New Articles

Airfreight Prices Reach New Heights Ahead of the Holidays

airfreight

Airfreight Prices Reach New Heights Ahead of the Holidays

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

Capacity Shortages and Rising Demand

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

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

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

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

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

Air Cargo Still an Appealing Option

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

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

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

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

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

A Few Things to Know Before Considering Airfreight Options

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

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

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

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

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

Passenger Air Travel Increases Could Decrease the Crunch

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

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

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

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

Airfreight Logistics Are Continually Complex

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

_____________________________________________________________________

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

Polyamide

Germany’s Polyamide Exports to Set New Record This Year

IndexBox has just published a new report: ‘Germany – Polyamides (In Primary Forms) – Market Analysis, Forecast, Size, Trends and Insights‘. Here is a summary of the report’s key findings.

German polyamide exports may reach a new record in 2021, rebounding after two years of decline. In the first half of this year, Germany exported 424K tonnes of polyamides worth $1.55B against 348K or $1.12B in the same period in 2020. Germany remains the world’s largest polyamide supplier, accounting for 19% of global exports. Italy, Belgium and France are the key importers of polyamides from Germany. Turkey recorded the highest spike in imports from Germany. In 2020, the average polyamide export price amounted to $3,205 per tonne, down by -7.7% y-o-y. 


Germany’s Polyamide Exports by Country 

In the first half of 2021, Germany exported 424K tonnes of polyamides worth $1.55B, which was 22% more in physical terms and 38% more in value terms than the figures of the same period of 2020. Germany leads in global polyamide exports, supplying 19% of the total volume.

In 2020, approx. 713K tonnes of polyamides in primary forms were exported from Germany; declining by -9.3% on the year before. In value terms, polyamide exports contracted dramatically to $2.3B (IndexBox estimates) in 2020. German exports peaked in 2018, reaching $2.98B.

Italy (100K tonnes), Belgium (72K tonnes) and France (45K tonnes) were the main destinations of polyamide exports from Germany, with a combined 30% share of total exports. Poland, Turkey, the Czech Republic, Austria, the U.S., China, Spain, South Korea, Hungary and the UK lagged somewhat behind, together accounting for a further 42%.

In value terms, the largest markets for polyamide exported from Germany were Italy ($243M), Belgium ($224M) and Poland ($148M), with a combined 27% share of total exports. France, the Czech Republic, China, the U.S., Austria, Turkey, Spain, Hungary, the UK and South Korea lagged somewhat behind, together accounting for a further 44%.

Among the main countries of destination, Turkey recorded the highest growth rate of the value of exports, over the period under review, while shipments for the other leaders experienced a decline.

In 2020, the average polyamide export price amounted to $3,205 per tonne, with a decrease of -7.7% against the previous year. Prices varied noticeably by the country of destination; the country with the highest price was China, while the average price for exports to South Korea was amongst the lowest.

Source: IndexBox Platform

supply chain disruption nearshoring

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

_______________________________________________________________________

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

sulphur

China’s Sulphur Imports Rebound After Last Year’s Deep Drop

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

China leads in global sulphur imports, with a 28%-share of the total supplies. This year, Chinese sulphur purchases from abroad have shown a sign of recovery after a deep drop last year. In the first four months of 2021, Chinese imports accounted for $455M against $164M in the same period of 2020. Chinese sulphur purchases fell from $1.3B in 2019 to $0.6B in 2020. The United Arab Emirates, Saudi Arabia and Iran constitute the largest suppliers to China, with a 49%-share of total import value.

Chinese Sulphur Imports 

China remains the largest sulphur importer worldwide, accounting for 28% of the total supplies. Over the first four months of 2021, Chinese sulphur imports totaled $455M against $164M of the same period of 2019.

In 2020, imports of sulphur into China shrank rapidly to 8.5M tonnes, dropping by -27.2% compared with the year before. In value terms, sulphur imports reduced sharply to $604M (IndexBox estimates) in 2020.

The United Arab Emirates (2M tonnes), South Korea (1.1M tonnes) and Saudi Arabia (962K tonnes) were the main suppliers of sulphur to China in 2020, with a combined 47% share of total imports. Iran, Japan, India, Qatar and Russia lagged somewhat behind, together accounting for a further 38%.

In value terms, the United Arab Emirates ($156M) constituted the largest supplier of sulphur to China, comprising 26% of total imports. The second position in the ranking was occupied by Saudi Arabia ($75M), with a 12% share of total imports. It was followed by Iran, with an 11% share.

In 2020, the average annual growth rate of value from the United Arab Emirates amounted to -33.7%. Supplies from Saudi Arabia (-61.1% per year) and Iran (-51.0% per year) also fell tangibly.

In 2020, the average sulphur import price amounted to $71 per tonne, declining by -36.7% against the previous year. Prices varied noticeably by the country of origin; the country with the highest price was Qatar ($82 per tonne), while the price by South Korea ($50 per tonne) was amongst the lowest. In 2020, the most notable rate of growth in terms of prices was attained by the United Arab Emirates, while the prices for the other major suppliers experienced a decline.

Source: IndexBox Platform

waffle

Americans are Eating More Waffles: Imports Peak Near Over $600M

IndexBox has just published a new report: ‘U.S. – Waffles And Wafers Without Chocolate – Market Analysis, Forecast, Size, Trends, And Insights’. Here is a summary of the report’s key findings.

American waffle and wafer imports reached $598M, the highest level ever. In physical terms, imports rose by +5.9% y-o-y to 123K tonnes in 2020. Canada remains the largest supplier of waffles and wafers to the U.S., comprising 55% of American import volume. Italy, Belgium, Turkey, Costa Rica, Austria and Mexico have boosted their exports to the U.S. In 2020, the average waffle and wafer import price amounted to $4,879 per tonne, which was 4.5% down the figures of 2019.


American Imports of Waffles and Wafers

Waffle and wafer imports into the U.S. amounted to 123K tonnes in 2020, increasing by +5.9% on the year before. In value terms, waffle and wafer imports rose by +1.2% y-o-y to $598M (IndexBox estimates) in 2020.

In 2020, Canada (67K tonnes) constituted the largest waffle and wafer supplier to the U.S., with a 55% share of total imports. Moreover, waffle and wafer imports from Canada exceeded the figures recorded by the second-largest supplier, Italy (8.1K tonnes), eightfold. The third position in this ranking was occupied by Mexico (6.9K tonnes), with a 5.6% share.

In value terms, Canada ($346M) constituted the largest supplier of waffles and wafers to the U.S., comprising 58% of total imports. The second position in the ranking was occupied by Italy ($59M), with a 9.8% share of total imports. It was followed by Belgium, with a 5.1% share.

In 2020, the average annual rate of growth in terms of value from Canada amounted to -5.1%. The remaining supplying countries recorded the following average annual rates of imports growth: Italy (+26.2% per year) and Belgium (+21.4% per year). Among other suppliers, Turkey, Costa Rica, Austria and Mexico have also increased their exports to the U.S. significantly.

In 2020, the average waffle and wafer import price amounted to $4,879 per tonne, shrinking by -4.5% against the previous year. There were significant differences in the average prices amongst the major supplying countries. In 2020, the country with the highest price was Germany, while the price for Colombia was amongst the lowest. In 2020, the most notable rate of growth in terms of prices was attained by Turkey, while the prices for the other major suppliers experienced more modest paces of growth.

Source: IndexBox Platform Recommended

Strategies

7 Proven Strategies That Eliminate Downtime in the Supply Chain

Eliminating downtime is a concern for any business, but supply chains face more pressure than most. Disruptions and delays will ripple throughout the industries that rely on them, potentially causing massive losses. By the same logic, reducing supply chain downtime likewise reduces it elsewhere.

While most organizations likely understand the importance of eliminating logistics downtime, the path to that end is less clear. Frequent delays showcase considerable room for improvement in the world’s supply chains.

Thankfully, several companies have also found effective strategies for eliminating these delays. Here are seven of these proven methods.

1. Optimized Warehouse Layouts

Poor warehouse arrangements are easy to overlook, but they’re a common source of supply chain delays. A poorly laid-out warehouse slows the picking process and makes it harder to track inventory levels. With less insight into their stock, companies are more likely to run into shortages they could’ve otherwise avoided.

Lack of stock visibility is all too common an issue, with 43% of small businesses not tracking inventory. As a result, the U.S. retail industry has an inventory accuracy rate of just 63%. Without an accurate picture of stock levels, companies can’t expect to order new items in time, leading to delays.

Better warehouse layouts improve inventory visibility, informing more accurate orders. One of the most important changes to make is implementing an electronic tracking solution, like a warehouse management system (WMS). These systems will help keep track of stock levels, eliminating downtime from inventory issues.

2. Predictive Maintenance

Equipment breakdowns are another one of the most common causes of unplanned downtime. While these situations are common and highly disruptive, they also have a fairly straightforward solution. Supply chains should implement predictive maintenance systems to keep all machinery in optimal condition.

Predictive maintenance analyzes equipment performance data to determine when it will need upkeep. While this comes with high upfront costs from the necessary equipment, the results are impressive. Operating off these predictions lets facilities prevent unplanned downtime from breakdowns and unnecessary repairs.

These benefits aren’t just theoretical, either. Studies show that predictive maintenance increases equipment availability by 5%-15% and reduces maintenance costs by up to 25%. Those savings across an entire supply chain add to a tremendous reduction in downtime.

3. Distributed Sourcing

Another common source of downtime in supply chains is delays or interruptions from suppliers. Many supply chains get parts or products from a single source, which keeps costs down but exacerbates these disruptions. When an unforeseen event occurs at these suppliers, everything else comes to a standstill.

For example, in 2017, a fire at an auto part supplier in the Czech Republic stopped production. An automaker who relied on this plant as its single supplier consequently couldn’t produce 20,000 vehicles in time. Supply chains must embrace distributed sourcing to avoid massive disruptions like this.

When a supply chain has multiple suppliers, a shortage at one won’t affect the entire operation. Other companies can make up for it, and if not, the overall loss still won’t be as significant.

4. Contingency Plans

Similarly, supply chains must also create contingency plans for likely or potentially disruptive events. Companies can’t afford to expect that no unexpected circumstances will ever arise. Having a backup plan for any possible emergencies reduces downtime from these situations and shortens the recovery period.

Some emergency response plans can be relatively simple, but companies should still standardize and record them. For example, if a vehicle dies, drivers can start it without jumper cables fairly easily if need be. However, if there’s no standard practice in place for this situation, they may waste time thinking of what to do and who to contact first.

Having a specific, codified contingency plan ensures workers can respond quickly to any eventuality. The faster they can adapt, the less likely an unforeseen event is to cause significant downtime.

5. Employee Training

Some strategies to eliminate downtime are relatively straightforward but can have a significant impact. Employee training is the perfect example. While a single worker’s mistakes may not seem to have a considerable effect on overall operations, most downtime comes from user error.

Mistakes in data entry can lead to incorrect inventory information, causing order-related shortages. Similarly, machine usage errors can end in equipment failure, leading to downtime for repairs. Employee errors can cause substantial disruption, but that also means better training can prevent many stoppages.

Periodic refresher training can ensure workers remember proper techniques and best practices. Supply chains can also look to employees themselves for information on how to improve the training process. Workers can report what types of onboarding experiences they wish they had, revealing how to improve.

6. Emphasizing Workplace Safety

On a similar note, improving workplace safety can help eliminate supply chain downtime, too. On-the-job injuries have a considerable impact on productivity, resulting in 105 million lost days in 2019 alone. That figure doesn’t include non-disabling injuries, either, which may still hinder worker efficiency, making downtime more likely.

If supply chains can reduce employee injuries, they’ll decrease these days of lost work. One of the most important parts of improving safety is better safety training. When employees know what risks they face and how to avoid them, they’ll pay more attention to workplace hazards.

Other steps like automating the most dangerous tasks and using data analytics to find where most injuries occur will also help. Even seemingly small improvements can have a substantial effect on reduced downtime.

7. Improving Staff Communication

Another minor adjustment that can have significant ramifications is communication. Supply chains should ensure employees understand the causes of downtime and how they affect profits. This communication can help build a spirit of shared responsibility, helping workers understand their impact on the business as a whole.

Improving communication also means making it easier for staff to suggest improvements. Supply chains should reward employees whose suggestions lead to meaningful reductions in overall downtime. This will encourage more workers to take an active role in ensuring operations run as smoothly as possible.

Supply Chains Must Actively Reduce Downtime

Reducing downtime in the supply chain can minimize disruptions across an entire industry. Similarly, if supply chains don’t eliminate downtime, they could cause massive, far-reaching damage.

These seven strategies represent proven methods for eliminating downtime. Supply chains that implement them can become far more resilient and efficient.

supply chain

WHY AND HOW BIG DATA IS A GAME CHANGER FOR THE SUPPLY CHAIN

In its 2013 report titled Big Data in Logistics, DHL proclaimed that “The logistics sector is ideally placed to benefit from the technological and methodological advancements of Big Data” and predicted “huge untapped potential for improving operational efficiency and customer experience and creating useful new business models.”

Today, the transformation of logistics to a data-based model is no longer a futuristic fantasy. The ability to create a digital ID, carry it through the supply chain, capture all transactions along the way and implement action against that data has now become a reality. Intelligent identification solutions exist to optimize item-level data captured at the beginning of a product’s journey, enabling full inventory visibility and accuracy, as well as enhanced routing speed for all partners along the supply chain. With product-level data, supply chain execs are empowered to analyze and make intelligent real-time decisions with the ebbs and flows of demand.

As a global industry, 3PL professionals need to understand the promise of identity solutions and the key benefits they offer. The first step for leaders across the enterprise is recognizing that the supply chain is not a set of standalone “links.” On the contrary, supply chains should be viewed holistically to leverage advances in data infrastructure that enable a total ecosystem of item + shipping specific information across each touchpoint of a supply chain. 

The Importance of Accuracy 

Among the many advantages of assigning digital identities to products is speed—and the key to speed is accuracy. Think of it this way: The utilization of item data throughout the supply chain enables speed with accuracy. 

Consider a logistics scenario with an RFID-enabled intelligent label applied at the source of an item. As the item begins its journey, the data captured and carried in that label enables shipment verification. When the “intelligently” labeled products arrive at a facility or warehouse, the recipient can quickly confirm that what was received is precisely what was expected. 

The data contained in the intelligent labels also allow outbound verification to the store or e-commerce retailer. In turn, the same label gives the retailer the inbound verification they need to move the items directly into inventory, with data that assures its accuracy. At the end of the supply chain the retailer has confidence that they can show the customer exactly what is available.

Shipping errors are another logistics challenge that can be addressed through accurate data. Currently, up to 4% of shipping errors are due to misrouted items that must be returned to the distribution center for re-routing. Legacy operations that rely on separate processes (with the six to eight touchpoints that a product moves through) increase the chance of such errors. Therefore, there is an operational benefit to routing solutions that are based on item- or parcel-level data to allow cross-docking optimization within the supply chain that enables greater speed accuracy. Put simply, velocity increases as accuracy improves.

Moving Toward Sustainability

As the supply chain becomes more normalized post-pandemic, back-burnered sustainability goals are re-emerging, driven by consumers, regulations, and cost—not necessarily in that order. The supply chain as an industry is being specifically tasked with sustainability.

A report from the management consulting group BCG stated, “By implementing a net-zero supply chain (the state in which as much carbon is absorbed as is released into the atmosphere), companies can amplify their climate impact, enable emission reductions in hard-to-abate sectors, and accelerate climate action in countries where it would otherwise not be high on the agenda.” This report also noted that “in most supply chains, the costs of getting to net-zero are surprisingly low.”

On the consumer side, a research study from Deloitte found that “concerned consumers are adopting a raft of different measures to shop and live more sustainably. One of the most prominent lifestyle changes is “shopping for brands with environmentally sustainable values.” In fact, over a third of consumers surveyed indicated that they value ethical practices in the products and services they buy. 

The data captured and carried in intelligent labels provide real-world efficiency solutions for achieving sustainability in logistics. One of the areas in which supply chains can address carbon emissions is in the transport of goods. One factor that deters sustainability in 3PL is trucks not being loaded to their full capacity.

In fact, our own studies have shown that up to 14% more volume can be loaded into a truck by utilizing key data that consider size and weight of parcels, creates the most efficient delivery route and considers other variables such as perishability.  Clearly, such sustainability initiatives have the potential to lower costs as well.

Caution: Hazardous Materials

There is yet another issue that is becoming more urgent and that is the prevalence of hazardous materials in the supply chain. First, it is necessary to define hazardous materials. These are substances or materials that the U.S. Secretary of Transportation has determined are “capable of posing an unreasonable risk to health, safety and property when transported in commerce.”

These materials include hazardous substances and wastes, marine pollutants, elevated-temperature materials, and other materials designated by federal Hazardous Materials Regulations.

In supply chain operations, the Federal Aviation Administration (FAA) requires these items to have “Hazardous Material” markings and/or labels. There are significant financial penalties for incorrect shipping identification, including accruing fines that can amount to more than $78,000 per instance.

Among the many items on the FAA’s list are the lithium-ion batteries used in many consumer products, each of which require the special markings and/or labels and have their own specific requirements for placement in cargo. Sorting solutions that use digital product identities currently exist to alert shippers where certain items, such as these batteries, should and should not be placed.

The importance of data in logistics will only increase over time. Deploying RFID intelligent label solutions at the source of an item will carry it safely, sustainably and quickly through all of the touchpoints along the supply chain—and beyond. The future of a data-enabled logistics eco-system is here. 

____________________________________________________________________

Michael Kaufmann is director, Market Development, Logistics with Avery Dennison. The company recently launched its the atma.io connected product cloud platform that gives unique digital IDs to physical objects for end-to-end tracking from the source to the customer and even beyond to take part in the circular economy. 

isocyanate

Chinese Isocyanate Exports Skyrocket Due to Booming Demand from Brazil, Russia and Peru

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

China strengthens its leadership in global isocyanate exports. In 2020, Chinese supplies abroad grew by +20.4% y-o-y to $716M with rising purchases from Brazil, Russia, Peru, Viet Nam and India. In physical terms, Chinese exports rose by +38% y-o-y to 376K tonnes. Brazil, Viet Nam and Taiwan constitute the largest importers of isocyanates from China. Among the leading importing countries, Brazil featured the highest spike in purchases of Chinese isocyanates, boosting the imports by $45M. The average export price for isocyanates from China decreased by -13% y-o-y to $1,905 per tonne in 2020. 

Chinese Isocyanate Exports by Country

China leads in global isocyanate exports. In 2020, Chinese supplies constituted 19.6% of the total isocyanate volume exported worldwide.

In 2020, exports of isocyanates from China skyrocketed to 376K tonnes, increasing by +38% against the year before. In value terms, isocyanates exports surged by +20.4% y-o-y to $716M (IndexBox estimates) in 2020.

Brazil (46K tonnes), Viet Nam (44K tonnes) and Taiwan (Chinese) (28K tonnes) were the main destinations of isocyanates exports from China, with a combined 31% share of total exports. India, Indonesia, Pakistan, the U.S., Russia, Australia, the Philippines, South Korea, Peru and Singapore lagged somewhat behind, comprising a further 33%.

In value terms, the largest markets for isocyanates exported from China were Brazil ($76M), Viet Nam ($70M) and India ($57M), together comprising 28% of total exports. Taiwan (Chinese), the U.S., South Korea, Pakistan, Russia, Indonesia, the Philippines, Peru, Singapore and Australia lagged somewhat behind, accounting for a further 35%.

In 2020, the increased supplies to Brazil, Russia, Peru, Viet Nam and India provided most of the increment in Chinese exports. Brazilian isocyanate purchases spiked by $45M against the previous year. Russia ramped up its imports by $20M. The supplies to Peru, Viet Nam and India grew by $13M tonnes, $9M and $8M, respectively.

In 2020, the average export price for isocyanates from China amounted to $1,905 per tonne, declining by -13.1% against the previous year. There were significant differences in the average prices for the major export markets. In 2020, the country with the highest price was South Korea ($3,402 per tonne), while the average price for exports to Australia ($1,295 per tonne) was amongst the lowest. In 2020, the most notable growth rate in terms of prices was recorded for supplies to India, while the prices for the other major destinations experienced more modest paces of growth.

Source: IndexBox Platform

Ro-Ro

HOW TO PROMOTE HEALTH AND REDUCE HAZARDS IN RO-RO TERMINALS

When it comes to the health and safety of your personnel, nothing should fall through the cracks. The port industry is no exception to this: If you are currently running roll-on and roll-off operations—from ports to terminals to vessels—you need to be mindful of the safety best practices round-the-clock.

Workplaces need to be free from accidents, injuries, and fatalities to optimally fulfill their operations. In which case, ro-ro operators are responsible for complying with safety rules that protect crewmembers, stevedores, longshoremen, and office-based employees. 

What Can Contribute to Ro-Ro Accidents?

There are several factors to watch out for when implementing safety hazards in ro-ro. The following are based on the guidelines set by the Occupational Health and Safety Administration (OHSA):

1. Lack of training. The inability of employees to perform their duties due to lack of training can be detrimental to worker safety. Without proper training in the field, serious injuries can occur to the employee and/or those around them.

2. Fatigue. Being overworked is common in the port industry because the operations are non-stop. Being overfatigued makes it difficult for any crew member to stay focused on the job and have the energy to perform at their best.

3. Inadequate traffic controls. Managing automobiles coming in and out of the vessel can be hazardous without a proper traffic control system in place. Arrangements should be made to ensure everyone’s safety, such as creating clearly marked walkways or putting stoplights to manage traffic.

4. Material failures. Worn-out machinery is prone to accidents. Some old systems may malfunction in the middle of high-intensity activities.

5. Unsafe walking surfaces. Tripping hazards are common in cargo holds. Working areas must be free from debris and lashing points, or at the very least, there should be signages that alert workers if they are in unsafe working areas.

6. Inadequate ventilation. Internal combustion engine-driven ships must have proper ventilation around-the-clock. If left unattended, this could exceed the allowable limit of carbon monoxide concentrations.

7. Improper use of—or failure to use—personal protective equipment. Protective equipment exists to keep hazards from inflicting further injuries, especially burns or electrocution. Protective equipment such as chemical hood respiratory masks also keep you from inhaling harmful chemicals.

How Ro-Ro Operators Can Promote Health and Safety

As the port industry continues to advance, changes have introduced new hazards. The occupation taken upon by port workers has very high accident rates, so doing at least the bare minimum health and safety protocols will go a long way in mitigating risks. 

That said, each ro-ro operator should be able to develop, manage and implement working initiatives that promote the safety of its workers no matter what circumstances they are in. Here are a few general principles to follow.

1. Design a protocol that prevents your worker from handling crucial tasks alone. Accidents can happen anytime, especially during critical activities. If you have enough manpower to handle port activities, make sure that everyone has an accountability partner. But in circumstances where only one person can do the job, make sure that there is good communication with a party chief or anyone within the port to check on your worker’s safety.

2. Set a working budget for protective gear and other safety materials. Estimate your budget allocation for protective gear, warning signages, alert systems and other precautionary items to protect your workers during operations. Set aside a budget for testing equipment as well. It’s helpful to use expense report software to help you manage and track costs, ensuring that all crucial gears are purchased first.  In addition, include a budget for repairs and inventory. 

3. Make sure air flows properly. Adequate ventilation ensures that port workers have access to clean and sustainable air while on deck. According to the International Labour Force (ILF) in Geneva: “When internal combustion engines exhaust into a hold, intermediate deck or any other compartment, the employer must ensure that the atmosphere is tested as frequently as needed to provide carbon monoxide concentrations from exceeding allowable limits.”

Tests should be made regularly to ensure that the area is conducive for workers to perform their duties in without worrying about inhaling harmful chemicals. Likewise, the ILF mentioned that managers should ensure that no papers are on the loose and are properly stored in a secure and organized fashion. Papers tend to be sucked into the exhaust ventilation system, which could block airflow.

4. Make safety protocols visible. While most safety protocols are common sense, some people can forget them or not be trained in performing them properly. Make all your safety efforts obvious to port workers so they have reference materials when they need them most. For example, print out catalogs that tell them a step-by-step process on how to put out a fire in case it happens.

All signage should be clearly displayed throughout the site, whether on the ship or at the port. This should include a 24-hour emergency hotline as well as a map to the nearest clinic, hospital, fire station or police department. Entry and exit points, first aid kits and other emergency equipment should also have signage so workers know where to find what they need.

5. Be mindful of vehicle stowage and lashing or unlashing. Make sure that all vehicles, trailers and other automobiles are secured before taking off. The best practice is to secure one vehicle before another is positioned behind it. Also, lashers should have their own lashing points, both on the automobile and the ship.

6. Beware of slips and falls. Onboarding the ship is hazardous due to inadequate lighting, frequent weather changes and fluctuating water conditions that can make the deck very slippery. Make sure to put clear warning signages in areas that are prone to slips and falls, and make sure that these are well-lit. Likewise, prepare an on-site emergency plan that outlines clear instructions on what workers need to do in case of a fall.

7. Double-check machinery before sailing off. For safety purposes, make sure that you have experts inspect the machinery, the schedules of the workers, the first-aid kits, and other equipment. Check if there are possible oil spillages and if so, avoid all contact unless they are deemed safe. Note that chemicals release toxic fumes that may cause injuries or even start a fire.

Prioritize Safety First at All Times

These are some of the most basic health and safety practices you can do in your ro-ro operations, but they are not intended to replace any national regulations. Rather, they should help give you a better idea of where to start improving your organization’s protocols.

toothpaste

Despite Global Toothpaste Trade Slows Down, China Boosts Its Exports

IndexBox has just published a new report: ‘World – Toothpaste, Denture Cleaners And Other Dentifrices – Market Analysis, Forecast, Size, Trends And Insights’. Here is a summary of the report’s key findings.

Global toothpaste imports reduced modestly to $4.1B in 2020. The U.S., Russia, and the UK constitute the largest dentifrice importers worldwide, while China leads global exports. China managed to increase its exports both in physical and value terms last year despite the drop in global trade. Russia remains the largest importer of toothpaste from China, accounting for nearly 14% of Chinese exports.

Global Toothpaste Imports by Country

Global toothpaste imports shrank to 928K tonnes in 2020, waning by -2% compared with the year before. In value terms, toothpaste imports reduced modestly to $4.1B (IndexBox estimates) in 2020.

The countries with the highest levels of toothpaste imports in 2020 were the U.S. (53K tonnes), Russia (46K tonnes), the UK (39K tonnes), Germany (36K tonnes), Canada (29K tonnes), Italy (28K tonnes), France (27K tonnes), China (27K tonnes), Malaysia (26K tonnes), Japan (26K tonnes), Poland (24K tonnes) and Hong Kong SAR (23K tonnes), together resulting at 41% of total import. The Netherlands (22K tonnes) followed a long way behind the leaders.

In value terms, the largest toothpaste importing markets worldwide were China ($223M), the U.S. ($200M) and Canada ($181M), with a combined 15% share of global imports. Germany, the UK, France, Russia, the Netherlands, Poland, Italy, Malaysia, Hong Kong SAR and Japan lagged somewhat behind, together accounting for a further 29%. Malaysia emerged as the fastest-growing importer of dentifrices in 2020, ramping up the supplies from $95M to $101M over the last year.

The average toothpaste import price stood at $4,418 per tonne in 2020, remaining relatively unchanged against the previous year. There were significant differences in the average prices amongst the major importing countries. In 2020, the country with the highest price was China, while Japan was amongst the lowest. In 2020, the most notable rate of growth in terms of prices was attained by Germany, while the other global leaders experienced more modest paces of growth.

World’s Largest Toothpaste Exporters

In 2020, China (213K tonnes), distantly followed by Poland (95K tonnes), Thailand (68K tonnes), Slovakia (67K tonnes), Germany (66K tonnes) and the UK (43K tonnes) represented the main exporters of toothpaste, denture cleaners and other dentifrices, together constituting 62% of total exports. Mexico (34K tonnes), France (25K tonnes), the U.S. (23K tonnes), India (23K tonnes), Guatemala (15K tonnes) and Viet Nam (14K tonnes) took a relatively small share of total exports.

In value terms, the largest toothpaste supplying countries worldwide were China ($415M), Germany ($385M) and Poland ($370M), together accounting for 31% of global exports. These countries were followed by Slovakia, the U.S., Thailand, the UK, Mexico, France, India, Guatemala and Viet Nam, which together accounted for a further 39%.

Despite last year drop in global toothpaste imports, China exceeded to boost its exports by +9.3 y-o-y in physical terms and by +5.7% y-o-y in value terms. Russia became the key destination for toothpaste exported from China, accounting for nearly 14% of Chinese exports.

Source: IndexBox Platform