed in November as the newly appointed president for the largest North American marine terminal and stevedore, Ports America. Levesque, who returns to the U.S. after living and working in Asia for the past 25 years, will step into his new role starting in February when Horace Lo takes over as Modern Terminals’ group managing director.

B&H Worldwide, the award-winning aerospace logistics provider, appointed Michael Pearson to the newly created position of General Manager-Americas. From the company’s Los Angeles office, he must now develop the America’s market and drive growth plans in the States for B&H Worldwide, which was founded in the UK.

Ruan’s President and COO Dan Van Alstine was elected as the 2020 chairman of the board for the Iowa Motor Truck Association at the organization’s annual management conference last fall. Based in Des Moines like Ruan, the association was established in 1942 and has more than 600 member companies (trucking and suppliers) throughout Iowa.

Chicago-based Edsal Manufacturing announced that Scott White was appointed CEO effective Nov. 11, 2019. He succeeded Bruce Saltzberg, who retired after 47 years of leadership but served as strategic advisor through the end of last year and remains on the Board of Directors.

Laguna Hills, California-based LOCATE Inventory, a technology company responsible for developing a cloud-based inventory and order management software application, recently hired former Intuit executive Annie Terry as chief business officer.

Team Worldwide, a Winnsboro, Texas-based global 3PL, announced in October that Amy McKinney was named director of Marketing. She joins the company after having worked for Southwest Airlines and, most recently, Susan G. Komen.

The Containerization & Intermodal Institute (CII) presented the prestigious 2019 Connie Award in December to Bruce A. Fenimore, CEO of New Jersey-based company Columbia Group, which provides US-flag barge service and landside port services to the shipping industry. Also before some 450 people at CII’s annual industry-wide luncheon at the Renaissance Newark Airport Hotel in New Jersey, Sara Mayes, president and CEO of New York’s Gemini Shippers Group, received the Lifetime Achievement Award.

Ethiopian Airlines Group CEO Tewolde GebreMariam was recognized as Airline Executive of the Year at December’s annual Global Aviation Awards for Excellence organized by the Centre for Aviation in Malta.

Virginia Zimmermann, senior communications manager with Port Manatee (Florida), is the 6,000-member International Propeller Club of the United States’ International Member of the Year. She received the global honor at an Oct. 17, 2019, luncheon during the maritime industry group’s 93rd annual International Convention and Conference in New Orleans.

The New York/New Jersey Foreign Freight Forwarders and Brokers Association named David F. Adam, chairman and CEO of the United States Maritime Alliance, its 2020 Person of the Year. He will be honored at a gala dinner Feb. 6 in New York.

American Shipper Magazine founder David A. Howard passed away Dec. 15. He was just two months short of his 100th birthday.

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Kuehne + Nagel Steps Up Environmental Protection Efforts

December 30th, 2019 GT Staff Leave a comment

Kuehne + Nagel has established itself as the first logistics company to join the Development and Climate Alliance, one year after the German Federal Ministry for Economic Cooperation and Development originally launched it, according to a recent announcement. This move creates a new standard for competing international logistics companies to actively take part in environmental protection initiatives.

“Climate change has long been the question of human survival. The industrialized countries, in particular, have a special responsibility,” said German Federal Minister Dr. Gerd Müller. “It is not only politics that is called upon to act, but also the private sector. With the Development and Climate Alliance, we have created a platform for this. I am very pleased that Kuehne + Nagel, one of the world’s leading logistics providers, has decided to join the alliance. This is a major step and shows that environmental protection and entrepreneurial action go hand in hand.”

With the Net Zero Carbon programme by Kuehne + Nagel as the forerunner for joining the alliance, the company confirmed issues associated with CO2 – specifically through transportation options including their supplier airlines, shipping lines and haulage companies, will be addressed through a three-step process of detection, reduction, and compensation of CO2.

“With its Net Zero Carbon programme, Kuehne + Nagel acknowledges – as a first mover in the logistics industry – the responsibility it has for the environment, for the ecosystem and essentially for the people, added Otto Schacht, Member of the Management Board of Kuehne + Nagel International AG.

“By joining the Development and Climate Alliance, we support the goals of the German Ministry for Economic Cooperation and Development. As a globally operating company, we are convinced that the private sector must also make its contribution to environmental protection.”

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How to Avoid Bottlenecks in Your Global Operations

December 30th, 2019 Ali Hasan R. Leave a comment

You can’t just turn around a giant cargo ship. Even at some of the world’s best supply chains, redirecting chemicals and other products is a Herculean effort. And when shipping to volatile countries, it becomes even harder. For U.S. companies with global operations, one of the most effective ways to mitigate risk is to ship smarter.

In the current political climate, U.S. companies should be looking to partner with more stable countries where tariff changes aren’t expected. Take the Netherlands, for example. In 2017, the U.S. had a trade surplus of $24.5 billion.

I’ve been in supply chain management for more than a decade now. Supply chain flow has a lot of one-way check valves. Once cargo has shipped, there are no “backsies.” This is why supply chain managers are always stressing over demand forecasts — something that tops the list of most critical inventory management practices. And considering that our international tariff laws have been more dynamic in the past three years, shipping U.S. goods is more complex than it used to be.

Shipping Overseas

Anyone who has shipped freight by air or sea can attest to the fact that international shipping is complex — in no small part because of the rules and regulations around certain goods. Hazardous materials, obviously, can pose some problems. So can live cultures, a number of metals, and even telecommunication devices.

But it isn’t just international law that complicates matters. Everything from custom duties to cargo inspections can create bottlenecks within the supply chain. If even one item in a container is flagged, it could stop an entire ship’s worth of containers from making it past the terminal gates. It could then be held until a more thorough inspection can be made, which can come with an additional expense.

Complicating matters further, some countries will hold U.S. shipments for the sole reason that they’re coming from America. And in countries like Saudi Arabia, every container must go through inspection. Needless to say, these situations can add a significant amount of time to your shipment, creating inefficiencies in the supply chain that can sometimes be the equivalent of an additional tariff on your goods.

Being a former geo-marketing manager, I can tell you that a global view of operations can help you appreciate the people and logistics necessary to get goods from one location to another. It takes a great deal of coordination — and a great number of trucks, ships, and planes — to keep a supply chain running smoothly.

That’s why it’s so important to have some level of global operations knowledge as a U.S. supply chain professional. It can help you identify the potential “watering holes” of many products you need to buy for your operations. After all, the more you know about an item’s origin — and what it takes to get it to your warehouse — the easier it becomes to identify any middlemen that might be artificially elevating the price of goods.

This isn’t to say you should avoid international sources for goods. On the contrary, you should be exploring all your procurement options globally, nationally, and locally. Maybe you wouldn’t need to consider upheaving your operations and relocating your warehouse as a result of shifting trade patterns, like 48% of supply chain and transportation executives are doing now.

Getting a Global Perspective

The question then remains: What should U.S. manufacturers do to better understand global supply chain operations when exporting goods abroad? The following strategies should get you started:

Travel. To find the best prices for raw materials and the cheapest places to manufacture goods, the most logical answer is to travel. Knowing the origins of your raw materials can provide you with greater appreciation for the effort necessary to get an item to the production line. It also helps put the importance of quality in perspective. You understand why everything can’t be scrapped and reworked on a whim.

Study the local competition. Business is extremely competitive. The more you understand about local competitors, the easier it is to respond to changes. The U.S. e-commerce market has grown to $561 billion, making it the second-largest in the world. It didn’t take my first boss long to realize the value consumers place on U.S. brands, as they are willing to pay a premium for these goods — even over local ones.

Ask about tax reassessment and international ‘doing business as’ discounts.Many countries offer incentives for U.S. companies to do business in their lands. Free Trade Agreementsmake it much easier and cheaper to export goods to myriad foreign markets. The only problem: Most U.S. manufacturers never inquire about discounts on port duties or refunds for certain sales. Look at national government incentives for doing business in other countries.

Secure backup buyers. Regime changes, political turmoil, and bankruptcy are just a few events that can affect sales. In case your first buyer cannot purchase your goods, you need a backup buyer. Even at a price reduction, you salvage quarterly net income. To avoid tariffs on Chinese goods, companies bought all sorts of goods towards the end of last year. By February, all that changed. U.S. ocean imports fell 4.5%, and overall U.S. imports from China dropped 9.9%.

Chances are that the supply chain will become more central — and more global — to everything. In fact, activities associated with transportation and logistics account for anywhere between 10% and 12% of global GDP. As imports and exports ebb, it could disrupt not only the U.S. economy, but also the global one. But if you get to know the local competition, leverage business incentives from other countries, and take the time to formulate contingency plans for fluctuating demands, you’re more likely to weather the next storm.

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Ali Hasan R. is the co-founder and CEO of ThroughPut Inc., the artificial intelligence supply chain pioneer that enables companies to detect, prioritize, and alleviate dynamic operational bottlenecks. Ali’s unique experiences in onshore and offshore supply chain management in the United States, Russia, United Arab Emirates, Saudi Arabia, Pakistan, Bahrain, and Yemen have produced results for customers’ ongoing work, which is now featured at some of the world’s most recognized brands.

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Are You A Visionary? 6 Traits Every Strong Vision Shares.

December 25th, 2019 Oleg Konovalov Leave a comment

There’s a reason many of the most successful businesses in America – Apple, Amazon and others – had a visionary leader behind them, propelling them to achieve their goals at the highest level.

“A vision pushes people not just to do more, but to do more than they think they are capable of,” says Oleg Konovalov (www.olegkonovalov.com), a global thought leader and consultant who has worked with Fortune 500 companies and is author of the new book Leaderology.

Yet, even though everyone does a lot of talking about the importance of vision, he says, it’s not easy to fully grasp just what it is.

“I’ve discussed vision with CEOs of big companies, serial entrepreneurs, creators of unique software, and many others,” Konovalov says. “Every single person with whom I have spoken viewed vision differently. But in the course of all these discussions I discovered that there were some properties of a strong vision that remained constant.”

Vision reflects the highest purpose of leadership. A leader’s vision should include actual benefits for those affected by the vision, such as employees, customers, the leaders themselves, employees’ families and society at large. “A main stimulus of vision is people and the care of their needs,” he says. “If a vision is not formed around people and their needs, then it is not vision but personal ambition.”

Vision doesn’t lead to dead ends. A vision is always scalable and should show multiple potentials for expansion, Konovalov says. “But to be able to scale the vision you should maintain an appropriate cognitive distance from it,” he says. “This allows you to see the broader picture while keeping the important details in sight. Stand too close and you see the details, but lose the whole picture. Stand too far away and you lose the important details from which the vision is created.”

Vision reveals a path to success. As you pursue your vision, watch for the signs and clues that will help lead you to success. “They will be easy to follow if the vision is strong,” Konovalov says. “Those signs are always around in different forms – words of encouragement, expressions of real need from strangers, and answers to critical questions coming from unexpected perspectives.” Paying attention to such signs helps people spot opportunities while crafting the most effective path to success, he says.

Vision means taking on responsibility. If you’re the person with a vision, you are taking on a responsibility that will have an impact on people’s lives. “And the greater the vision is, the greater the responsibility,” Konovalov says. “But this huge responsibility also comes with incredible opportunities, the kind of opportunities available only to pioneers. It may be intimidating to take on all that responsibility, but it will reward you in return.”

Vision should be easy to understand. “Vision involves elegant thinking about complicated things,” Konovalov says. But that doesn’t mean the vision itself should be so complex that everyone is left puzzling over what you’re saying. Just the opposite. “Great vision is genuinely easy to understand,” he says. “The simpler the vision is in its core meaning, the easier it can be shared with employees, customers, and partners.”

Vision generates excitement. A person with a vision isn’t nonchalant about it. Strong vision is always accompanied by excitement. “Actually, vision is a strong emotion itself,” Konovalov says. “If someone tells you about his great vision and he sounds ho-hum about it, then most likely he is lying to himself and others. Such a person might have a goal, but they don’t have a vision.”

Vision is a great leadership ability and success instrument, Konovalov says.

“Vision defines and explains why and where effort should be focused,” he says. “And while vision is normally created by a single person, it quickly becomes the property of many, and that’s important.

“No one can accomplish something great on his or her own. Vision is what attracts the people needed to take what you want to accomplish and turn it into a reality.”

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Oleg Konovalov (www.olegkonovalov.com) is a thought leader, author, business educator and consultant with over 25 years of experience operating businesses and consulting Fortune 500 companies internationally. His latest book is Leaderology. His other books are Corporate Superpower, Organisational Anatomy and Hidden Russia. Konovalov received his doctoral degree from the Durham University Business School. He is a visiting lecturer at a number of business schools, a Forbes contributor and high in demand speaker at major conferences around the world.

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Global Pepper Market Is Expected to Reach 840K Tonnes by 2025

December 25th, 2019 IndexBox Leave a comment

IndexBox has just published a new report: ‘World – Pepper – Market Analysis, Forecast, Size, Trends and Insights’. Here is a summary of the report’s key findings.

The global pepper market revenue in 2018 is estimated at $4.1B, a decrease of -1.7% y-o-y. This figure reflects the total revenues of producers and importers (excluding logistics costs, retail marketing costs, and retailers’ margins, which will be included in the final consumer price). In general, pepper consumption continues to indicate a strong expansion. The most prominent rate of growth was recorded in 2011 when the market value increased by 26% against the previous year. The global pepper consumption peaked at $4.2B in 2017, and then declined slightly in the following year.