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Global Shipping’s Headaches – a Drought and Rocket Fire 

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Global Shipping’s Headaches – a Drought and Rocket Fire 

Problems in the Suez and Panama canals continue to drive up delivery costs and exacerbate shipping delays. The Suez Canal is embroiled in a geopolitical mess, with the Yemen-based Houthi rebels attacking vessels in reaction to the war in Gaza. Meanwhile, the Panama Canal’s setbacks are climate-based, where a drought has meant less water to feed the canal’s intricate system of locks that enable ships to cross through the waterway. 

Both issues have resulted in increased shipping costs and lengthy delays. Despite being minor hiccups compared to the bottlenecks produced by Covid in 2020 and 2021, many operators are warning of elevated consumer prices should the difficulties continue. 

In terms of solutions, minimizing Houthi attacks is undoubtedly doable. US coalition retaliatory strikes have eliminated up to a third of the rebel outfit’s assets. The Panama Canal, on the other hand, is in the midst of one of the worst droughts since it became operational. The drought began in mid-2023, and some estimates point to more rainfall come the end of May 2024. 

Roughly 18% of global trade volume passed through the two canals in 2023. Volvo and Tesla already halted vehicle production for two weeks in January due to parts shortages. Many apparel companies are turning to air delivery to ensure spring fashions arrive on time. In 2020 and 2021, shippers passed higher costs to consumers, fomenting inflation across an expansive basket of goods.

During the height of the pandemic, daily freight routes between the US and Asia skyrocketed by nearly five times to over $20,000 per box. Today, Suez interference has resulted in average sailing times lengthening by approximately ten days. Most businesses learned a valuable lesson from the pandemic and built up their inventories to mitigate the risk of running out of goods. Well-stocked warehouses, however, might be the only reason consumers do not feel a bigger effect, and those warehouses cannot remain well-stocked for long.

Approximately 14% of seaborne trade to and from the US comes through the Panama Canal. In normal conditions, the canal handles in the neighborhood of 36 ships crossings daily. That figure fell to 24 in November 2023 and has plummeted further, although some recent rainfall has helped. A crossing typically costs $500,000 per ship, but some desperate operators now pay up to $4 million. 

Hapag-Lloyd, Maersk, and a handful of other large carriers have yet to return to the Red Sea. Others are paying private security to guard against rebel attacks, and Suez toll revenue predictably plummeted by nearly half – $804 million in January 2023 to $428 million in 2024.

baltimore import mach electronic shipping route import 7LFreight Expands Instant Cargo Pricing and Booking for North American Forwarders Across Both Air and Trucking  import container descartes automation baltimore bridge container freight global trade

February U.S. Import Container Volume Continues Strong Performance: Descartes

Descartes Systems Group, the global leader in uniting logistics-intensive businesses in commerce, released its March Global Shipping Report for logistics and supply chain professionals. In February 2024, U.S. container import volumes declined 6% from January, but jumped 23.3% when compared to the same month last year. We would expect the month-over-month results to be smaller as February is a shorter month. The year-over-year results would indicate exceptional growth; however, they do not take into account the impact of the Chinese Lunar New Year on the February 2023 results. The growth is still strong but, based upon Descartes’ analysis, it is more likely to be ~13%, which is further explained below.

Compared to January 2024, imports from China reversed their robust growth in February, which impacted West Coast ports—especially the Port of Long Beach. Lower import volumes benefitted port transit delays as the combination of the Panama drought and Middle East conflict had less impact at the top East and Gulf Coast ports. The March update of the logistics metrics Descartes is tracking shows that 2024 is starting off to be a strong year for U.S. container imports; however, global supply chain performance may be impacted throughout the year because of ongoing conditions at the Panama and Suez Canals and upcoming labor negotiations at U.S. South Atlantic and Gulf Coast ports.

U.S. container imports show strong growth.

February 2024 U.S. container import volumes decreased 6.0% from January 2024 to 2,137,724 twenty-foot equivalent units (TEUs) (see Figure 1). Versus February 2023, TEU volume was higher by 23.3%, and up 19.5% from pre-pandemic February 2019. There are several reasons for the sharp year-over-year increase that could overstate this February’s results. Leap year occurred in 2024, adding one day of capacity in February. In addition, Chinese Lunar New Year occurred on February 11 this year versus January 22 in 2023, so February 2024 saw no impact on U.S. imports from China while February 2023 did. To gain more clarity on the year-over-year performance, Descartes analyzed TEU volumes for the first 15 days in February of both years where there would be no impact from Chinese Lunar New Year. During this timeframe, the growth in container imports was 13.3%, which is much more representative. Overall, Figure 1 shows that the first two months of 2024 are more in line with the consumer-fueled pandemic growth.

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Source: Descartes Datamyne™

“February 2024 was a strong month considering its brevity and continues the robust performance that started in January 2024,” said Chris Jones, EVP Industry and Services, Descartes. “The combined effect of the Panama drought and the conflict in the Middle East on transit times declined in February and volume for the Gulf Coast ports remained constant versus January.”

The March report is Descartes’ thirty-first installment since beginning its analysis in August 2021. To read past reports, learn more about the key economic and logistics factors driving global shipping performance, and review strategies to help minimize global shipping challenges, visit Descartes’ Global Shipping Resource Center.

shipping container cargo global trade logistics

FCL vs. LCL Shipping: Things to Consider

Preparing FCL or LCL shipment can be a daunting task, especially if you’re new to shipping and logistics. Both methods have their unique requirements, but there are several key steps you can take to ensure your cargo is ready for transport, whether you’re filling an entire container or sharing space with other shippers. Here’s a checklist to help you prepare for either FCL or LCL shipments:

  • Understand Your Cargo: Before anything else, know the dimensions, weight, and nature of your cargo. 
  • Choose the Right Packaging: Ensure your goods are well-packed for the journey. Use sturdy, HQ packing materials and Fragile items need extra padding, while perishables might require temperature-controlled containers.
  • Label Clearly and Correctly: Every item should be clearly labeled with relevant shipping information like destination, handling instructions, and any hazardous material indications if applicable. 
  • Complete All Documentation: Prepare accurate shipping and customs documentations, including a Bill of Lading, commercial invoice, packing list and export or import forms. 
  • Understand Loading and Unloading Processes: For FCL, you’ll need to arrange for your container to be loaded and sealed at your facility. With LCL, your goods will be consolidated with other cargo, so be aware of the consolidation point and any related processes.
  • Plan for Container Delivery and Return: For FCL, ensure you have the logistics in place for container delivery to your location, loading, and subsequent return of the empty container to the port or container yard.
  • Inspect Your Cargo Before and After Shipping: Inspect your cargo identifying and addressing any damage before it’s loaded into the container and after it arrives at the destination. 
  • Insurance Coverage: Purchase insurance coverage for your shipment for both FCL or LCL to counter the risks during transit as insurance provides financial protection against loss or damage.
  • Comply with Legal and Safety Regulations: Make sure your shipment complies with international shipping laws and safety regulations, especially when shipping hazardous materials. Non-compliance can lead to delays, fines, or confiscation of cargo.

By following these guidelines, you can prepare your cargo effectively for either FCL or LCL shipping, reducing the risk of issues and ensuring a smoother journey for your goods from origin to destination. Remember, successful shipping is all about attention to detail and proactive planning.

intermodal cargo shipping container import logistics chain port containers

Green Pressure Continues to Mount for the Shipping Sector 

The shipping industry offered a collective applause when the International Maritime Organization set its ambitious goal of halving carbon emissions by 2050. Behind the scenes, however, the reception was mixed. While some large operators such as Maersk plan on having a carbon-neutral fleet by 2040, others are beginning to question the viability of such ambition in the face of troubling inflation and elevated operating costs.

 The price tag for new ships, alternative infrastructure, and fuel production needed to lower emissions over the coming decades is roughly $3 trillion (per shipping-services provider Clarksons). Ocean shipping is responsible for approximately 3% of global greenhouse-gas emissions and methanol has emerged as a potential long-term contender to replace fuel oil. A.P. Møller-Maersk A/S ordered 19 ships late last year that can run on a mix of methanol and traditional fuel. Cosco Shipping, China’s state entity, committed to spending $2.9 billion for a dozen methanol-fueled box ships, while France’s CMA CGM SA is set to put into motion six methanol-powered ships.

 While this would appear to be a significant step forward, not every player is on board. The people who work in procurement departments are compensated on their ability to get the best deal possible. Heavier-polluting fuels remain cheaper than their more environmentally friendly alternatives, and this is not going to change anytime soon. According to a survey by the Boston Consulting Group, 82% of firms are willing to pay more for sustainable shipping solutions. Yet, the willingness to pay more falls short of what is needed to reduce emissions in a concrete way.

 One firm that is testing an alternative model is Tapestry, Inc. The owner of the popular Kate Spade and Coach brands has partnered with GoodShipping BV, a Netherlands-based company to test out an emissions-reduction fuel purchase program. Tapestry will continue to book cargo shipments on regular container ships, but in parallel will pay additional fees for biofuels to be implemented in other ships. The company is seeking to reduce its emissions by 42.5% over the coming seven years and these additional fees to non-cargo related ships appear to be a better bet (financially speaking).

 Meanwhile, regulators are expected to pick up the pressure. California has preliminary plans in place to phase out diesel-powered trucks at the golden state’s ports, and a determined proposal of equipping 100% of its docks with battery-electric and hydrogen trucks by 2035. The European Union is moving on the introduction of carbon-emission taxes in 2024 while President Biden has proposed some onerous new standards on heavy-truck emissions.

 A growing fear is too much regulation will invariably squeeze the competition leaving the larger shipping industry in the hands of even fewer firms. This is welcome news for some, but not the greater majority. 

 

baltimore import mach electronic shipping route import 7LFreight Expands Instant Cargo Pricing and Booking for North American Forwarders Across Both Air and Trucking  import container descartes automation baltimore bridge container freight global trade

Global Shipping Update: Modicum of Relief as Import Volumes Fall in Line with 2019 Levels

With the second quarter of 2023 on the horizon, importers and logistics service providers (LSPs) are wondering what lies ahead. The economic landscape is anything but predictable and there are conflicting opinions on what direction the economy will take. As for interest rates, they continue to decline but remain high. How is this uncertainty affecting supply chains? 

IMPORT VOLUMES ALIGNING WITH PRE-PANDEMIC LEVELS

U.S. container import volumes are declining and shifting back into line with 2019 volumes, to a time before the global pandemic prompted an explosion of ecommerce demand and imports soared to unforeseen heights. Indeed, import volumes saw a significant drop in February, decreasing 16.2% from January 2023 to 1,734,272 TEUs (see Figure 1). Compared to February 2022, TEU volume was down 25.0%—but was only 0.3% lower than pre-pandemic February 2019. 

While box imports continue to follow 2019 volumes, the volume decrease was the greatest of the last seven years, with the exception of February 2020 which marked the start of the pandemic (-17.9%). Notably, after an upward shift in January, Chinese imports into the U.S. returned to a downward trend in February 2023—a trend seen among all of the top countries of origin—with a volume decrease of 17.1% to 632,702 TEUs; China’s downward momentum represents a volume drop of 37.0% from the high in August 2022. 

 

It’s worth noting that February’s volumes may be influenced by multiple factors, including the shorter duration of the month (28 days vs. 31 days in January) and the impact of January’s Chinese Lunar New Year, which would see volumes materialize in late February and early March 2023. 

While overall U.S. container import volume for the Top 10 ports fell by 296,390 TEUs in February 2023 vs. January—all but the Port of Tacoma experienced declines—the volume share at top West Coast ports and top East and Gulf Coast ports remained relatively stable. West Coast ports decreased 2.8% while East and Gulf Coast ports increased 1.6% from January 2023. Compared to smaller ports, market share for the top 10 ports, however, has been steadily declining since mid-2022, with February 2023 representing the lowest share (82.8% of total volume) in the last year.

LESS VOLUME SHORTER WAIT TIMES

Despite fewer goods on the move, port transit delays increased for the top West, East and Gulf Coast ports, indicating ongoing supply chain turbulence. The West Coast ports are faring the worst, as transit times increased from 0.1 to 1.0 days in February compared to January 2023. With the exception of the Port of Long Beach, port transit delays for West Coast ports in February 2023 are now higher than in December 2022 (see Figure 2). 

Figure 2: Monthly Average Transit Delays (in days) for the Top 10 Ports 

Note: Descartes’ definition of port transit delay is the difference as measured in days between the Estimated Arrival Date, which is initially declared on the bill of lading, and the date when Descartes receives the CBP-processed bill of lading.

LINGERING DISRUPTIONS HINDERING FLOW OF GOODS

Whether it’s the long arm of COVID impacting manufacturing supply chains, or labor shortages and uncertainty complicating transport logistics, importers and LSPs continue to face barriers to supply chain performance. COVID continues to impact available supply chain and logistics resources and operations globally. China, in particular, has seen widespread COVID infections after rolling back its zero-COVID restrictions. While the loosening of the country’s pandemic policies was intended to minimize the longer-term disruptions to society and business, the Chinese population has little-to-no immunity and the impact of COVID on manufacturing supply chains could continue for quite some time. 

On the labor front, members of the International Longshore and Warehouse Union (ILWU) have been working without a contract since July 1, 2022. While ILWU and the Pacific Maritime Association (PMA) recently announced that they “continue to negotiate and remain hopeful of reaching a deal soon,” negotiations for a new collective bargaining agreement—encompassing more than 22,000 dockworkers at 29 West Coast ports—has been dragging on since May 2022. 

Adding further complexity to the uncertain labor situation, California’s new labor legislation AB5 remains a thorn in the side of the trucking industry, with the risk of future AB5-related stoppages at California ports. This continuing labor uncertainty may be a significant reason why import volumes are not shifting back to major California ports, despite their reduction in transit delay times over the last year plus. 

Importers and LSPs would be wise to keep close tabs on the progress of the ILWU contract negotiations and monitor the impact of AB5 on owner-operators serving California ports for potential disruption or any degradation of container processing performance at the ports.

KEEPING AN EYE ON INFLATION INTO Q2

Companies are watching inflation rates closely as 2023 unfolds. Although the Consumer Price Index (CPI) rose 0.4% in February—slightly less than January’s 0.5% increase—inflation fell to 6% year-over-year, inching in the right direction towards the Fed’s 2% target. However, supercore inflation—representing the cost of services—rose by 0.2% last month and is up almost 7% from a year ago. For example, package delivery costs have risen 14.4% in the last year, as of February 2023.

According to the U.S. Energy Information Association, gasoline costs, a significant contributor to high inflation rates, decreased slightly in February to $3.34/gallon and somewhat stabilized. Diesel costs were also down slightly to $4.29/gallon, nearing February 2022 prices. Although stabilized, fuel costs are likely to remain elevated due to the disruption of global energy markets caused by the war in Ukraine and subsequent sanctions against Russia.

MANAGING SUPPLY CHAIN RISK

With the myriad of challenges impacting supply chain performance, importers and LSPs should stay proactive in their approach to designing and executing their logistics and supply chain strategy. In the short term, evaluating and understanding the impact of inflation and the Russia/Ukraine conflict on logistics costs and capacity constraints is critical for clearing a path ahead, while making sure key trading partners are not on sanctions lists mitigates potential penalties and further delays.

In the near term, importers and LSPs should focus on improving supply chain velocity, reliability, and predictability by looking for less congested transportation lanes, including smaller ports, and evaluating alternative transportation lanes into the U.S. To allay the risk of another logistics capacity crisis in the long term, companies may consider evaluating supplier and factory location density to minimize reliance on over-taxed trade lanes and regions of the globe that have the potential for conflict. 

FINAL THOUGHTS

The February U.S. container import data demonstrates some consistency with pre-pandemic import volume seasonality and offers a measure of relief from the logistical challenges that have plagued operations over the past few years. Several factors, however, point to continuing challenges for global supply chain performance. 

Despite declining import volumes, port transit times increased at West, East, and Gulf Coast ports, while unresolved labor-related issues may be keeping importers from moving volume back to the West Coast. Compounding factors, including the COVID-related impact on China’s manufacturing capacity, inflation, and the war in Ukraine continue to put pressure on supply chains and logistics operations. By closely monitoring these factors and taking steps to build long-term supply chain resilience, importers and LSPs can mitigate risk, improve supply chain reliability and velocity, and shore up the bottom line moving forward.

 

turkey earthquake steel

Turkey Earthquake Impact on Ports and Shipping

The earthquake in Turkey and Syria is impacting major Black Sea and Mediterranean ports, potentially having global impacts.

project44’s latest data reports highlight the most impacted regions and ports as well as Turkey’s export dwell time. Port of Iskenderun has halted exports while Port of Mersin’s export dwell time rose to 10.63 days. These changes could potentially agitate the ongoing oil shortage across the globe.

Ships Within 25 Nautical Miles of Turkey, Syria and Cyprus

A 7.8 magnitude earthquake with a 7.5 magnitude aftershock hit Turkey and Syria on Monday, February 6th. Here are the location of cargo and Tanker ships in the Area. project44 will continue to monitor movement. if tankers are not moving, this can escalate the already prominent oil shortage that started due to Russia invasion of Ukraine.

turkey

Turkey Export Dwell

A 7.8 magnitude earthquake with a 7.5 magnitude aftershock hit Turkey and Syria on Monday, February 6th. One of the areas affected is the port of Iskenderun. exports were discontinued as of February 6th. The area is highly volatile when it comes to export dwell times and project44 will continue monitoring to determine whether recent upticks in dwell time in Merin and Aliaga will result in broader supply chain impacts

turkey

baltimore import mach electronic shipping route import 7LFreight Expands Instant Cargo Pricing and Booking for North American Forwarders Across Both Air and Trucking  import container descartes automation baltimore bridge container freight global trade

Global Shipping Update: Does 2023 Herald the Start of the Return to “Normal”?

As the new year unfolds, importers and logistics service providers (LSPs) are experiencing signs of relief from the logistical challenges of the past couple years, with U.S. container imports falling back in line with 2019 levels and port wait times continuing to decrease. On the flip side, key economic indicators, such as employment and inflation, paint a conflicting picture of their future impact on import volumes. Combined with COVID uncertainty, geopolitical upheaval, and ongoing U.S. West Coast labor issues, macroeconomic indicators point to further disruptions and challenging global supply chain performance in 2023.

IMPORT VOLUMES APPROACHING PRE-PANDEMIC LEVELS

When the global pandemic took hold in 2020, the “Stuff Economy” flourished, with consumer demand for apparel, kitchen appliances, sports equipment, and other retail goods soaring to unforeseen heights. U.S. imports accelerated in kind, precipitating a complex and unprecedented global supply chain crisis. Yet in the latter months of 2022, as record inflation took a bite out of disposable income and consumers put Covid in their rear-view mirror, shifting spending away from the purchase of goods towards services (e.g., travel, restaurants, entertainment), U.S. container imports began to decline.

Recent data shows December 2022 U.S. container imports receding to pre-pandemic 2019 levels. Indeed, December volumes declined 1.3% from November to 1,929,032 TEUs (see Figure 1). Although the holiday season in the second half of the month can adversely impact December import volumes, TEU volume was down 19.3% compared to December 2021—and sat just 1.3% higher than December 2019, before the pandemic forced lockdowns and sent the global supply chain into a tailspin.

Figure 1: U.S. Container Import Volume Year-over-Year Comparison

Source: Descartes Datamyne™

WEST COAST PORTS GAIN MARKET SHARE

While overall import volume decreased, half of the top 10 U.S. ports saw volume increases. The Port of Los Angles returned to its position as the top container import processing port, importing 349,493 TEUs and reporting the greatest increase, while the Ports of Houston and New York/New Jersey experienced the greatest drop in total import volume, declining 37,611 and 28,206 TEUs, respectively (see Figure 2).

Figure 2: November to December Comparison of Import Volumes at Top 10 U.S. Ports

Source: Descartes Datamyne™ 

In December 2022, top West Coast ports reversed their market share decline. Comparing the top five West Coast ports to the top five East and Gulf Coast ports in December vs. November, the total import container volume of West Coast ports grew to 38.1% in December. This gain represents a 1.2% increase from the previous month. In contrast, volume at East and Gulf Coast ports declined in December to 45.5%, down 1.7% from November. 

Despite this market share reversal, the top West Coast ports continued to experience container throughput shifts to other ports, including East and Gulf Coasts, from August through December 2022. However, with the exception of the Port of Houston, the top East and Gulf Ports are now operating below the peak volume levels that drove port congestion in 2021. 

PORT VELOCITY INCREASING

In good news for importers and LSPs, port delays continued to decline in December, especially for East Coast ports which saw a sizeable decrease and reported no double-digit wait times. Major West Coast ports are all now well below 10 days wait times and have somewhat stabilized. Much of this progress can be attributed to the continued reduction in volume that the majority of ports have experienced in the latter months of 2022. 

While wait times have made significant progress, schedule reliability still remains low when compared to pre-pandemic numbers. According to a recent Sea-Intelligence report, schedule reliability is almost 20% lower than in 2019.

CONTINUING IMPACT OF THE PANDEMIC: CHINA FOCUS

More than two years in, the spread of COVID subvariants continues to add uncertainty to the trajectory of the pandemic, impacting supply chains and global trade in unpredictable ways. While China relaxed its “zero-Covid” policy in early December in an effort to spur growth, the country’s exports continue to drop, with December’s 9.9% contraction the worst since February 2020, as China now grapples with the fallout, economic and otherwise, of the highly contagious Omicron variant.

With Lunar New Year—arguably the most important holiday of the year in China—beginning January 22, hundreds of millions of Chinese workers will be traveling in the midst of an Omicron wave. This has the potential to lead to localized lockdowns that could impede workers’ travel home to their manufacturing jobs, shortages of quarantine space in factory cities, and further disruptions in manufacturing and supply chain operations.

Of note, the downward trend of U.S. container imports from China continued in December, falling to 686,514 TEUs—down 0.5% from November and 31.9% from the 2022 high in August. Overall, China represented 35.4% of the total U.S. container imports, a decline of 6.1% from the high of 41.5% in February 2022. By comparison, U.S. imports showed strong growth from Japan and Thailand, increasing by 10.6% and 9.1%, respectively.

KEEP AN EYE ON LABOR AND INFLATION IN 2023

While members of the International Longshore and Warehouse Union (ILWU) have been working without a contract since July 1, 2022, the more pressing concern is California’s AB5 legislation which could lead to more port terminal shutdowns. This continuing labor uncertainty may be a significant reason why import volumes are not shifting back to major California ports, despite their improving situation. 

Importers and LSPs should watch the progress of the ILWU contract negotiations and monitor the impact of AB5 on owner-operators serving California ports for potential disruption or any degradation of port container processing performance.

Heading into 2023 with the threat of a global recession looming, key indicators offer a mixed view of the U.S. economy and, ultimately, demand for imports. Inflation remained high in December and, although both diesel and gas prices softened, they are likely to remain elevated for the foreseeable future due to the disruption of global energy markets driven by the war in the Ukraine and subsequent sanctions against Russia.

While inflation may be the only way to slow down the strong U.S. economy and, ultimately, help to alleviate existing global logistics capacity-related challenges, consumer spending remained relatively steady (up 0.1% in November) and the strong December job numbers—employment increased by 223,000 jobs and unemployment declined to record levels at 3.5%—are still contrary to the expected negative impact of high inflation figures and fuel prices. Of concern, strong employment numbers can put pressure on labor-intensive supply chain and logistics operations, impeding the ability to ensure adequate resources to meet customer demand. 

PARTING THOUGHTS

Overall, December U.S. container import data points to less pressure on supply chains and logistics operations. While pre-pandemic volume levels do offer a degree of relief from the logistical challenges that have plagued operations for the past few years, a number of issues may cause further disruptions this year. Outbreak risks from new Covid variants, geopolitical conflicts including Russia’s war in the Ukraine, ongoing labor negotiations at busy West Coast ports, and the threat of global recession are all on the radar of importers and LSPs. By keeping a close eye on these factors, in conjunction with key economic indicators—inflation rate, monthly BLS Jobs Report, FRED Inventory to Sales Ratio and FRED Personal Consumption Expenditure: Durable Goods—importers and LSPs can mitigate risk and heighten supply chain reliability to bolster their bottom line in the face of 2023’s uncertainties. 

 

ocean

LOOKING BACK WITH 2021 VISION: NAVIGATING THE EVOLVING OCEAN LOGISTICS INDUSTRY

Nearly every business has experienced the effects of today’s global supply chain disruptions over the course of the COVID-19 pandemic, including product delays, shortages and rising costs. Pandemic-related challenges that were expected to be temporary are now predicted to last well into 2022—and potentially beyond.

The ocean freight industry has arguably shared the spotlight the most due to record-breaking prices, port congestion, container shortages and more. The average price worldwide to ship a 40-foot container has more than tripled from the beginning of 2021 and is 10 times pre-pandemic rates. Only a few months ago outside two of the biggest ports in the U.S. near Los Angeles and Long Beach, California (which manage 40% of all cargo containers entering the country), more than 70 vessels waited to dock. Before the pandemic, it was rare to see more than one.

Given today’s complexities, it’s important we examine the key 2021 learnings from the ocean logistics industry to incorporate lessons learned as we prepare to navigate the year ahead.

Lesson 1: Embrace Flexible Shipping Routes

As capacity shrank, container ships experienced record times to dock and labor shortages backlogged the unloading of cargo, 2021 highlighted that flexibility is key to a successful shipping strategy. For 3PLs and freight forwarders, this meant adapting plans in real time to manage limited resources in the most strategic way possible according to each customer’s specific product and goals.

For some large retailers and automotive manufacturers, for instance, we witnessed growing shifts from ocean to air cargo as an alternative. While air freight ensures a faster and more reliant shipment of goods, it is also a much more expensive option. According to Freightos, a $195 ocean shipment can comparatively cost $1,000 via air. Because of these major price discrepancies, we have largely seen the trend of shifting from ocean to air routes among big-box retailers and manufacturers of premium goods that can absorb the higher rates.

However, shifting from ocean to air is not feasible for most brands. Instead, flexibility in 2021 also meant pivoting to different ocean routes. Throughout the pandemic, many countries have closed or limited capacity at key shipping ports for reasons like worker shortages or limiting the spread of the virus. This presented 3PLs and freight forwarders with the opportunity to explore less traditionally traveled sea routes to try to mitigate delays. For example, closures in Australia due to COVID-19 significantly decreased capacity from the United States. As a result, some forwarders successfully rerouted to Singapore and finally to Sydney as a solution.

In 2021, we also increasingly saw shippers embrace a hybrid sea-air model. While transitioning wholly from ocean to air isn’t viable for most, shippers did strategically tap into air to move critical inventory to keep operations running smoothly on an as-needed basis. Ultimately, 2021 taught us that flexible, real-time adjustments to supply chain routes based on the current environment and each customer’s strategic goals is crucial to best navigate backlogs.

Lesson 2: Explore Agile & Visible Solutions

While the ocean freight industry has always experienced unplanned challenges beyond its control, such as severe weather, the impacts of COVID-19 have only exacerbated these preexisting issues. Now, it is more important than ever that shippers explore creative solutions to mitigate the effects of today’s both expected and unexpected challenges.

For example, in 2021, we saw the growing trend of major retailers and 3PLs chartering their own shipping vessels to combat capacity issues. Coca-Cola began chartering vessels typically reserved for raw goods like coal and iron to instead use for finished goods. Retailers such as Walmart explored chartering smaller container ships to dock at smaller ports to help side-step congestion. Also chartering vessels more and more were 3PLs seeking to guarantee capacity for clients in an ultra-tight sea freight market. While in the past this has traditionally been viewed as risky due to cost and capacity, chartering vessels became a creative solution for many this year to supplement carrier agreements.

For other shippers, particularly those unable to charter their own vessels, freight consolidation services became especially vital in 2021. Many brands leveraged Less than Container Load (LCL) services for reasons like the need to ship smaller and less-sensitive products on a more ad-hoc basis to keep up with fluctuating e-commerce demands. Partnerships with 3PLs became even more important thanks to fixed sailing schedules with space across all major routes, steady cargo volume to consolidate orders, and competitive rates and conditions.

This year also reinforced that incorporating sophisticated visibility technology into operations is imperative for maneuvering supply chain challenges. A 24/7 freight management application allows for real-time tracking and tracing and full control over shipments. Incorporating the latest visibility technology provides critical data across every stage of the supply chain—from tracking fluctuating customer demands to updates on freight in transit—to empower real-time, data-driven decisions. Visibility has proven to be particularly important during the pandemic to mitigate unforeseen disruptions by rapidly adjusting resources and strategies.

Lesson 3: Adjust Your Supply Chain with New Resources

The pandemic underscored just how critical it is to partner with supply chain experts amid times of severe disruption. In fact, a recent study predicts strategic relationships between shippers and 3PLs will increase from 28% to 45% over the next five years due to the effects of COVID-19.

There are several reasons behind this shift from transactional to relationship-driven partnerships between 3PLs and customers. First and foremost, a partnership with a skilled 3PL allows shippers to outsource supply chain management so instead, they can focus on their core competencies. Shippers found that working with a 3PL during the pandemic, when business decisions changed daily based on the fast-changing environment, was particularly significant in order to focus on running efficient operations. Deemed an essential service during the pandemic, 3PLs were also able to keep supply chains moving and businesses running.

Additionally, 3PLs are able to offer real-time adjustments to shipping strategies based on the current environment. Utilizing an international network across all modes of transportation, global 3PLs are equipped to provide comprehensive, 360-degree recommendations across the supply chain to source the best possible solution. For many businesses during the pandemic, demand was unpredictable and ever-changing. An advantage of partnering with a 3PL is its ability to quickly and easily scale operations up or down based on demand so customers can run their businesses most efficiently. With a massive network of transportation carriers, including vessels, planes, trucks and rails, 3PLs can tap into their strategic partners to best source capacity even during strained environments.

As we look ahead to 2022, it is important we learn from the ocean logistics challenges of the past year as these issues are not expected to end anytime soon. Because of this, it will be increasingly vital that businesses emphasize flexible and agile shipping strategies and relationship-driven, third-party partnerships to best navigate what is to come.

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Joshua Garee is vice president of U.S. Ocean Product at GEODIS in Americas. Previously the vice president of Operations at PAC International Logistics, Garee has a proven record of growing organizational talent and implementing innovative solutions through key leadership, best practice, strategic planning, continuous improvement, financial planning and cost management.

freight

Logistics Providers Have a Higher Calling than Freight’s ‘Middleman’

Since the domestic onset of the COVID-19 pandemic last March, logistics providers and freight brokers have had to deal with two extremes in the market — and in short succession.

In the initial economic fallout in the first few months of the pandemic, freight volumes sank, and so did per-mile rates. There simply weren’t enough loads to go around for all of us who make a living moving freight, and the slowdown happened so fast, we were all left searching for answers.

At least I know here at Circle Logistics, we weren’t immune to that sudden freight vacuum.

But then as the recovery gained steam, freight volumes hit a warp speed, seemingly making up for lost time last spring and due to consumers spending money on hard goods rather than services or entertainment.

Behind that pendulum swing, logistics providers this year have faced a tall task in keeping up with the demands of their shippers. There’s been a dearth of transportation capacity, and 3PLs have often had to book loads at a loss to make sure we take care of our shippers.

Between freight volumes slamming the brakes in spring of 2020 and then mashing the throttle this year, I’m sure we as an industry will glean many lessons from the trials we’ve weathered.

But there’s a fundamental lesson staring us in the face right now: We have to pivot our industry away from transactional deals and work to create real, trusted relationships with each other.

This involves all of us — shippers, brokers, and carriers. We’re at a precipice in the logistics industry, and it’s incumbent upon all of us to heed the requirements of this new world. That starts with ditching the old ways and forging a path in which mutually beneficial relationships rule, and in which we utilize those relationships to help manage the current crisis and any future events that occur.

For freight brokers and 3PLs, first and foremost, this starts with shedding the label of a freight  industry “middleman.” That might have been true of yesteryear’s freight broker. You know the type — the guy at a desk working a big landline phone with four or five different lines connected into it. But it absolutely cannot be true of a modern logistics provider.

We need to be viewed as a valued, trusted source of market information and trucking capacity by our shipper customers. And we must be viewed as a business partner of our carriers — a sales team working to find loads that fit their lanes and rates, a dispatcher trying to get them backhauls, and someone who they’d turn to for a load over taking a chance on a random broker from a loadboard, even if it pays a little better.

By building these relationships on both sides, you can ward off the situation where shippers try to pit 3PLs and brokers against each other in negotiations. Or the situation where you try to squeeze a carrier for a few pennies a mile on a one-and-done load and then find you need their service a few weeks or months later for a different load.

Will every freight transaction be this way? Of course not. Logistics providers still have to turn to loadboards to find carriers, and carriers will still have to utilize some one-time deals to reposition or simply keep the wheels turning.

Also, shippers’ procurement managers will still mostly be working to find transportation services at the best cost for their company. They still have a boss to answer to, too.

But what I hope has become a stark realization during these turbulent times is that we’re all in this business together, for better or worse. Shippers need their freight hauled. Carriers need loads to move to keep their operations afloat and their bills paid. And freight brokers and 3PLs, more than ever, are the conduit to bridge those two parties’ needs.

In an 18-month span which has seen both ends of the spectrum — carriers unable find loads at sustainable rates and shippers unable to find capacity — the new calling for freight brokers has been laid bare: We must work to build the relationships that keep goods moving and keep the supply chain chugging. Anything less is a step in the wrong direction.

shipping

2021 Has Felt Like One Big Peak Season: A Global Shipping Market Update

For global freight shippers, managing disruption comes with the job. But the challenges of the last year have truly been out of the ordinary. Supply chain disruptions that consist of port and terminal congestion, shipping delays due to high cargo volumes, lack of labor due to Covid-19 and limited space have caused a myriad of challenges for shippers.

For many, it has felt like one big, never-ending peak season, and they’re all asking when will things get better and what can they do in the interim, especially as we head into pre-holiday shipping.

Unfortunately, disruptions and delays likely won’t be ending soon. But there are best practices that all shippers can follow to navigate the pre-holiday rush. Let’s start with an update on the current air and ocean market situation as we head into fall.

Ocean Shipping

Ocean demand continues to exceed global capacity, with no sign of slowing down. This is compounded by port congestion, largely unreliable and inflexible schedules, and pandemic-driven labor challenges at major ports. But these issues aren’t a product of the pandemic alone.

In 2015, there were roughly 17 global ocean carriers. After mergers and consolidations, only 9 remain in 2021. Those 9 have been further consolidated into three alliances that control over 80% of the global containerized market. As a result, there are limited options for getting space on vessels and lower flexibility across vessel schedules due to the number of ships in rotation and the lack of available containers.

Globally, schedule reliability in ocean shipping is at the lowest we’ve ever seen. Right now, the reliability that a vessel carrying goods will arrive on time is roughly 40%. At this time last year, it was over 80%. While ocean carriers are trying to stay on track to destinations by skipping ports or enabling blank sailings, improving the schedule systematically in time, their methods are negatively impacting customers trying to transport products out of high-traffic areas such as Asia in a timely manner.

Air Shipping

Lower levels of passenger air travel over the past year have created congestion at air cargo terminals worldwide.

Pandemic-induced travel restrictions reduced commercial air capacity dramatically. Instead of having weekly passenger flights that move cargo volume to a wider network of airports in smaller quantities, most freight is now consolidated at larger terminals in bigger quantities via freighters or charter flights.

Terminals are then receiving increasingly large waves of freight, pushing demand to an all-time high over this past summer while also having to navigate labor shortages. Today, some of the larger terminals such as Chicago are seeing up to two-week delays in the recovery of cargo.

In addition, changes in export screening standards in the U.S. are also creating backlogs and congestion at terminals that are exacerbated by a lack of warehouse capacities. Carriers have been tasked with picking up more screening activities than usual because some shippers may not be partnering with the right forwarder who can take care of the screening for them.

This increased screening is also at odds with expedited terminal timelines, which currently give carriers as little as 12 hours to move freight that traditionally would have had a 48-hour takeoff window. If problems are encountered during screening or transportation to the terminal that slow the timeline, congestion will follow.

What Now?

No one solution is going to bring an end to the challenges of today’s market. But there are a few proven best practices shippers can use to better navigate the current challenges:

Maintain a flexible approach and be open to different options

To stay on top of this market, global shippers must commit to maintaining a flexible approach toward moving their freight. Remaining open to new and different options, such as less-than-container-load (LCL) ocean shipping, different routings or air charters when needed, as well as on-the-spot troubleshooting, can significantly improve shipping outcomes.

For example, for one C.H. Robinson customer moving PPE (personal protective equipment), Thomas Scientific, air charters were a fast-shipping option that offered a great deal of flexibility for last-minute demand shifts during the pandemic. The team worked with airlines to charter passenger planes with the seats removed for cargo flights, which offered a creative alternative to crowded cargo flights and other shipping options.

Seek support from providers who can use information to your advantage

When needed, shippers should consider partnering with a logistics provider that can give data-driven market insights to drive smarter solutions for their business. Sometimes shippers aren’t aware of all their options and need quick help figuring out how to circumvent disruptions to keep current and future orders on track. We’ve seen these solutions play out with our global experts and technology platform, Navisphere, by providing shippers with the aggregated data and analysis they need to determine which ports or terminals to avoid and the right tactics to overcome unique challenges.

Closely collaborate and communicate with supply chain partners

In a market as challenging as this one, close collaboration and frequent communication with supply chain experts are critical. For example, we’ve seen shippers overcome a variety of new challenges this year because they allowed daily cross-functional meetings with our team and theirs. To develop robust solutions, both teams need to truly understand all aspects of shipping challenges and what a company is trying to achieve.

Final Thoughts

Shipping disruptions likely won’t be ending soon. It has taken the industry about a year to get to this point, so it’s safe to say that it may take just as long for things to revert to normal levels or to adjust to the higher demand. Shippers have had to become increasingly nimble and informed to create success throughout this past year, and they must commit to staying flexible and seeking alternative solutions to continue overcoming obstacles.

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Mike Short was named president of global freight forwarding in May 2015. Short started in the global forwarding industry in 1997 and joined C.H. Robinson through the acquisition of Phoenix International in 2012. Prior to being named President, Mike served as Vice President, Global Forwarding – North America. Prior to joining C.H. Robinson, Short held a number of roles at Phoenix International, including Regional Manager, Sales Manager, and General Manager of the St. Louis office. He graduated from the University of Missouri in 1993 with a Bachelor of Arts in Business.