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Which Items are Prohibited in Shipping Containers

shipping containers
Archives, Global Shippers 101, Global Trade Daily

Which Items are Prohibited in Shipping Containers

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While shipping undeniably makes the relocation process much easier and significantly less complicated, the shipping practices do have some restrictions. It is extremely important to be well-informed on what items are prohibited in shipping containers, so as not to encounter any difficulties, delays, or serious problems in your attempt to bring this process to end successfully. Bear in mind that each and every container is inspected in detail prior to shipping. Thus, do not try to ignore the strict regulations regarding the prohibited items in containers. 

To help you handle the whole process with ease and without any potential inconveniences, we have made a comprehensive list that can eliminate your dilemma and clear away all your doubts on what items are prohibited in shipping containers. Having studied these closely, you can start orchestrating the shipping operation and commence a search for ways to negotiate better shipping terms.

Flammable and toxic items

Flammable and toxic items are on the top position of our list for understandable reasons. These items can considerably harm not only the belongings within the shipping container but the whole shipment as well. While some of these are easy to identify, others come as a surprise. Hence, it is always a good strategy to obtain information on allowables and non-allowables from your shipping company.

The flammable and toxic items you are to avoid putting in a shipping container are batteries of all types, aerosols, household cleaners and solvents, nail polish and nail polish remover, fireworks, various chemicals, oils, fertilizers, and similar. The list is extensively long, so once again we need to emphasize the necessity of consulting your shipping company and relevant institutions on this point. Only this way will you get peace of mind and confirmation that none of your items are among non-allowables.

Plants and animals

There are numerous pros of maritime shipping, but being able to ship animals and plants is not one of them by any means. Although it does not take too much thinking to understand the reason behind this, there are still those who are willing to give this option a try nevertheless. Understandably, the outcome of such a decision always includes severe consequences. Namely, no living being is able to survive a few-day shipping in a firmly closed shipping container without light or fresh air. Moreover, some countries have very strict regulations regarding bringing non-native plants to their territory. Apparently, they feel threatened by plants and seeds potentially infected with dangerous parasites and germs. Eventually, these might affect and endanger their existing vegetation. While it is true that this may sound like an exaggeration, we cannot deny that it is still possible.  

Illegal items 

Even though certain types of items are illegal all over the world, a lot of countries have their own regulations that define legal and illegal items in shipping terms. To avoid any problems and complications, gather enough information on this point.  

Generally, firearms, ammunition, drugs, and some medications definitely need to be mentioned when discussing what items are prohibited in shipping containers. An immense number of countries have strict laws regarding bringing weapons and ammunition across their borders and these need to be obeyed at all times. 

Perishables are prohibited in shipping containers

Although the shipping industry is intensely working on automation that will change the pace for shipping operations, it is still common for containers to be placed in storage for some time until the shipping is finally scheduled. This period is more than enough for perishables to spoil and even damage some of your belongings in the container. Hence, items that are forbidden in these containers include fresh produce, frozen and refrigerated food, and any food containers that have been opened and cannot be firmly closed anymore. 

Items that are not prohibited but yet should not be in shipping containers

Besides the items which are not acceptable because they are hazardous and potentially harmful, there are those which are not prohibited but yet should not be in shipping containers.  These usually have either high material or emotional value and are, most often, considered irreplaceable for the owner. Concerning the period of time these would have to spend in a container, it is a reasonable choice not to go for this option. Otherwise, you risk damaging, losing, or even completely destroying these items irrevocably.

Hence, all the important business or personal documents, jewelry, family albums, money, computer disks and laptops, keys, and cell phones should be kept at hand and not exposed to the risk of being shipped in a container. Depending on their number, these could easily be packed in the essentials bag or box you will take with you.

Conclusion

Knowing what items are prohibited in shipping containers is of utter importance for the success of the shipping process. Should you disobey the restrictions regarding this, you risk going through some major difficulties. In other words, your shipment may be delayed or even canceled. Hence, it is advisable to get all the necessary information and do some research prior to sending your shipping container overseas. This is the only approach to this task that guarantees a positive, completely problem- and stress-free experience.

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David Nelson had worked in the shipping industry quite sometime before he became a copywriter. He has decided to share his knowledge and experience with all those who seek advice in this field. David also follows the latest trends and can provide the necessary information to make any shipping process easy to conduct, be it a part of a relocation or a try to import cargo from Japan with ease, for example. Unsurprisingly, when he is not writing, David is traveling around the globe and exploring new areas. He is a passionate globetrotter indeed.

european market
Archives, Global Trade Daily, Imports/Exports

European Market for Citrus Fruit Jams and Purees – France Benefits from the Highest Export Price ($4,292 per tonne)

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IndexBox has just published a new report: ‘EU – Citrus Fruit Jams, Marmalades, Jellies, Purees Or Pastes – Market Analysis, Forecast, Size, Trends And Insights’. Here is a summary of the report’s key findings.

The market revenue for citrus fruit preserves (jams, marmalades, jellies, purees, and pastes) in the European Union amounted to $319M in 2018, growing by 8% 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). In general, citrus fruit preserves consumption, however, continues to indicate a relatively flat trend pattern. The most prominent rate of growth was recorded in 2014 with an increase of 22% against the previous year. The level of citrus fruit preserves consumption peaked at $331M in 2008; however, from 2009 to 2018, consumption failed to regain its momentum.

Consumption By Country in the EU

The countries with the highest volumes of citrus fruit preserves consumption in 2018 were the UK (26K tonnes), Italy (24K tonnes) and Spain (18K tonnes), with a combined 56% share of total consumption. France, the Netherlands, Belgium, the Czech Republic, Germany, Romania, Ireland, Poland and Hungary lagged somewhat behind, together accounting for a further 33%.

From 2007 to 2018, the most notable rate of growth in terms of citrus fruit preserves consumption, amongst the main consuming countries, was attained by Poland, while the other leaders experienced more modest paces of growth.

In value terms, the UK ($83M), Italy ($60M) and France ($42M) appeared to be the countries with the highest levels of market value in 2018, with a combined 58% share of the total market. These countries were followed by Spain, Belgium, the Netherlands, the Czech Republic, Ireland, Romania, Germany, Hungary and Poland, which together accounted for a further 32%.

The countries with the highest levels of citrus fruit preserves per capita consumption in 2018 were Ireland (591 kg per 1000 persons), Italy (412 kg per 1000 persons) and Belgium (410 kg per 1000 persons).

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

Production in the EU

In 2018, approx. 125K tonnes of citrus fruit jams, marmalades, jellies, purees or pastes were produced in the European Union; rising by 13% against the previous year. Overall, citrus fruit preserves production, however, continues to indicate a relatively flat trend pattern. The most prominent rate of growth was recorded in 2014 when production volume increased by 29% y-o-y. The volume of citrus fruit preserves production peaked at 138K tonnes in 2007; however, from 2008 to 2018, production stood at a somewhat lower figure.

In value terms, citrus fruit preserves production amounted to $313M in 2018 estimated in export prices. The total output value increased at an average annual rate of +1.1% over the period from 2007 to 2018; however, the trend pattern remained consistent, with somewhat noticeable fluctuations throughout the analyzed period. The pace of growth appeared the most rapid in 2008 when production volume increased by 22% against the previous year. In that year, citrus fruit preserves production attained its peak level of $338M. From 2009 to 2018, citrus fruit preserves production growth remained at a lower figure.

Production By Country in the EU

The countries with the highest volumes of citrus fruit preserves production in 2018 were the UK (26K tonnes), Spain (24K tonnes) and Italy (24K tonnes), with a combined 59% share of total production. France, Belgium, the Netherlands, Germany, the Czech Republic, Romania, Denmark, Hungary and Poland lagged somewhat behind, together accounting for a further 32%.

From 2007 to 2018, the most notable rate of growth in terms of citrus fruit preserves production, amongst the main producing countries, was attained by Belgium, while the other leaders experienced more modest paces of growth.

Exports in the EU

In 2018, approx. 36K tonnes of citrus fruit jams, marmalades, jellies, purees or pastes were exported in the European Union; surging by 7.5% against the previous year. The total export volume increased at an average annual rate of +2.7% 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 2017 with an increase of 14% y-o-y. Over the period under review, citrus fruit preserves exports attained their peak figure in 2018 and are expected to retain its growth in the near future.

In value terms, citrus fruit preserves exports stood at $87M (IndexBox estimates) in 2018. The total export value increased at an average annual rate of +1.9% from 2007 to 2018; however, the trend pattern remained relatively stable, with only minor fluctuations throughout the analyzed period. The most prominent rate of growth was recorded in 2008 when exports increased by 15% y-o-y. Over the period under review, citrus fruit preserves exports reached their peak figure in 2018 and are expected to retain its growth in the immediate term.

Exports by Country

The exports of the eight major exporters of citrus fruit jams, marmalades, jellies, purees or pastes, namely Spain, the UK, Germany, France, Denmark, Italy, Belgium and Ireland, represented more than two-thirds of total export.

From 2007 to 2018, the most notable rate of growth in terms of exports, amongst the main exporting countries, was attained by Spain, while the other leaders experienced more modest paces of growth.

In value terms, France ($19M), the UK ($15M) and Spain ($15M) appeared to be the countries with the highest levels of exports in 2018, with a combined 55% share of total exports.

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

Export Prices by Country

The citrus fruit preserves export price in the European Union stood at $2,436 per tonne in 2018, increasing by 2.5% against the previous year. Overall, the citrus fruit preserves export price, however, continues to indicate a relatively flat trend pattern. The most prominent rate of growth was recorded in 2013 when the export price increased by 15% y-o-y. In that year, the export prices for citrus fruit jams, marmalades, jellies, purees or pastes reached their peak level of $3,042 per tonne. From 2014 to 2018, the growth in terms of the export prices for citrus fruit jams, marmalades, jellies, purees or pastes remained at a somewhat lower figure.

Prices varied noticeably by the country of origin; the country with the highest price was France ($4,292 per tonne), while Denmark ($1,750 per tonne) was amongst the lowest.

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

Imports in the EU

In 2018, the amount of citrus fruit jams, marmalades, jellies, purees or pastes imported in the European Union amounted to 32K tonnes, going up by 11% against the previous year. The total import volume increased at an average annual rate of +2.9% from 2007 to 2018; however, the trend pattern indicated some noticeable fluctuations being recorded throughout the analyzed period. The most prominent rate of growth was recorded in 2017 with an increase of 36% against the previous year. The volume of imports peaked in 2018 and are likely to continue its growth in the immediate term.

In value terms, citrus fruit preserves imports stood at $69M (IndexBox estimates) in 2018. The total import value increased at an average annual rate of +1.3% over the period from 2007 to 2018; however, the trend pattern remained consistent, with only minor fluctuations being observed throughout the analyzed period. The pace of growth was the most pronounced in 2017 when imports increased by 28% year-to-year. Over the period under review, citrus fruit preserves imports reached their maximum in 2018 and are likely to see steady growth in the immediate term.

Imports by Country

France (7,472 tonnes) and the UK (6,570 tonnes) represented roughly 43% of total imports of citrus fruit jams, marmalades, jellies, purees or pastes in 2018. Germany (3,454 tonnes) ranks next in terms of the total imports with a 11% share, followed by Italy (9.5%), Ireland (9.1%) and Portugal (6%). Poland (1,196 tonnes), Sweden (1,188 tonnes), Spain (1,175 tonnes), the Netherlands (759 tonnes) and Belgium (565 tonnes) followed a long way behind the leaders.

From 2007 to 2018, the most notable rate of growth in terms of imports, amongst the main importing countries, was attained by Portugal, while the other leaders experienced more modest paces of growth.

In value terms, the UK ($14M), France ($13M) and Germany ($10M) were the countries with the highest levels of imports in 2018, with a combined 54% share of total imports. Italy, Portugal, Ireland, Sweden, Spain, Belgium, Poland and the Netherlands lagged somewhat behind, together accounting for a further 37%.

Portugal recorded the highest rates of growth with regard to imports, in terms of the main importing countries over the last eleven-year period, while the other leaders experienced more modest paces of growth.

Import Prices by Country

The citrus fruit preserves import price in the European Union stood at $2,121 per tonne in 2018, approximately mirroring the previous year. Overall, the citrus fruit preserves import price continues to indicate a mild slump. The most prominent rate of growth was recorded in 2008 an increase of 7% y-o-y. Over the period under review, the import prices for citrus fruit jams, marmalades, jellies, purees or pastes attained their maximum at $2,824 per tonne in 2013; however, from 2014 to 2018, import prices failed to regain their momentum.

Prices varied noticeably by the country of destination; the country with the highest price was Belgium ($4,655 per tonne), while Ireland ($1,386 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by Belgium, while the other leaders experienced mixed trends in the import price figures.

Source: IndexBox AI Platform

Shipping 3pl
Archives, Global Shippers 101, Global Trade Daily

Five Important Ways to Negotiate Better Shipping Terms

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The final price of your product or service depends on a wide range of factors. Shrewd people in business know there is more to making profits than keeping your buying price low and selling price high. Additional business expenses can reduce your final margin. These include shipping, marketing, storage, and a range of legal expenses.

Negotiating a low price from your manufacturers is just the beginning. Supply chain negotiation training seminars can teach you several ways to gain value before your products reach your customers.

The shipping industry can offer you notable savings opportunities. To identify these, you have to have a keen eye. In this article, we look at five ways you can apply negotiation training skills to obtain better shipping rates.

Understand the Shipping Terms

Global trade has thrived on the back of shipping and logistics companies for hundreds of years. As a result, the shipping industry has developed a unique culture and language. Whether you are dealing with local or multinational shipping companies, there is a range of terms that you should know.

Terms such as CIF (Cost, Insurance, and Freight) and FOB (Free on Board) are used freely in the shipping industry. If you are new to the business, you can learn shipping terms by attending a seminar on the essentials. If you don’t understand the industry’s regular terms, you risk making a deal that can be negative for your business. 

Negotiation training seminars can teach you how to prepare before sitting down to make a deal. You can improve your position by researching the industry before meeting companies. Also, you can carry out mock discussions with shipping company agents. This can give you a feel of the language and questions that may come up during a real negotiation.

Research Possible Hidden Costs

One of the things that can diminish your profits is hidden logistics costs. The final price for your products should factor in all the costs you expect to incur before delivery. Talking to the different authorities that can come into contact with your products in transit can clarify your overall costs. Knowing the factors affecting your shipping rates can help you negotiate to reduce hidden costs.

By working closely with your shipping company, you can identify smart ways to cut down your costs. Many companies have different shipping rates based on weight as well as box dimensions. If you use the standard boxes the shipping company provides, you can save a few dollars on each load.

Develop Your Negotiation Strategy

Once you have understood the market and options available, negotiation training can help you plan your strategy. Writing down your strategy and goals can give you an overview of the entire process. The points listed below are some of the elements taught in negotiations seminars that can help to strengthen your strategy.

Budget

Based on your business model, you should have a price you are not willing to go above. Your strategy should include the ideal and maximum price you are willing to offer for the shipping service.

BATNA

A BATNA is your Best Alternative to a Negotiated Agreement. It refers to a set of alternative options you can take if you cannot reach a viable deal in your negotiations. A well-planned BATNA can help you to recognize a bad deal and give you the confidence to walk away.

Timelines

Time constraints can have a significant impact on your negotiations strategy. The earlier you start discussions with shipping companies, the less pressure you will have to close a deal. Beginning your negotiations early can give you more time to reach a mutually beneficial agreement.

The Urgency of Delivery

Your strategy should state how fast you need the products to be delivered once ordered. Same day deliveries often cost more than two or three days of delivery. The delivery time constraints depend on the nature of your products and promises made to your customers.

Payment Terms

Although one-off payment offers come with attractive discounts, they can also be quite risky. Making payments in installments is safer and keeps the shipping company committed until the final payment. Offer well-balanced payment terms that enable your shipping company to deliver your products on time while limiting your financial risk.

Concessions

Well-trained negotiators plan the concessions they are willing to give before discussions begin. In your research, find concessions that can create value for the shipping company and present them in your meeting. The negotiation process can become very challenging if you are too rigid.

Use Third Party Logistics Providers (3PL)

According to the World Shipping Council, the intermodal shipping network plays a significant role in the cost and rate of service delivery. An intermodal network is made up of ships, airplanes, trucks, and trains. The connection points where cargo is transferred between modes of transport are also part of the network. Many companies depend on intermodal networks for the inland dispersal of cargo from harbors and airports.

Third Party Logistics Providers (3PL) provide a useful service by shipping your cargo via their own intermodal networks. A trusted 3PL provider can save you time and money while allowing you to focus on your core business.

3PLs allow you to negotiate with one service provider who can manage all the regulatory and intermodal networking issues you may face. Further, your 3PL can help you connect and share shipping costs with other dealers in your vicinity.

Negotiate with Other Shipping Companies

Before signing off on a deal, make sure you have exhausted your other options. If you only deal with one shipping company, you may miss a better option. In a comprehensive negotiation seminar, you can learn how to leverage competitive bids to secure better deals.

Additionally, training to negotiate with multiple companies feeds into your research. It teaches you more about the existing challenges in the shipping industry. The knowledge you acquire can help you create value as you deal with the shipping companies.

Round-Up

The shipping industry presents smart people in business with a wide array of chances to negotiate better deals. The techniques in this article are not exhaustive. However, they can set you on the right track and feed into your strategy.

Negotiation training seminars are designed to maximize your potential and spur you into action. However, there is no strict rule book that is applicable in every case. As you grow in business, you can develop your own strategies based on your training and personal preferences.

Qatar Trade Summit
Archives, Executive Education, Global Trade Daily

Qatar Trade Summit: Innovation and Disruption Revolutionising the Logistics Industry in Qatar.

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Valuable insights into the future of Qatar’s Trade and investments sector aligned with logistics and supply chain in the region will be showcased at the exclusive Qatar Trade Summit scheduled to take place from 25th to 27th November 2019 in Doha, Qatar, The summit is Qatar’s only event focusing on the nation’s economic diversification plans and progress with strategic plans on becoming the regions logistics hub. 

The summit will strive to examine the nation’s potential on becoming the region’s economic powerhouse via 3 days of deliberations on sea ports development, Shipping and Air Cargo industry, future of logistics and supply chain as well as a final day dedicated to engage in interactive sessions on Qatar’s trade and investment prospects. Attending delegates and partners will get a first-hand knowledge of Qatar’s logistics and supply chain industry, the planned development of sea ports to support regional growth, the influence of shipping air cargo and the free zones in opening up opportunities for regional and foreign companies to invest and do business in Qatar” stated Allan Martin, Communications Director, Qatar Trade Summit. 

All aspects of the shipping industry, port development, air cargo, supply chain and logistics and trade and investments will be discussed at this summit. The event will engage the entire ecosystem of the logistics business in Qatar focusing on procurement, forwarding, planning, new business, infrastructure and investments. The theme of the summit is to explore the scale of innovation and disruption which is revolutionizing the logistics industry in Qatar and the nation’s keen intent on diversifying into a thriving economy prior to the prestigious FIFA 2022 football world cup taking place in Qatar. Qatar Trade Summit will directly impact a comprehensive range of sectors in the region and will cover solutions and products to uplift these sectors. The areas covered will be Ship building, Port management, Port Infrastructure development, Air Cargo expansion, Logistics and supply chain solutions and the investments and business opportunities in Qatar. 

The summit’s profile includes key dignitaries such as H.E. Akbar Al Baker, Group CEO, Qatar Airways, Capt. Abdulla Al-Khanji, CEO, Mwani Qatar, Qatar, Mr. Abdulrahman Essa Al-Mannai, President & CEO, MILAHA, Qatar, Mr. Lim Meng Hui, CEO, Qatar Free Zones Authority (QFZA), Mr. James Baker, Editor, Lloyd’s List Containers, UK, Mr. Glyn Hughes, Global Head of IATA Cargo, Switzerland, Mr. Turhan Özen, Chief Cargo Officer, Turkish Airlines, Mr. Amadou Diallo, CEO, DHL Global Forwarding, Middle East & Africa, Mr. Bertrand Maltaverne, Solutions Consultant, Ivalua, Austria, Mr. Fikret Ersoy, MD, BDP International, Middle East, Turkey & Africa from Qatar and across the globe who will be presenting at the conference and the summit will also host some of the world’s best solution providers and also invite attendees from leading government and private entities from Qatar. 

The Qatar Trade Summit will also feature one of the most exhaustive and inclusive knowledge sessions seen at a national summit. The conference will include 19 topics spread across 4 sessions, and two key workshops all scheduled over 3 days of high level networking and interaction. Qatar Trade Summit will assist in realising Qatar’s ambitions to become the logistics and trade leader in the Middle East. 

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About Organizer: © Qatar Trade Summit | Allan Martin | Email: info@qatartradesummit.com | allan@qatartradesummit.com | UK Tel: +44 20 3807 8492 | India Mobile: +91 96061 70760 Qatar Contact: Saf | Tel: +974 33834548 | +974 66947607 | saf@apexqatar.com LinkedIn: Qatar Trade Summit | twitter: @tradeqatar 

ocean
Archives, Global Trade Daily, Ocean Carriers

A Tough Year on the Water Hasn’t Dampened Innovation for these Ocean Carriers

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To say that 2019 has been challenging for ocean carriers would be an understatement. The year began with the National Retail Federation forecasting a decline in year-over-year growth, echoing World Bank chatter of a slowing global economy.

And don’t forget the tariff wars between the U.S. and China (heck, the U.S. and just about anyone). Managing capacity on ships has also been an issue, and then there is the potential biggest bogeyman of all: the International Maritime Organization’s low-sulfur fuel mandate taking effect Jan. 1, 2020.

Sure, we could dwell on the gloom and doom, but that would not be very Global Trade magazine of us, now would it? We here in our silky ivory tower like to spotlight the positive, which we reveal with these ocean shippers we love.

MSC

Mediterranean Shipping Co. this year watched the world’s largest container ship, the MSC Gülsün, complete its maiden voyage from northern China to Europe. With a width of 197 feet and a length of 1,312 feet (!), the Gülsün was built by Samsung Heavy Industries at the Geoje shipyard in South Korea. It can carry up to 23,756 TEUs shipping containers on one haul. That capacity can include 2,000 refrigerated containers for shipping food, beverages, pharmaceuticals or any other chilled and frozen cargoes. That’s a lot of snow cones!

MOL

Mitsui O.S.K. Lines sees MSC Gülsün and raises you the MOL Triumph, which achieved a new world load record this year. Departing Singapore for Northern Europe on THE Alliance’s FE2 service with a cargo of 19,190 TEU. That surpassed the previous load record achieved in August 2018, when Mumbai Maersk sailed from Tanjung Pelepas to Rotterdam with 19,038 TEU onboard. Yes, you are correct, that’s a pretty slim margin of victory, and analysts suspect the MOL Triumph record won’t last long given the 23,000 TEU ships being introduced.

HYUNDAI MERCHANT MARINE 

Speaking of THE Alliance, current members Hapag-Lloyd, ONE and Yang Ming will be joined in April 2020 by Hyundai Merchant Marine (HMM). The South Korean carrier recently signed an agreement to join THE Alliance and then passed the pen to the founding members, who extended the duration of their collaboration until 2030. “HMM is a great fit for THE Alliance as it will provide a number of new and modern vessels, which will help us to deliver better quality and be more efficient,” said Rolf Habben Jansen, Hapag-Lloyd’s chief executive. 

HAPAG-LLOYD

Oh, speaking of the fifth-largest container shipping company in the world, Hapag-Lloyd is piloting an online insurance product as part of a digital offering to try to overcome the widespread practice of shippers relying on the limited cover provided under the terms of carriers’ bills of lading. While Hapag-Lloyd says it takes the utmost care in transporting cargo, company officials acknowledge things can and have gone wrong. Thus, the introduction of Quick Cargo Insurance, which is underwritten by industrial insurer Chubb in Germany and is limited to containerized exports from that country, France and the Netherlands. However, the carrier says it plans to expand the offer.  

MAERSK

To navigate new environmental regulations, A.P. Moller-Maersk A/S is considering going old school. We mean really old school by using a modern version of the old-fashioned sail to help power its ships. Currently being tested on one of Maersk’s giant tankers, the sails look less like the flapping silk you know from Johnny Depp movies and Jerry Seinfeld’s puffy shirt and more like huge marble columns. But they are nothing to laugh at as two 10-story-tall cylinders can harness enough wind to replace 20 percent of the ship’s fossil fuels, according to their maker, Norsepower Oy Ltd. 

MOL, THE SEQUEL

While we’re getting all green up in here, it’s worth also pointing out that Mitsui O.S.K. Lines Ltd. This year joined three other Japanese companies— Asahi Tanker Co., Exeno Yamamizu Corp., and Mitsubishi Corp.—in teaming up to build the world’s first zero-emission tanker by mid-2021. Their joint venture e5 Lab Inc. will power the vessel with large-capacity batteries and operate in Tokyo Bay, according to a statement the foursome released on Aug. 6. Thanks to the onslaught of legislation to improve environmental performance, other companies are also looking to battery power. Norway’s Kongsberg Gruppen is developing an electric container vessel, and Rolls-Royce Holdings last year that started offering battery-powered ship engines.

AMAZON

No, this is not a leftover strand from a different story in this magazine about moving packages on the ground. “Quietly and below the radar,” USA Today recently reported, “Amazon has been ramping up its ocean shipping service, sending close to 4.7 million cartons of consumers goods from China to the United States over the past year, records show.” While other ocean carrier leaders prepare for the bald head of Jeff Bezos, his move really should be no surprise given Amazon’s attempt to control as much of its transportation network as possible. (See my September-October issue story “Air War: Fast, Free Shipping has UPS, FedEx and Amazon Scrambling in the Air”). Of Amazon now floating into the sea, Steve Ferreira, CEO of Ocean Audit, a company that utilizes data and machine learning to find ocean freight refunds for the Fortune 500, told USA Today: “This makes them the only e-commerce company that is able to do the whole transaction from end-to-end. Amazon now has a closed ecosystem.” 

IMO 2020
Archives, Global Logistics, Global Trade Daily

IMO 2020: Understanding the Impact of Cutting Sulphur Oxide Emissions

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As global shippers prepare for the busy season approaching, the International Maritime Organization (IMO) has a new international regulation scheduled to begin the first of January. IMO 2020 is a regulation designed to reduce Sulphur oxide emissions from ships, which will reduce the harmful impact of the shipping industry’s byproduct fuel emissions. Lower sulfur emissions will improve air quality in port cities as well as lessen ocean acidification. With roughly four months remaining before the regulation is implemented, trans-ocean logistics companies are urging vessel owners to plan accordingly so they are not fined for surpassing the Sulphur limit specifications. 

The IMO 2020 regulation applies to all ships on international and domestic voyages. New IMO compliant fuels are being created, but due to limited supply and high demand, the price of the new fuel is expected to fluctuate. These additional costs can create a trickle-down effect, which has the potential to affect both vessel owners and shippers. Shippers will most likely find the cost of ocean transportation increasing as the marine sector must utilize these more costly fuels.

RTM Lines a respected trans-ocean transportation company providing, knowledgeable, cost-effective and professional expertise in the ocean transportation industry is committed to assisting our clients to navigate these changes. The new IMO 2020 regulation will affect the entire industry including a variety of vessel operators by reducing acceptable fuel sulfur content from 3.5% to 0.5%.  “Even the smallest amount of Sulphur will subject vessels to a fine or the ship will be pulled out of trade,” said Richard Tiebel, Head of Operations at RTM Lines. “The more proactive vessel owners are about reducing the amount of Sulphur there is in the fuel, the fewer problems they will have to deal with when the IMO 2020 regulations are in effect.” 

“Fuel treatment remains the most effective way to address compliance. However, fuel treatment is in short supply, so we will likely see higher costs for this service, ultimately coming out of the consumer’s pocket. Another solution is flushing of the tanks; this is costly in more ways than one as it has the potential to put a vessel out of commission for a significant amount of time. When weighing their options, shippers should consider capacity, as non-compliant vessels will be pulled out of service or denied entry at certain ports.” Tiebel said. 

Freight costs are already showing signs of an unpredictable landscape. Tiebel shared that, “A $20 difference between IFO 380 bunker and marine gas oil, adds an additional $2.50 per freight ton to breakbulk shipments on a booking note basis. Current and future bunker prices will be based on web-based bunker platform reports which will be provided along with the freight invoice.” In other words, shippers are starting to see an added invoice to charges previously quoted simply due to fuel changes. Furthermore, these charges are covered with right to adjust at time of quotation, time of loading, and at time of discharge.” 

Although the IMO 2020 regulation, has the potential to be more expensive, it can drastically reduce pollution in the environment. The move beyond traditional shipping fuels will transform the ocean shipping industry. These changes in the industry, though challenging, can make a significantly reduction in emissions and create a positive impact on the environment.

“I believe once IMO 2020 is implemented, it’s going to help the environment tremendously. Compliance will be a big step in bringing our industry up to date in protecting the marine environment we utilize. It is the key ingredient not only in ocean transport but in our lives and those of our families.” Tiebel concludes. 

two-day shipping
Archives, Global Shippers 101, Global Trade Daily

Two-Day Shipping or One-Day Order Processing: What Wins?

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Your average customer doesn’t know much about logistics, so every e-commerce company faces a unique concern for giving customers what they want. Do you offer two-day shipping for when an order is processed, or speed up your processing, all in order to meet their demands for quick products?

From the customer perspective, two-day shipping obviously sounds fantastic. However, it stops being so great when things take far longer than two days. Imagine if your order processing takes a week — how would customers feel?

In the same light, if an order is processed in a few hours, but shipping takes weeks, people might not even click “buy” if you’re upfront about how long it’ll take to get to their door. Google will lead you to many people who are disappointed with shipping times, regardless of the promise they were made.

So, what’s an e-commerce business to do?

Two-Day Shipping Changes

Adding two-day shipping is all about speed in your warehouse. As soon as this team receives an order, they get to work picking, packing, and sending it off to the customer. Buyers have a clear understanding of when things will arrive after the order is shipped and they’ll hold you to it.

To achieve this, you’ll need a streamlined warehouse with quality technology and practices, optimized to move orders as fast as possible. You also need enough people to prevent a backlog. Warehouse management tools are a tremendous help for this labor planning, plus they can ensure you’ve got the inventory of products as well as boxes and packaging materials to keep you ready.

The good news for a business is that you can keep your shipping promises even when inventory runs low because you’re guaranteeing delivery after order processing. 

Making the most out of two-day shipping requires you to be transparent. Customers need to know that the two days are when the product leaves your warehouse and arrives at their door, not when they click “buy.” Companies often address this by providing an estimated arrival date and then following up with an email once the product is shipped.

Thoughts on One-Day Order Processing

Order processing, simply put, is your ability to verify and use a purchase order to create a warehouse shipment order.

Most customers just don’t think about order processing when they’re making a purchase. Some don’t really understand the concept because they’re treating your business like a brick-and-mortar solution where they walk in, ask for what they want, and then you (the business) immediately know and can start on their order.

The behind-the-scenes actions of verifying orders and payment, checking inventory, creating an order for a warehouse, and getting it all in line when your staff is there simply blow by without a thought. You can see this in the wide range of explanations, FAQs, and responses to customer complaints about package deliveries and times. Even Comcast has to explain order processing times on its support pages.

If you’re able to streamline all of those activities, it’s a boost that customers will love, even if they don’t realize it. Processing every part of an order in a single day, or on the same day, allows your team to pick, pack, and send faster. It’ll improve the speed of all orders you receive, not just those that select expedited shipping.

Most of this is done via technology like warehouse management systems, which allow you to better control costs and understand revenue as well as inventory. What you’ll like about using a WMS is that they process orders quickly enough for you to insert them in the workflow where they need. So, if you get two orders — the first at regular shipping and then another an hour later with two-day shipping — the system will automatically move the two-day shipping to the front of the line.

The Customer-Driven Choice

Choosing between these two options requires one more consideration: where are your customers unhappy?

Unhappy customers won’t buy from you again and are likely to leave negative reviews that can impact other sales. When concerns are around your shipping, read them carefully. Ask if you can best respond by processing an order more quickly and reducing long wait times or if they demand immediate satisfaction with the two-day turnaround.

In general, customers are more likely to understand two-day shipping on your website, so if the issue is clarity or complaints around not knowing when goods will arrive, this might be a better course of action. On the other hand, if they don’t like how their order disappears for days or weeks before they get a notice about it being shipped, order processing can be the right solution.

Shoppers on the e-commerce behemoth Amazon will sometimes gripe that their Prime packages still take a week to arrive. Often this is because the seller’s order processing systems and inventory levels have issues. Because customers are paying for two-day shipping, they can feel cheated. It’s a direct sign for where those companies should focus their next warehouse investments.

Both two-day shipping and one-day order processing can improve your operations. When possible do both. When not, pick the one that your customers will understand and appreciate most based on the feedback you already have available.

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Jake Rheude is the Director of Marketing for Red Stag Fulfillment, an ecommerce fulfillment warehouse that was born out of ecommerce. He has years of experience in ecommerce and business development. In his free time, Jake enjoys reading about business and sharing his own experience with others. 

Archives, Global Logistics, Global Trade Daily

Deconstruction of the Value Chain

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Why Large Shipping Lines Should Think About Asset-Sharing

In the past, companies have tried to optimize and unearth efficiency gains through value chain integration. Reason was that it is easier to communicate and optimize within a company than with external partners. Examples from container logistics include Maersk Line acquiring Damco as part of the P&O Nedlloyd acquisition and Amazon aiming to consolidate the entire value chain from factory to last mile delivery. 

In the literature, the explanations focus on lower transaction costs when communicating within an organization compared to the outside and the risk of “hold-ups” is better manageable if you can observe the entire value chain compared to just a small fraction. 

Extrapolation: You can argue that these factors and risks are the only reason why we have companies at all, those are basically just a way for humans to work together and communicate efficiently. In a sense, a company is just a collection of specialists who work together on a “platform” called a company. 

Technology Reduces Those Underlying Costs and Risks

Today, technology and digital platforms reduce transaction costs and remove risks. This makes the traditional “company borders” obsolete. We see that in the “gig” economy where specialists (from highly paid professionals such as lawyers and consultant to poorly paid uneducated “hands”) chose not to get a job in a company but instead offer their workforce on platforms – think of Uber, Fiverr and even Deliveroo. Interestingly, this does not quite fit into the B2B vs B2C vs C2C logic of the past but is rather P2B (“Platform-to-B”) or P2C: As a company or as a consumer I only need to join a platform to get access to a wide range of services without further need to search, compare or contract. 

“Traditional” B2B Markets Follow the Trend

We see the same happening in B2B! M&A activity will not remain the only logical way to increase efficiency along the value chain and to achieve economies of scale. Instead, platforms and digital technologies allow companies (no matter how small or specialised) to work together across company borders. On successful platforms, this is powered not only by efficient online processes, but supported by platform activities that increase trust such as peer reviews, performance information or payment handling. 

An industry perspective: “a simulated large, consolidated company” which operates equipment in an efficient, market-driven pool. Other examples that come to mind are platforms focused on the optimization of hinterland intermodal moves—improving communication between container carriers, freight forwarders, and trucker. 

Future: We Expect This Along the Entire Transportation Value Chain

Thinking about the future of shipping industry, we will see further deconstruction happening. Multiple “neutral” platforms will link together specialized actors along the value chain. Actors on the value chain will be much more specialized than today and instead of  seeing mega carriers covering the transport chain end-to-end, we’ll have actors such as equipment owner, vessel owner, vessel operator, slot marketer, agents in POL and POD, equipment tracking technology, ports, terminal, truckers, depots… 

An example: from an economic viewpoint (and when removing transaction costs / communication barriers and “holdup risks”) it makes only very little sense have “vessel operation” and “equipment ownership” done by the same party. In the case of equipment: Managing a pool allows you to balance out company-specific imbalances and reduce empty container moves! Container Leasing companies are a prime example where this already happens. 

Of course, this does not need to be fragmented down to the individual micro-service at all stages. Thinking back to our example before, that would mean that we don’t even have companies here anymore but just individual freelancers. Such companies can then also contribute 2, 3, 4 steps but we think the underlying logic is important: Deconsolidation makes sense! 

Additionally, there will be some clients who prefer buying from a consolidated entity instead of plugging-and-playing services on a platform. Consider a large shipper who wants to have a reliable long-term contract with stable rates and a single-point of contact -> this role will still exist and also create value (as they cater to a specific demand). Here you’ll also find strong “consumer” / “client” facing brand names such as Maersk. However, the way this “consolidator” then provides the service will change completely from an inhouse solution to an “on demand platform solution”. 

What we see in shipping is that fully integrated liners act like a “one-stop-shop” and try to offer everything even though their core business is ocean freight. Why shouldn’t forwarders or shippers bring their own containers and only book the vessel slot? When shippers bring their own boxes, containers are so-called shippers owned containers, SOC container in short. Such containers increase flexibility and create a win-win for shippers and carriers: Forwarders save demurrage charges, while carriers avoid time-consuming planning and can focus on what they’re good at: moving goods between continents and the sale of vessel slots! 

More and more shipping companies increase their SOC activities because online platforms provide them with access to global capacity and streamline processes of booking containers separately to the vessel slot. 

Container xChange is an example of how companies can work together on a neutral platform and share capabilities/ assets. It is not necessary anymore to take over your competitor to leverage a shared equipment pool of containers. More than 300 companies use this chance to access to world market and to have eyes and ears across the entire globe. It is also possible to add further services from 3rd parties to a transaction such as container insurance or surveying to further driving down transaction costs. Apart from efficient processes, transaction costs are further reduced through secure payment handling, partner reviews, performance, and issue resolution by the always on support. 

No Need to Run the Race for Integration 

You can stop the “race to be the largest and most integrated actor”, in the future of shipping you’ll need to be super specialized and able to play multiple platforms instead. In a corporate finance viewpoint there will be no more “conglomerate cover-up”, every activity needs to be performed at par with or better than the best. Because markets will be so efficient, that customers are not willing to pay for sub-par parts of products anymore. 

How Do You Prepare for The Future of Shipping?

What does this all mean for you? Firms should ensure they are preparing for an eco-system future—or what “eco-systematisation” will mean for them. Specifically, they need to dedicate resources to understanding which services are available, as the landscape is evolving quickly. More and more platforms are evolving that might evolve into an eco- system services—just think of Alibaba and WeChat. They need to decide what they are really distinctive at and exit or source marginal activities. While this has always been a good idea and strategic exercise, it is becoming more important than ever (examples could be COSCOs divestment of its shipbuilding/shipyard arm).

And finally, they need to create plug and play architectures, not just in a technical sense, but also in how they contract (e.g., shorter duration). And in some cases, they may need to organize themselves into a set of discrete internal services to allow inter-operability with the external market. Zapier is a really good example for pushing plug and play architectures, it basically is an online service that “connects” distinct services to provide additional user value. Easyjet is a good example for an “unbundling” of services into micro-services: You can book everything, but you don’t have to—that aligns very well with the market and is profitable in itself! 

Archives, Global Trade Daily, Special Reports

Giving Customers Choice: The Power of Personalized Delivery in the Age of Amazon

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The past five years have paved the way for a new age of retail — where stores have become omnichannel-driven showrooms, checkout has become as simple as a flick of the phone, and teeming competition has driven retailers to create curated experiences for their customers. 

Most fingers point at the e-commerce giants, Amazon in particular, for putting pressure on brick-and-mortar stores to compete on convenience and personalization. Particularly around delivery, Amazon changed the game with two-day shipping for Prime members. As retailers have fought back by leveraging their physical footprints to improve fulfillment times with offerings like click and collect, Amazon upped the ante with one-day delivery. 

There’s no doubt about one thing: increasing consumer demand for convenience is as important as it’s ever been. The focus has been on enabling same- and next-day delivery, but that’s also been putting retailers under enormous strain and compressing already thin margins. 

If you’re solely focused on matching Amazon’s one-day shipping promise, you’re missing the bigger picture. Consumers want more than same-day, next-day, or scheduled deliveries – they want the freedom to choose. 

There’s no one-size-fits-all solution. Capgemini found that 73% of consumers think receiving a delivery in a convenient time slot is more important than receiving it quickly. It ultimately comes down to a question of time vs. money. Sometimes customers are willing to pay for something to be delivered in a few hours, and sometimes they’d rather save money and receive it in a week.

Instead of focusing on keeping up with Amazon’s expedited shipping, retailers need to focus on building better customer experiences. From a delivery standpoint, this means creating a logistics infrastructure that can reliably deliver orders when buyers want them delivered. This is accomplished by leveraging multiple delivery models and creating a reliable set of options that includes urgent, same-day, next-day, and more. 

For retailers determined to stay competitive, partnering with innovative providers for home delivery and last-mile logistics can add optionality while avoiding the challenges of building out owned asset networks or expanding service with traditional parcel networks.  

The bottom line is this: consumers want what they want, when they want it. The maturation of e-commerce has ushered in an era of personalization at scale and growing customer demand for convenient, flexible shopping experiences. Next-day and same-day delivery sit at the center, but customers are ultimately focused on choosing the right fulfillment option for each and every order.

Otherwise, they’ll leave and find the retailer who can. 

Will Walker is the Enterprise Manager at Roadie, the first on-the-way delivery service that connects people and businesses that have items to send with drivers already heading in the right direction. Roadie works with top retailers, airlines, and grocers for a faster, more efficient, and more scalable solution for same-day and last-mile deliveries nationwide. With over 120,000 drivers, the company has delivered to more than 11,000 cities and towns nationwide — a larger footprint than Amazon Prime.

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Archives, Global Trade Daily, News

UPS Beefs Up Seasonal Employees for Holiday Preparations

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With the holidays quickly approaching, UPS begins preparations for the inevitable increase in demand by recruiting an estimated 100,000 full and parttime seasonal workers. The positions available include package handlers, drivers and driver-helpers offering competitive incentives to qualified seasonal workers. Among benefits highlighted include the company’s Earn and Learn program which offers students up to $1,300 towards college expenses, healthcare, and retirement benefits.

“We expect another record Peak season this year, with daily package deliveries nearly doubling compared to our average of 20 million per day,” said Jim Barber, chief operating officer.  “In order to make that happen, once again we’re recruiting about 100,000 people for some of the country’s best seasonal jobs.”

UPS reports that about 35 percent of their seasonal packaging handler employees were eventually recognized and named permanent staff members. Other seasonal employees, such as Mercy Alvarado, benefit from the UPS-employee relationship years following the initial hire.

“I started my UPS career as a seasonal driver helper in part because the company’s tuition reimbursement program offered an opportunity to continue my education,” Alvarado said. “Since then I’ve not only completed my associate’s and bachelor’s degrees, I’ve been promoted twice and am now a full-time supervisor. UPS is the place where I plan to retire someday, and I’ll always be thankful for this amazing job and opportunity.”

Other seasonal employees hired by UPS support operations at temporary facilities designated specifically for demanding shipping waves reported during the holidays and other peak seasons.