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U.S. Oat Market – Key Statistics, Trends, and Insights

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Archives, Global Trade Daily, Imports/Exports

U.S. Oat Market – Key Statistics, Trends, and Insights

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

The revenue of the oat market in the U.S. amounted to $525M in 2018, increasing by 6.1% against the previous year. This figure reflects the total revenues of producers and importers (excluding logistics costs, retail marketing costs, and retailers’ margins, which will be included in the final consumer price).

In general, oat consumption, however, continues to indicate a temperate decrease. The pace of growth appeared the most rapid in 2008 with an increase of 26% year-to-year. In that year, the oat market attained its peak level of $861M. From 2009 to 2018, the growth of the oat market failed to regain its momentum.

Production in the U.S.

In 2018, the production of oats in the U.S. amounted to 815K tonnes, jumping by 13% against the previous year. In general, oat production, however, continues to indicate a drastic deduction. The most prominent rate of growth was recorded in 2015 with an increase of 27% against the previous year. Oat production peaked at 1.3M tonnes in 2009; however, from 2010 to 2018, production stood at a somewhat lower figure. Oat output in the U.S. indicated a drastic setback, which was largely conditioned by a deep deduction of the harvested area and a relatively flat trend pattern in yield figures.

In value terms, oat production amounted to $288M in 2018. In general, oat production, however, continues to indicate a relatively flat trend pattern. The most prominent rate of growth was recorded in 2012 when production volume increased by 88% against the previous year. Oat production peaked at $426M in 2015; however, from 2016 to 2018, production failed to regain its momentum.

Harvested Area in the U.S.

Oat harvested area in the U.S. amounted to 350K ha in 2018, surging by 7.6% against the previous year. In general, the oat harvested area, however, continues to indicate an abrupt setback. The pace of growth appeared the most rapid in 2015 when harvested area increased by 23% y-o-y. Over the period under review, the harvested area dedicated to oat production attained its maximum at 609K ha in 2007; however, from 2008 to 2018, harvested area remained at a lower figure.

Yield in the U.S.

In 2018, the average yield of oats in the U.S. amounted to 2.3 tonne per ha, jumping by 5.2% against the previous year. Overall, the oat yield continues to indicate a relatively flat trend pattern. The pace of growth was the most pronounced in 2012 when yield increased by 6.8% against the previous year. Oat yield peaked at 2.5 tonne per ha in 2015; however, from 2016 to 2018, yield stood at a somewhat lower figure.

Exports from the U.S.

Oat exports from the U.S. stood at 28K tonnes in 2018, going down by -35.3% against the previous year. Over the period under review, oat exports continue to indicate a slight deduction. The most prominent rate of growth was recorded in 2008 when exports increased by 65% year-to-year. In that year, oat exports reached their peak of 57K tonnes. From 2009 to 2018, the growth of oat exports remained at a lower figure.

In value terms, oat exports totaled $10M (IndexBox estimates) in 2018. Overall, oat exports continue to indicate a temperate increase. The pace of growth appeared the most rapid in 2008 with an increase of 81% against the previous year. Over the period under review, oat exports attained their peak figure at $16M in 2017, and then declined slightly in the following year.

Exports by Country

Canada (9.4K tonnes) was the main destination for oat exports from the U.S., accounting for a 33% share of total exports. Moreover, oat exports to Canada exceeded the volume sent to the second major destination, Japan (4.2K tonnes), twofold. Taiwan, Chinese (2.6K tonnes) ranked third in terms of total exports with a 9% share.

From 2007 to 2018, the average annual growth rate of volume to Canada totaled -4.7%. Exports to the other major destinations recorded the following average annual rates of exports growth: Japan (+19.1% per year) and Taiwan, Chinese (+8.4% per year).

In value terms, the largest markets for oat exported from the U.S. were Japan ($2.4M), Canada ($2M) and China, Hong Kong SAR ($1.3M), with a combined 58% share of total exports. Mexico, Taiwan, Chinese, Singapore, China, Belize, Trinidad and Tobago and the Dominican Republic lagged somewhat behind, together comprising a further 27%.

China (+54.2% per year) experienced the highest growth rate of the value of exports, in terms of the main countries of destination over the period under review, while exports for the other leaders experienced more modest paces of growth.

Export Prices by Country

The average oat export price stood at $354 per tonne in 2018, remaining relatively unchanged against the previous year. Over the period under review, the export price indicated a buoyant expansion from 2007 to 2018: its price increased at an average annual rate of +4.3% over the last eleven-year period. The trend pattern, however, indicated some noticeable fluctuations being recorded throughout the analyzed period. The most prominent rate of growth was recorded in 2012 when the average export price increased by 53% against the previous year. Over the period under review, the average export prices for oats attained their peak figure at $384 per tonne in 2014; however, from 2015 to 2018, export prices stood at a somewhat lower figure.

There were significant differences in the average prices for the major foreign markets. In 2018, the country with the highest price was China, Hong Kong SAR ($1,037 per tonne), while the average price for exports to Canada ($216 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was recorded for supplies to China, Hong Kong SAR, while the prices for the other major destinations experienced more modest paces of growth.

Imports into the U.S.

In 2018, approx. 1.5M tonnes of oats were imported into the U.S.; growing by 12% against the previous year. Overall, oat imports, however, continue to indicate a temperate slump. The most prominent rate of growth was recorded in 2014 when imports increased by 26% against the previous year. Imports peaked at 1.9M tonnes in 2007; however, from 2008 to 2018, imports failed to regain their momentum.

In value terms, oat imports amounted to $329M (IndexBox estimates) in 2018. Over the period under review, oat imports, however, continue to indicate a mild descent. The most prominent rate of growth was recorded in 2008 when imports increased by 45% against the previous year. In that year, oat imports attained their peak of $541M. From 2009 to 2018, the growth of oat imports failed to regain its momentum.

Imports by Country

In 2018, Canada (1.5M tonnes) was the main oat supplier to the U.S., accounting for a 97% share of total imports. It was followed by Sweden (27K tonnes), with a 1.8% share of total imports.

From 2007 to 2018, the average annual growth rate of volume from Canada amounted to -2.1%. The remaining supplying countries recorded the following average annual rates of imports growth: Sweden (+0.9% per year) and Finland (+6.0% per year).

In value terms, Canada ($320M) constituted the largest supplier of oat to the U.S., comprising 97% of total oat imports. The second position in the ranking was occupied by Sweden ($4.4M), with a 1.4% share of total imports.

From 2007 to 2018, the average annual growth rate of value from Canada totaled -1.2%. The remaining supplying countries recorded the following average annual rates of imports growth: Sweden (+2.7% per year) and Finland (+5.4% per year).

Import Prices by Country

In 2018, the average oat import price amounted to $219 per tonne, declining by -10.4% against the previous year. Overall, the oat import price, however, continues to indicate a relatively flat trend pattern. The growth pace was the most rapid in 2008 when the average import price increased by 71% against the previous year. In that year, the average import prices for oats attained their peak level of $339 per tonne. From 2009 to 2018, the growth in terms of the average import prices for oats remained at a lower figure.

Average prices varied somewhat amongst the major supplying countries. In 2018, the country with the highest price was Canada ($220 per tonne), while the price for Sweden ($167 per tonne) was amongst the lowest.

From 2007 to 2018, the most notable rate of growth in terms of prices was attained by Sweden, while the prices for the other major suppliers experienced mixed trend patterns.

Source: IndexBox AI Platform

Telemedicine
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U.S. Telemedicine Market Trends, Size, Share, and Growth Until 2025

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The U.S. Telemedicine Market should increase from US $19.5 billion in 2018 to US $64 billion in 2025 at a compound annual growth rate (CAGR) of 18.5% for 2019-2025.

The increasing occurrence of chronic diseases is among the most prominent factors that have created an ideal growth ground for the telemedicine market. Growing cases of chronic diseases are creating a growing need for the adoption of telemedicine services to offer better home supervision, which should further drive the U.S. telemedicine market outlook over the forthcoming time period.

An increasing number of patients suffering from a variety of chronic diseases such as diabetes, cancer, and heart disorders are expected to impel the need for telemedicine services across the United States.

Additionally, growing adoption of unhealthy habits like alcohol consumption and tobacco smoking and a lifestyle that is becoming increasingly sedentary, are among some of the most prominent factors that are contributing towards the growing prevalence of various chronic diseases. In fact, according to 2017 CDC data, approximately 14 out of 100 people across the United States above the age of 18 smoked cigarettes.

The tele-consulting service segment is projected to hold a valuation of $28.1 billion by 2025. The tele-consulting segment is expected to witness exponential growth over the forthcoming years due to the rapidly growing telecommunication infrastructure. Tele-consulting offers various consultation services for a wide spectrum of imaging modalities, a plethora of therapeutic indications and numerous different reading methodologies.

Growing applications of tele-consulting would exponentially impact on the telemedicine market growth during the analysis timespan, boosting industry expansion in the process.

In terms of component, the hardware subsegment is expected to witness exponential growth over the forecast timespan, recording a CAGR of 18.7%. There is an increase in the usage of telemedicine devices such as smartphones and tablets among others; which is a crucial factor that should significantly drive the segment growth over the forthcoming years. Additionally, numerous advancements in technology across the healthcare sector are also one of the major factors stimulating the hardware segment growth.

Telehome segment primarily caters to patients that are suffering from chronic diseases and are advised to not travel frequently. The telehome segment is slated to experience exponential growth of 18.9% over the forthcoming years. The implementation of telehome services is expected to rise owing to the advantages that it offers.

Telehome services provide opportunities to enhance patient care alongside substantial cost savings for patients choosing treatment at home, thereby driving the demand for telehome services, which should further drive the growth of the U.S. telemedicine industry.

Web/Mobile delivery segment accounted for a significant chunk of the U.S. telemedicine market, holding maximum revenue of over $11.9 billion in 2018. The Web-based telemedicine delivery platform is now a standardized infrastructure that is used to provide access to sophisticated telemedicine applications. The web segment can be beneficial for organizations having issues with offering healthcare services to patients living in remote areas. Additionally, increasing adoption of the web segment across the United States should drive the growth of segment which should further establish a distinguished U.S. telemedicine market growth trends during the forecast timespan.

Some of the most prominent players responsible for the growth of the U.S. telemedicine market are American Well, Allscripts Healthcare Solutions Inc, AMD Global Telemedicine, Cerner Corporation, Cisco Systems, BioTelemetry, Honeywell International Inc, InTouch Technologies, Eagle Telemedicine, SOC Telemed, Specialist Telemed, and InSight.

Acquisitions, new product launch, mergers, and regional expansions are the primary business strategies implemented by market participant firms.

According to the latest research report by Global Market Insights Inc., the U.S. telemedicine market is projected to surpass a valuation of $64 billion by 2025.

Source: Global Market Insights, Inc.

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THE EAGLERAIL HAS LANDED: CEO MIKE WYCHOCKI PUSHES A “NO BRAINER” WHEN IT COMES TO MOVING SHIPPING CONTAINERS AT CONGESTED PORTS

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It’s amazing where new logistics solutions come from. They are usually born by veteran shippers with visions on how to improve an existing operation. Or it can be a customer or customers seeking help in conquering a specific challenge that eventually resonates throughout the industry.

Then there is the inception of Chicago-based EagleRail Container Logistics’ signature solution. It can be traced to a pitch meeting for a new monorail in Brazil that was attended by a port authority official who was there more as a cheerleader than a participant.

Watching a Chicago marketing man’s PowerPoint presentation about his company’s passenger monorail system to local leaders in São Paulo eight years ago, the port representative, Jose Newton Gama, marveled at how the magnetic levitation (Maglev) trains holding people would be suspended under overhead tracks.

Then the Brazilian known by friends as Newton raised his hand.

“Excuse me?” he asked the Americano. “Could your system be adapted to hold shipping containers?”

That had never occurred to project designers, whose monorail cars for passengers are much lighter than would be required for cargo containers hauled by ships, trucks and freight trains. But the marketing man shared Gama’s question with his colleagues in the Windy City, and that planted the seed that eventually bore EagleRail Container Logistics.

Chief Executive Officer Mike Wychocki was an early investor who eventually bought out that marketing man, but the first EagleRail system is named “Newton” after the Brazilian who now sits on the company’s board of advisors. “He’s a great guy,” says Wychocki during a recent phone interview. “Newton is our biggest cheerleader.”

Wychocki’s no slouch with the pom-poms himself, having pitched EagleRail at 40 ports in 20 countries over the past five years. His company, which has offices around the world, is developing its first prototype in China, and studies are underway at six ports as EagleRail sets about raising $20 million in capital. (The window for small investments had just closed when Wychocki was interviewed. His company has since shifted its focus to large investors.)

The way ports have operated for decades left no need for a system like EagleRail’s. Big ships dock, cranes remove containers stacked on their decks and each box is then moved onto the back of a flatbed truck that either hauls it to a distribution center or an intermodal yard. Until recent years, no one really thought of disrupting the process because, as Wychocki puts it, “you could always find cheaper truck drivers.”

However, truck driver shortages, port-area air pollution and congestion caused by the time it takes to load and unload ever-larger ships have prompted serious soul searching when it comes to short hauls. Expanding the size of ports is often not an option due to the cities that have grown to surround them. This has led to the creation of large container parks for trucks and/or freight trains within a few miles of ports, but getting boxes to those remains problematic—at a time when megaships are only making matters more difficult.

“There is an old saying that ports are where old trucks go to die,” says Wychocki, who ticks off as problems associated with that mode of moving containers pollution, maintenance and fuel costs, as well as the issues of public safety because some drivers essentially live inside of their vehicles, which can attract prostitution and leave behind litter and human waste. Adding even more of these dirty trucks would necessitate more road building, which only adds to environmental concerns.

With ground space at ports a constantly shrinking commodity, tunneling underground may be viewed as an option. But Wychocki points out that many ports have emerged on unstable ground like backfill, and water, power and sewer lines are usually below what’s under the streets beyond port gates. The idea of a hyperloop has been bandied about, but it would require emptying shipping containers at the port, loading the contents into smaller boxes, sending those through to another yard, and then repacking the shipping containers on the other side. “That defeats the whole point” of relieving port congestion, the EagleRail CEO says.

Ah, but every port has unused air space, which is what Wychocki’s company seeks to exploit. “If an Amazon warehouse can lift and shuttle packages robotically,” he says, “why not do the same with a 60,000-pound package? Go to a warehouse. See how Amazon works with packages. They use overhead light rails. It’s an obvious idea, so obvious. It’s a no brainer when you think about it.”

Yes, Amazon also uses drones, but can you imagine the size it would have to be to carry a 60,000-pound shipping container? Wychocki sees a suspended container track as an extension of the cranes on every loading dock worldwide, which is why EagleRail systems are also all-electric and composed of the same crane hardware to avoid snags when it comes to replacing parts.

However, Wychocki is quick to note EagleRail is not a total solution when it comes to port congestion. He calculates that among the short-haul trucks leaving a port, 50 percent are going to 500 different locations, many of which are different states away, while the other half is bound for just a couple nearby destinations. EagleRail is geared toward the latter, and the problem with getting containers to them “is not technological; it’s who controls the five kilometers between the port and the intermodal facility,” he says.

Lifting equipment at ports “is exactly the same in all 200 countries,” he adds. “The part that is not the same is the back end. What is the port’s configuration? Where do the roads come in? What we do is form a consortium and build it with each local player, such as the port authority, the road authority, the national rail company, the power company. Getting everyone involved helps get procurement and environmental rights of way.”

He concedes that getting everyone on board “varies by location,” but when it comes to environmental concerns “everyone’s kind of wanting to do this because it means fewer trucks, and the power companies would prefer the use of electricity (over burning diesel). It sounds harder than it is to get everyone rowing in the same direction.”

Wychocki points to another bonus with EagleRail: It allows for total control of one’s intermodal yard because containers come and go on the same circular route—all day long. “We take this on as a disruptive business model,” he says, noting that short-haul trucks generally involve the use of data-chain-breaking clipboards and mobile phones. EagleRail systems track containers on them in real-time, rolling in all customs paperwork and billing invoices automatically.

“It’s amazing, I just came from the Port of Rotterdam, where I was a keynote,” Wychocki says. “Even the biggest ports in the world like Antwerp were saying, ‘This is great. Why isn’t anyone else doing it?’”

Actually, EagleRail accidentally created direct competition. Wychocki explains that during the initial design phase, his company worked with a foreign monorail concern whose cars used what were essentially aircraft tires rolling inside a closed channel. Concerns about maintaining a system that would invariably involve frequently changing tires—and thus slowing down operations—caused EagleRail to reject that design in favor of another third-party’s calling for steel-on-steel wheels. The designer with tires is pressing on with its own system and without EagleRail.

“I’m glad we didn’t go that route,” says Wychocki, who nonetheless expects more serious competition once EagleRail systems are up and running. Fortunately for the company, there are plenty of ports bursting at the seams that cannot wait that long. Wychocki says a question he invariably gets after pitching EagleRail is: “Where were you 10 years ago? Usually, there is an urgency.”

That’s why “our goal was to get out of the gate fast, build market share and our brand and create a quasi-franchise network,” says Wychocki, whose business model has EagleRail owning 25 percent of a system while the port and other local entities own the rest.

He estimates that within 10 years, 12 EagleRail systems will be operating. If that sounds like a pipe dream, consider that his company’s newsletter boasts 3,000 subscribers before a system is even up and running. Wychocki does not credit “brilliant marketing” for that keen interest. “It’s because every port’s problems are getting worse. Everyone is squealing about what to do with these giant ships that cannot be unloaded fast enough. They are desperate.”

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How Downtime Forced by Coronavirus Could Be An Entrepreneurial Opportunity

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For would-be entrepreneurs who have longed to turn a side hustle into their main hustle, the shutdown created by the coronavirus may have provided that long-awaited opportunity.

Often, a lack of time is one of the major reasons people give for not starting their own businesses. But these days – with everyone urged to stay home and outside activities limited – those newfound extra hours could be invested in taking steps toward creating that business, says Shravan Parsi, CEO and founder of American Ventures, a commercial real estate company, and ForbesBooks author of The Science of the Deal: The DNA of Multifamily and Commercial Real Estate Investing (www.scienceofthedeal.com).

“It definitely takes effort, energy, and a willingness to step out there, but the rewards can be great,” Parsi says.

Parsi was a full-time pharmaceutical research scientist working 9 to 5 and dabbling in real estate on the side when he realized his regular job was hampering his real estate deals because he wasn’t available to talk with people or show a house during the day. Eventually, he bid farewell to his old career and launched his new one in commercial real estate.

Parsi has a few tips for those who long to shake loose from their current careers and venture into something that drives their passions:

Be bold and flexible. A willingness to take chances and adapt to changing circumstances is critical. Even in seventh grade in his native India, ambition boiled in Parsi. He realized that to become the kind of global leader he aspired to be, he would need to know English. So, he transferred to an English school. “My parents supported my decision even though they knew it would be challenging,” he says.

Be interested in everything and observe closely. You never know when opportunities to expand your knowledge – and be inspired by new ideas – will present themselves. Parsi says he learned this lesson at age 14. His father was a doctor who himself invested in real estate as a passive investment and was having a two-story house built – one story for the family and one as a rental. “He pointed out that I had time to kill over summer vacation and recommended I watch the process,” Parsi says. “So my brother and I watched the construction and supervised the contractors. It left a strong impression on me.”

Pivot when necessary. Life doesn’t always go as planned – as the coronavirus has shown – so you need to be prepared to change direction, Parsi says. As an example, Parsi originally planned to follow in his father’s footsteps and become a doctor. But admission to medical school in India is highly competitive and he missed the cutoff criteria by one-tenth of a point. That’s when he pivoted and became a pharmaceutical scientist instead.

Learn how to sell anything. At different periods in his life, Parsi worked in a cell phone store, sold Amway products, and sold nutritional supplements. Those experiences weren’t always the best, he acknowledges, but he did gain something from them. “I realized that if I can sell the products and a story and recruit others, then I can sell anything,” Parsi says. “Selling is a pivotal skill most entrepreneurs must have.”

Anyone who is inspired to get their entrepreneurial drive moving during the current downtime should not completely throw caution to the wind, Parsi says.

“I did not quit my pharmaceutical job right away,” he says. “I had an objective to stay in that job until the real estate income was twice the value of my salary. When I hit that objective – when real estate was no longer a side hustle – I decided it made sense to invest more time in real estate than the scientific position.”

Now American Ventures is a successful multifamily and commercial real estate investment firm with a proven track record.

“Never settle for less,” Parsi says.

__________________________________________________________________

Shravan Parsi, CEO and founder of American Ventures, a commercial real estate company, is author of The Science of the Deal: The DNA of Multifamily and Commercial Real Estate Investing (www.scienceofthedeal.com). Parsi is an entrepreneur and innovator with a background in the diverse fields of real estate investing and pharmaceutical research. He has been involved in Texas real estate since 2003. Born in India, Parsi developed a life-long interest in business and investing from watching his father, a medical doctor, invest in real estate. Parsi has acquired several apartment complexes in aggregate of over 4000 units  and several commercial properties by co-investing with private equity groups, pension funds, sovereign wealth funds, family offices, and accredited investors.

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SUPER MARIO: CORDERO HELPED SHAPE PORT OF LONG BEACH’S PIONEERING GREEN PORT POLICY YEARS BEFORE HE BECAME EXECUTIVE DIRECTOR

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Mario Cordero was an attorney in Long Beach, defending industries and municipalities in workers’ compensation cases when he went to lunch with a local elected official. This was in the early 2000s when environmental issues were hot topics in a city that, by population, ranks second in Los Angeles County, seventh in California and 39th in the nation.

“He asked me if I’d be interested in being appointed to the harbor commission,” recalls Cordero of his lunch partner, who was referring to the City of Long Beach’s port authority. “I said of course I would. When you are talking about the port authority, that’s the pinnacle of civic involvement.”

But Cordero could not help but wonder … why him?

“At the time, port authority appointees had backgrounds either politically or as a developer or financier or someone in that circle, or as a community or environmental advocate who is a strong fundraiser,” he says. “I didn’t come under any of those classifications. So I asked, ‘Would the mayor consider me when I don’t have the history of those people who have been propelled to the port authority before?’ He said the mayor was looking for a different mindset, someone who was more sensitive to the concerns of the community and the environmental agenda.”

Cordero accepted the appointment and was sworn onto the Long Beach Board of Harbor Commissioners in July 2003, going on to serve as vice president and president during his eight-year stint. The Los Angeles native is now beginning what will this year be his 17th year as a maritime leader, not only locally and nationally but internationally, as he resigned from the harbor commission in 2011 to join the Federal Maritime Commission, the U.S. government agency responsible for regulating the nation’s international ocean transportation for the benefit of exporters, importers and the American consumer and fostering a fair, efficient and reliable international ocean transportation system, while protecting the public from unfair and deceptive practices.

Cordero, who became executive director of the Port of Long Beach in May 2017, now leads a Harbor Department staff of more than 500 and oversees a budget that was $982 million for the 2019 fiscal year.

The crowning jewel of his career (so far) is arguably the nationally recognized, globally influential Green Port Policy, which outlines a sustainable ethic for all port operations, mandating that trade growth run parallel with environmental stewardship. Cordero began working on the initiative in late 2004, while still on the Long Beach Board of Harbor Commissioners. “We rolled it out,” he says, “and the rest is history.”

Cordero, who was appointed vice-chairman of the Board for the American Association of Port Authorities in October 2018, outlined his port’s strong 2019—despite a dip in exports due to the U.S.-China trade war—and the progress of sustainability efforts during his Jan. 23 State of the Port address at the Long Beach Convention Center. Last year, the Port of Long Beach moved 8.1 million shipping containers or its highest total ever. An $870 million project in the pipeline to improve the port’s rail yard will have more containers hauled by trains instead of trucks, he noted. “Rail is a big part of our green future,” Cordero told the audience. “For the American exporter, my message to you is this: Our rail will move your cargo faster and more efficiently, and we are on track to make it even better for you in the years ahead.”

He also highlighted the Clean Air Action Plan that the ports of Long Beach and neighboring Los Angeles, which together form the largest port complex in the nation, implemented in 2017. The goal is to reduce greenhouse gas emissions by 40 percent by 2030 and 80 percent by 2050. “We all know climate change is a major global effort, and a global threat,” Cordero told the crowd. “We need to transition to sustainable low-carbon, and the Port of Long Beach will do its part. Our challenge is not just to reduce carbon emissions. It’s to eliminate them altogether. … Yes, we face great challenges, but this port of the future is meeting that challenge. With our many projects, we’re planting seeds so this region continues to thrive.”

Over the phone a week after his State of the Port address, Cordero credited his time on the Harbor Commission with helping to bring about his port’s revolutionary change. “That was the game-changer with me to be part of the port authority,” he says. “I started during a time when there was a real contentious relationship with environmental groups and neighborhood groups who questioned the impacts of having such a great port. Their primary concerns were the harmful emissions that came from those operations and congestion on the highways, streets and so forth. As a result, then-mayor Beverly O’Neill appointed me to the Harbor Commission, and one of my mandates was to bring different thinking to the commission, one that is more sensitive to the concerns of the neighborhood and communities, especially when it came to the environmental issues coming before us.”

Cordero helped usher in the Green Port Policy that the port formalized in January 2005, sealing his reputation as a leader who can bring together different stakeholders or constituencies when it came to economic and environmental sustainability. “Our motto was Grow Green,” he notes. “Back then, in 2004-’05, a lot of naysayers in the industry felt that if you try to do both, it will negatively impact business operations. Looking back, that of course, as I thought then, was not to be the case.” The League of California Cities bestowed Cordero an environmental award in 2007 (the same year the Mexican-American Bar Association named him Attorney of the Year). And still, after two decades of operating under the Green Port Policy, the Port of Long Beach ranks second in the U.S. when it comes to container moves. (The Port of Los Angeles is No. 1.) “It’s not only Grow Green, but we are also a growth leader,” Cordero says. “We eventually laid out a model for ports around the world.”

Some of those ports in the U.S. would not mind cutting into Long Beach’s trade action. “We recognize that we have to have a competitive edge in terms of competing with other gateways in the U.S. lobbying for a piece of the Asian-Transpacific cargo moves,” concedes Cordero, who during his early days in the industry became “intrigued” by “the whole issue of commerce and international trade.” He plunged into examining globalization, especially as it related to economic partnerships with Asian countries. His self-education, coupled with the port’s economic and environmental successes, led to President Barack Obama appointing Cordero to the Federal Maritime Commission, which he chaired from April 2013 to January 2017.

The FMC experience “gave me context into the high levels of Washington, D.C.,” he says. “That leadership really put the Port of Long Beach on the national front. I am very proud of that history.” It was forged by Cordero’s ability to get local residents, environmentalists, union workers, terminal operators, cargo owners, international shipping companies, transportation entities and government regulators to all buy in to the port’s vision when it came to what had previously been viewed as polar opposites: trade growth and environmental sustainability. “We had to educate the community about the importance of international trade, not only as a job producer, but every household is a beneficiary of international trade,” Cordero says. “And number two, the Port of Long Beach was serious about exploring ways we can further sustainable development.”

He points with pride to “a tremendous monetary investment” the port has made to mitigate air and water pollution. “We moved forward to introduce and put in place shore power, which is also known as cold ironing,” he says. “An investment in excess of $180 million resulted in international vessels coming to port and hooking up to the electrical infrastructure as opposed to burning bunker fuel, or what they call hoteling. The way it [previously] looked at the port was that the vessels were emitting black smoke while they were here. Not much more changed dynamically until, on the international front and the state level, the implementation of standards requiring environmentally friendly fuels and the getting away from the common use of bunker fuel, which was the worst kind to use as far as the diesel infrastructure.”

Cordero is pleased with where the port is in terms of achieving the goals of the Green Port Policy. Referring to the marketing spin that makes a supposedly green entity sound more focused on sustainability than it really is, Cordero conceded, “Many thought in the environmental community, and I don’t blame them, that we were just greenwashing here. Obviously, we did more than greenwashing. … Mitigating harmful emissions—we’ve done that. In 10 years we have reduced particulate matter 88 percent, noxious emissions 57 percent, and we’ve reduced sock emissions at a level of 97 percent. Those are astounding numbers in terms of what we did.”

In the same breath, he acknowledges the port must do more as it tries to meet the bold goals of zero emissions in cargo handling by 2030 and zero emissions from trucks by 2035. “There are 18,300 trucks registered at the ports of Long Beach and Los Angeles. There can be anywhere from 14 to 16 truck moves a day. Our goal is to not be satisfied in reducing emissions and diesel emissions until we get to zero, so by 2035 trucks will be running on electric batteries or fuel-cell technology.”

That is why Cordero is not ready to pop the cork on the bubbly just yet. “I am satisfied at this point in terms of what this port and this city have been able to do, but ultimately we must meet our current quest of going zero emissions,” he says. “That is something we will celebrate in the future.”

It’s all pretty heady stuff when you consider Cordero “was not even thinking about being on the Harbor Commission until I had that lunch. … I love to speak to students assessing what careers they are looking at. Number one, I tell them to give 110 percent at the job they are doing. Second, I say you never know what door is going to open.”

purpose
Archives, Global Trade Daily, Special Reports

Putting Purpose Above Profit: 3 Steps to Drive Long-Term Results in Times of Uncertainty

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Purpose, by its nature, is defined as the reason for existing and goes beyond making money. It is about people coming together to make an impact in something they believe in with the trust that revenue and growth will follow, rather than as an end in itself. To be a  ‘purpose-driven’ organization, companies need to stand for something and look to positively impact society. “Innovation cannot advance in a positive direction,” Marc Benioff, CEO of Salesforce recently said, “unless it’s grounded in genuine and continued efforts to lift up all of humanity.”

Here are 3 steps to re-capture your purpose to drive long-term results in these uncertain times:

Go back to your WHY.

Now, more than ever, companies need to revisit and return to their purpose /  WHY / core values. During hard times, leadership is forced to make quick and tough decisions. By going back to their purpose, each choice can be tied to the long-term vision of the company and help avoid costly short-term/knee-jerk decisions. “So many businesses are lost right now. At BirdEye we are focused on navigating these uncharted waters by focusing on our core values  – customer obsession, family spirit, world-class and innovation.” said President & COO, Dave Lehman “Purpose-driven results are measured by the impact we have on our customers and partners. That way, we can all get through this together.”

Connect employees with a vision they can believe in and embrace.

As leaders quickly pivot a company’s direction and change priorities, the stories and reasons behind the change matters. When teams and individual contributors understand how their roles fit into the company’s WHY, everyone feels part of a greater good and can own the company’s key messages. Executives can’t be connected with every customer directly, so it’s critical to empower employees with a foundation to go and expand the brand. Research by Bain & Company shows that if a satisfied employee’s productivity level is 100% and an engaged employee’s level is 144%, the productivity level of an employee that is truly inspired by the company’s purpose is an impressive 225%.

Show empathy and advise with humility.

Emotionally connect with your customers and focus on how they are managing in this time of great uncertainty. Ask the personal questions and be willing to spend time sharing your personal stories first. Selling in this environment is about doubling down on fixing their problems and addressing their concerns rather than pushing your products or services. In these unprecedented times, authentically connecting and helping your customers is the only way to drive business. For example, IKEA wants “to create a better everyday life for the many people” and Southwest Airlines strives to “‘connect people to what’s most important in their lives.”  In essence, a company should be selling their vision and aligning their purpose with their customers. Human beings need to feel connected. People will remember how we act today more than any product or service they buy from us.

Businesses that embrace the idea of purpose and profit being intertwined are companies that will drive innovation and achieve long-term success. Leadership needs to communicate more than ever that we are in this together, reinforcing that the company is truly a community that shares the same core values.

__________________________________________________________

JANEL DYAN is a well-regarded executive brand strategist and expert on how to build a story to achieve brand alignment for both company and leadership success. She founded Janel Dyan, Inc. (JD) in 2014, which provides transformative brand strategy and style consultation to high-visibility clients across various industries. Her work has been seen by millions through public experiences at Fortune 500 companies, the United Nations, and the World Economic Forums, among others. Dyan also runs Beyond Us, which provides opportunities to build confidence in women through a platform for sharing clothes with other women who are ready to take the next step in their professional lives. Dyan resides in the San Francisco Bay Area with her husband and two sons. Her book Story. Style. Brand.: Why Corporate Results Are a Matter of Personal Style, is available now.

covid-19
Archives, Global Trade Daily, News

What Employees Are Expensing During the COVID-19 Outbreak

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As the situation surrounding COVID-19 has progressed, more travel restrictions and social distancing practices are being implemented every day. More and more companies are implementing work-from-home policies to adapt to the changing situation.

We’ve been tracking the data since the beginning of the crisis to help your company ensure employee health and safety and make essential decisions around expenses.

Here are a few of the most significant changes we’ve seen.

COVID-19 expenses haven’t shown any sign of slowing down

In our last blog, we noted that COVID-19 expenses skyrocketed, and we expected them to fall as trip cancelations began to taper off. However, these expenses have shown no sign of slowing down. COVID–19–related expenses have doubled from the week ending March 7 to the week ending March 14, with trip cancelation and work-from-home expenses being the primary causes.

Number of claims

Submitted expenses vary by industry

Although changes to travel plans and cancelations still make up over half of all COVID-19-related expense claims overall, the trends change when you look at specific industries.

In the finance and software industries, half of the expenses are related to travel cancelations, and the other half are work-from-home expenses.

In the consumer goods, manufacturing, and pharmaceutical industries, masks still make up 15 to 20% of expenses but are otherwise in the low single digits in other industries.

The growth in expenses also varies by industry.

Work-from-home charges have increased dramatically; masks have fallen

Work from home expenses have grown the most, increasing 3.5x since last week. These charges are mainly related to “remote office setup” or “supplies for remote work,” and include accessories like printers, ink, headphones, and HDMI cables.

In our own workforce, we’ve noticed that everyone has a different set-up at home, ranging from at-home offices to sitting with their spouse at the dining room table or even sitting in bed with their laptops. It’s essential to employee productivity and ergonomics to help everyone make the best of whatever space they have.

Mask expenses have fallen – there was a peak in mid-February, then another dip, and a second peak at the end of February.

What does this data mean for my company’s expense policy?

We hope this data can help you consider the appropriate response to COVID-19 in your organization and how you can best support your employees. It’s clear from the above data that work-from-home expenses are increasingly common, and will likely continue to increase over the next few weeks as more companies continue to close their offices temporarily. We’ve also noticed that several companies have created specific expense types to track COVID-19 spending more closely. Others have created expense categories for their accounts payable departments to pay temporary workers more quickly in times of uncertainty.

If you’re unsure of what you should allow in your expense policy in response to the current climate, we’ve outlined some best practices on work-from-home expense policies from our peers and customers. In the meantime, we hope you and your company are taking the necessary precautions to ensure the health and safety of your employees during this unsettling time.

__________________________________________________________________

Anant Kale is a CEO at AppZen, the world’s leading solution for automated expense report audits that leverages artificial intelligence to audit 100% of expense reports, invoices, and contacts in seconds.

freight forwarders
Archives, Global Trade Daily, Top Cities

20 FOR 2020: THE TOP 20 CITIES FOR FREIGHT FORWARDERS

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Even domestic shipping can be complicated. That’s why freight forwarders exist—they handle much of the complex paperwork and hassle needed to move cargo across borders. For freight forwarders, some cities are definitely better than others.

To find out the best cities for freight forwarders, we asked Carlo De Atouguia, the chief operating officer of Western Overseas Corporation. For more than four decades, Western Overseas has provided freight forwarding, customs brokerage, warehousing, distribution, cargo insurance, and e-commerce services to small and large companies across the globe.

Atouguia zeroed in on a common theme to come up with the top 20 cities for freight forwarders. “These cities are key because they are integral gateway cities for both ocean and air,” he explains. “I believe it is an advantage having representation in these cities because it allows you to develop a personal business relationship with the major players in all facets of the freight forwarding supply chain in that city. These business relationships are key when negotiating spot rates, late cut-offs, drayage and expedited handling on cargo arrival.

“The other key factor is the sheer number of carriers and cargo flights available in a particular city,” he continues. “The more options you have, the better you’re able to service your customers’ freight forwarding needs.”

ATLANTA, GEORGIA

Air cargo and mail moving through Hartsfield-Jackson Atlanta International Airport has been steadily climbing for the past few years, from more than 624,000 metric tons in 2015 to a little over 704,000 metric tons in 2018, according to Statista. Which is why it wasn’t a shock that Georgia’s $40.6 billion worth of exports in 2018 was the highest in that state’s history. In fact, exports in Georgia have grown by 71 percent over the last decade, according to U.S. Census data. It’s no wonder there are more than 20 freight forwarders in the Atlanta area.

BALTIMORE, MARYLAND

In the Helen Delich Bentley Port of Baltimore, 15 ship-to-shore gantry cranes move about 900,000 twenty-foot equivalent units (TEUs) every year, according to 2018 figures from the U.S. Department of Transportation. It’s also one of the most diverse ports in the U.S., with the six public marine terminals handling autos, roll-on/roll-off, containers, forest products and project cargo. The 11 million tons of cargo that moved through the port this past year was a new record, and the nearly 2.9 million tons of cargo the port handled in between April and June of 2019 also set a new second quarter record.

CHARLESTON, SOUTH CAROLINA

The Port of Charleston is ranked ninth in the U.S. in terms of cargo value, according to the South Carolina Ports Authority. That translated into $72.7 billion worth of imports and exports in 2018. The port’s cranes handled 2.2 million TEUs that year. Thirteen of the world’s biggest container companies tie up there. While the port can already accommodate most post-Panamax vessels, efforts are under way to deepen the harbor from 45 to 52 feet. That’s why it wasn’t surprising when the port authority revealed in November 2019 that Charleston had doubled its cargo volume over the last decade.

CHARLOTTE, NORTH CAROLINA

Charlotte Douglas International Airport (CLT) is ranked sixth in the nation and seventh in the world in terms of the number of passengers and volume of cargo handled, according to the North Carolina Department of Transportation. More than 60 freight forwarders, customs brokers and international service providers use CLT’s Air Cargo Center, which has 570,000 square feet of available space and 2.2 million square feet of aircraft ramp space. The CLT also links to the Norfolk Southern and CSX rail lines. It processed 128,000 tons of cargo in 2015.

CHICAGO, ILLINOIS

Since the 19th century, Chicago has been a railway and ocean hub for commerce. Even today, a quarter of all rail freight in the U.S. passes through the Chicago rail yards. (It’s also the only gateway in the U.S. where six of the seven major railroads can interchange traffic.) An amazing 30 percent of all consumers in North America live within a one-day truck ride from Chicago. But in terms of cargo value, the Windy City is the top international air gateway in the U.S., with about 2 million metric tons of cargo moving through O’Hare International Airport every year, all worth more than $200 billion, according to Chicago’s Department of Aviation.

CINCINNATI, OHIO

Cincinnati/Northern Kentucky International Airport (CVG), which provides non-stop service to 38 of the top 40 U.S. markets, moved 1.2 million tons of cargo in 2018 and is the eighth largest cargo airport in the U.S., according to the CVG airport authority. For the past three years, it’s been the fastest-growing cargo airport in the U.S. It’s also the location for one of DHL’s three “global super hubs,” from which it serves 220 nations. Amazon also has plans to build a $1.5 billion hub at CVG, which will support more than 100 Prime Air freighters.

DALLAS, TEXAS

Because many of the warehouses and distribution centers that stand between international suppliers of goods like China and retail outlets are located in Texas, Dallas is perfectly located to serve as a freight hub for the rest of the nation, according to a 2018 FreightWaves e-newsletter article. Indeed, Dallas-Fort Worth International Airport considers itself “the nexus of Latin America-Asia transit freight.” More than 900,000 tons of cargo moved through the airport in fiscal year 2018. According to the DFW Airport Authority, 55 percent of it was domestic and 45 percent was international.

HOUSTON, TEXAS

The Port of Houston is one of the most heavily used water gateways in the country. According to the port authority, in 2017 it ranked first in the nation in terms of foreign waterborne tonnage (173 million short tons), second in total foreign and domestic waterborne tonnage (260 million short tons) and third in overall value of foreign cargo. It’s also the largest Gulf Coast container port, handling nearly 70 percent of all container traffic in that region. A little more than a million containers (imports and exports) moved through the port in 2001; today, that number stands at nearly 2.5 million.

LONG BEACH, CALIFORNIA

Long Beach has one of the busiest seaports in the world. The Port of Long Beach says its 68 Post-Panamax gantry cranes move around 7.5 million TEUs every year, all valued at close to $200 billion. That translates into 82.3 million metric tons of cargo moved in/out on more than 2,000 vessel calls. It’s the second busiest port in the U.S., and the 21st busiest container cargo port in the world. All told, the port accounts for a third of loaded containers moving through all California ports. About 90 percent of the shipments moving through the port are part of trade with East Asia.

LOS ANGELES, CALIFORNIA

Let’s start with the fact that the Port of Los Angeles has been the top container port in the U.S. since 2000. In 2018, its 83 gantry cranes handled 9.5 million TEUs—the highest number ever moved by a port in the western hemisphere—making it one of the busiest ports in the world. Then there’s Los Angeles International Airport, the world’s fourth busiest, which handled nearly 2.5 million tons of cargo in 2018. According to Los Angeles World Airports, FedEx is the dominant airfreight carrier at LAX, carrying nearly 16 percent of the freight that moves through the airport.

LOUISVILLE, KENTUCKY

Situated on the Ohio River, Louisville is well placed to handle all sorts of cargo traffic. In fact, Jefferson Riverport is one of the few inland ports in the U.S. that connects to three railroads: CSX, Norfolk Southern and Paducah & Louisville. The city is also, as the State of Kentucky Cabinet for Economic Development is fond of pointing out, about a day’s truck drive away from 65 percent of the U.S. population. What’s more, Louisville International Airport is home to the UPS shipping hub—the world’s largest fully automated package-handling facility. One hundred thirty aircraft move through it each day, and it processes a remarkable 1.5 million packages daily.

MIAMI, FLORIDA

In 2018, Miami International Airport ranked fourth in the nation in terms of both total cargo and total freight, and No. 1 in international freight, according to the Miami-Dade Aviation Department. That year, 2.31 million tons of freight moved through the airport, nearly three percent higher than the previous year. At the same time, a thousand cargo ships docked at the Port of Miami—the East Coast’s closest deepwater container port to the Panama Canal—carrying 1.1 million TEUs worth around $27 billion. Nearly half the TEU imports to Miami came from Asia, while 70 percent of the exports went to Latin America, according to the Miami Port Authority.

MEMPHIS, TENNESSEE

Primarily due to FedEx, Memphis International Airport is the top international gateway in the U.S. by weight and the No. 2 cargo airport in the world. In 2016, 11.9 million short tons of cargo moved through the airport, according to the U.S. Department of Transportation. FedEx accounts for a reported 99 percent of the cargo moving through Memphis International Airport, which carries out 450 combined arrivals and departures every day. Memphis is also home to the fifth largest inland port in the U.S., which is very close to the airport and lies at the juncture of major north-south and east-west interstate highways, as well as that of five major railroads.

NEW ORLEANS, LOUISIANA

The only container port in Louisiana, the Port of New Orleans (Port NOLA) has six gantry cranes that can handle 840,000 TEUs a year. Containers make up about 60 percent of the cargo handled at the port, according to the Port NOLA authority. The port also ties into the New Orleans Public Belt Railroad, offering daily intermodal service to Memphis, Chicago, Toronto and Montreal. Regular container-on-barge service also connects the port to Memphis and Baton Rouge.

NEW YORK, NEW YORK

The Port of New York and New Jersey handled 41.3 million metric tons of general cargo worth more than $188 billion in 2018, according to the Port Authority of New York and New Jersey. Put another way, the port handled 52 percent of all the unloaded and loaded TEUs on the North Atlantic. Add this to the 1.4 million tons of cargo that moved through JFK International Airport in 2018, and you can see why New York City holds such importance in the world of freight.

NORFOLK, VIRGINIA

Situated two and a half hours from the open sea, the Port of Norfolk’s 22 Suez-class cranes moved 2.7 million TEUs in 2017, according to the port authority. It’s also so rail-friendly, with two class 1 railroads operating on-dock, that 37 percent of all cargo moving in and out of the port comes by rail—the largest percentage of any East Coast port. Norfolk International Airport also operates one of the most efficient cargo operations in Virginia, moving 30,000 tons of air cargo every year. FedEx, Mountain Air and UPS all use Norfolk International extensively.

PHILADELPHIA, PENNSYLVANIA

For Philadelphia, location is everything. The city is about a day’s drive from nearly half the nation’s population, as well as six of the eight largest U.S. markets. There are also 400 distribution centers located within Philadelphia’s immediate vicinity. PhilaPort can handle cargo carriers holding 12,200 TEUs. The CSX and Norfolk Southern railroads both serve the port. In 2016, Philadelphia International Airport handled about 427,000 tons of cargo, and is home to nearly 40 freight forwarders. The airport sits next to I-95, which runs from Maine to Florida, and is close to both the Pennsylvania Turnpike and the New Jersey Turnpike.

PORTLAND, OREGON

The Port of Portland, the largest in Oregon, handles about 11 million tons of cargo every year, according to the port authority. The port can move containers, autos, breakbulk and drybulk. There are on-dock rail connections throughout the port, and BNSF Railway ties the container terminal directly to Seattle/Tacoma. Portland International Airport, located 12 miles from downtown Portland, is centered in the Columbia River Industrial Corridor. Eight cargo carriers use PDX, including UPS, FedEx and DHL. There are 47 freight forwarders serving the Portland area.

SAN FRANCISCO, CALIFORNIA

About 488,000 tons of cargo moved through San Francisco International Airport in 2018. Nine cargo carriers operate out of the airport, serving destinations all over the world. Additionally, the Port of San Francisco’s five deepwater berths can accommodate a wide variety of container and bulk carriers. In all, 1.4 million tons of cargo moved through the port in 2017, according to the San Francisco Port Authority.

SAVANNAH, GEORGIA

The Port of Savannah bills itself as the largest single container terminal in North America, and it is the second-largest container exporter in the U.S. (13.3 million tons). Two class 1 railroads serve its nine deepwater berths, which operate 27 container cranes. In 2018, the port handled 4.4 million TEUs, a new record for the port. Its major satellite facilities include warehouses and distribution centers for Target, IKEA and Heineken USA. Savannah Hilton Head International Airport handled a further 8,600 tons of cargo during 2018.

ustr
Archives, Global Trade Daily, In The News

USTR Considers 301 Tariff Exemption Requests for COVID 19 Medical Supplies

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As the country faces the global health crisis caused by the COVID-19 outbreak, recent announcements by the Office of the U.S. Trade Representative (“USTR”) signal the possibility of some relief from special tariffs on imports from China. Since July 2018, as reported previously here, the Trump Administration has imposed tariffs under Section 301(b) of the Trade Act of 1974 on nearly all U.S. imports of Chinese goods, including medical supplies that are now in high demand because of the outbreak.

USTR based the tariffs on its findings in an investigation of China’s acts, policies, and practices related to technology transfer, intellectual property, and innovation. There have been four rounds of tariffs, broadening the scope of products that are affected. With each round, USTR allowed requests for exclusion of particular products that are not adequately available in the United States.  Prior to the most recent announcements, the opportunity to request exclusions from any or all of the four lists had lapsed, but USTR continued to consider whether to grant requests that had already been filed but remained outstanding.

National priorities have changed as the COVID-19 outbreak in the United States has worsened, increasing the need for medical supplies. On March 25, USTR published a notice of the opportunity to request additional exclusions for products expected to be helpful in responding to the crisis.

Requests can be made through the online portal regulations.gov, but the window closes June 25, 2020, unless extended. Requests “specifically must identify the particular product of concern and explain precisely how the product relates to the response to the COVID-19 outbreak. For example, the comment may address whether a product is directly used to treat COVID-19 or to limit the outbreak, and/or whether the product is used in the production of needed medical-care products.” Decisions will be made on a rolling basis. Any responses to exclusion requests should be submitted within three business days after a request is posted.

In addition, USTR states that it has been prioritizing, in consultation with the U.S. Department of Health and Human Services, the processing of previously filed exclusion requests “addressed to medical-related products related to the U.S. response to COVID-19,” granting approximately 200 separate exclusions on March 10, 2020, March 16, 2020, and March 17, 2020. Products excluded in this manner have included medical masks and other personal protective products.

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By Matthew R. Nicely, Joanne E. Osendarp, Eric S. Parnes, Dean A. Pinkert and Julia K. Eppard at Hughes Hubbard & Reed LLP

strawberry
Archives, Global Trade Daily

EU Strawberry Market Reached $3.8B and Is Set To Continue Moderate Growth

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

The revenue of the strawberry market in the European Union amounted to $3.8B in 2018, rising by 1.9% against the previous year. This figure reflects the total revenues of producers and importers (excluding logistics costs, retail marketing costs, and retailers’ margins, which will be included in the final consumer price). The market value increased at an average annual rate of +2.1% from 2007 to 2018; the trend pattern remained consistent, with only minor fluctuations over the period under review. Strawberry consumption peaked in 2018 and is expected to retain its growth in the near future.

Consumption By Country

The countries with the highest volumes of strawberry consumption in 2018 were Germany (233K tonnes), Poland (203K tonnes) and the UK (183K tonnes), together comprising 51% of total consumption. Italy, France, Spain, Belgium, Romania, Greece, Portugal, Austria and Sweden lagged somewhat behind, together comprising a further 39%.

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

In value terms, Germany ($819M), the UK ($792M) and Italy ($360M) were the countries with the highest levels of market value in 2018, together comprising 52% of the total market. Poland, France, Spain, Romania, Belgium, Sweden, Austria, Portugal and Greece lagged somewhat behind, together comprising a further 36%.

The countries with the highest levels of strawberry per capita consumption in 2018 were Poland (5,315 kg per 1000 persons), Belgium (2,900 kg per 1000 persons) and Germany (2,844 kg per 1000 persons).

Market Forecast to 2030

Driven by increasing demand for strawberry in the European Union, the market is expected to continue an upward consumption trend over the next decade. Market performance is forecast to retain its current trend pattern, expanding with an anticipated CAGR of +1.1% for the period from 2018 to 2030, which is projected to bring the market volume to 1.4M tonnes by the end of 2030.

Production in the EU

In 2018, approx. 1.3M tonnes of strawberries were produced in the European Union; standing approx. at the previous year. The total output volume increased at an average annual rate of +1.6% over the period from 2007 to 2018; the trend pattern remained relatively stable, with somewhat noticeable fluctuations in certain years. In 2015, strawberry production reached its peak volume of 1.4M tonnes but from 2016 to 2018 it failed to regain its momentum. The general positive trend in terms of strawberry output was largely conditioned by a mild expansion of the harvested area and measured growth in yield figures.

Production By Country

The countries with the highest volumes of strawberry production in 2018 were Spain (345K tonnes), Poland (196K tonnes) and Germany (142K tonnes), together accounting for 54% of total production. The UK, Italy, the Netherlands and Greece lagged somewhat behind, together comprising a further 29%.

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

Harvested Area

In 2018, approx. 103K ha of strawberries were harvested in the European Union; reducing by -1.7% against the previous year. Over the period under review, the strawberry harvested area continues to indicate a relatively flat trend pattern. The pace of growth was the most pronounced in 2013 with an increase of 9.6% against the previous year. In that year, the strawberry harvested area attained its peak level of 111K ha. From 2014 to 2018, the growth of the strawberry harvested area failed to regain its momentum.

Yield

The average strawberry yield stood at 12 tonne per ha in 2018, flattening at the previous year. The yield figure increased at an average annual rate of +2.1% from 2007 to 2018; the trend pattern remained relatively stable, with only minor fluctuations being recorded throughout the analyzed period.

Exports in the EU

In 2018, the amount of strawberries exported in the European Union totaled 476K tonnes, coming down by -3.8% against the previous year. The total export volume increased at an average annual rate of +2.3% from 2007 to 2018; however, the trend pattern indicated some noticeable fluctuations being recorded over the period under review. Over the period under review, strawberry exports reached their maximum at 515K tonnes in 2014; however, from 2015 to 2018, exports remained at a lower figure. In value terms, strawberry exports totaled $1.3B (IndexBox estimates) in 2018.

Exports by Country

Spain represented the main exporter of strawberries exported in the European Union, with the volume of exports amounting to 279K tonnes, which was approx. 59% of total exports in 2018. The Netherlands (70K tonnes) ranks second in terms of the total exports with a 15% share, followed by Belgium (9.5%) and Greece (6.2%). Italy (14K tonnes), Germany (12K tonnes) and France (11K tonnes) followed a long way behind the leaders.

Exports from Spain increased at an average annual rate of +2.7% from 2007 to 2018. At the same time, Greece (+19.9%), the Netherlands (+6.2%) and Belgium (+1.3%) displayed positive paces of growth. Moreover, Greece emerged as the fastest-growing exporter exported in the European Union, with a CAGR of +19.9% from 2007-2018. Germany experienced a relatively flat trend pattern with regard to strawberry exports. By contrast, Italy (-2.2%) and France (-7.2%) illustrated a downward trend over the same period. From 2007 to 2018, the share of Spain, the Netherlands and Greece increased by +15%, +7.1% and +5.3% percentage points, while France (-2.8 p.p.) saw their share reduced. The shares of the other countries remained relatively stable throughout the analyzed period.

In value terms, Spain ($694M) remains the largest strawberry supplier in the European Union, comprising 52% of total strawberry exports. The second position in the ranking was occupied by the Netherlands ($261M), with a 19% share of total exports. It was followed by Belgium, with a 13% share.

Export Prices by Country

The strawberry export price in the European Union stood at $2,810 per tonne in 2018, picking up by 2.9% against the previous year. In general, the strawberry export price continues to indicate a relatively flat trend pattern. Over the period under review, the export prices for strawberries attained their peak figure at $3,298 per tonne in 2011; however, from 2012 to 2018, export prices remained at a lower figure.

There were significant differences in the average prices amongst the major exporting countries. In 2018, the country with the highest price was Belgium ($4,000 per tonne), while Greece ($1,385 per tonne) was amongst the lowest.

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

Imports in the EU

In 2018, the amount of strawberries imported in the European Union stood at 428K tonnes, falling by -8.1% against the previous year. The most prominent rate of growth was recorded in 2012 when imports increased by 13% against the previous year. In that year, strawberry imports attained their peak of 471K tonnes. From 2013 to 2018, the volume of strawberry imports remained at a lower figure. In value terms, strawberry imports amounted to $1.3B (IndexBox estimates) in 2018.

Imports by Country

In 2018, Germany (103K tonnes), distantly followed by the UK (52K tonnes), France (47K tonnes), Italy (36K tonnes), Belgium (35K tonnes), the Netherlands (27K tonnes) and Portugal (20K tonnes) were the largest importers of strawberries, together mixing up 75% of total imports. The following importers – Spain (15K tonnes), Austria (14K tonnes), Poland (13K tonnes), the Czech Republic (13K tonnes) and Sweden (7.6K tonnes) – together made up 15% of total imports.

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

In value terms, the largest strawberry importing markets in the European Union were Germany ($281M), the UK ($204M) and France ($173M), together accounting for 49% of total imports. These countries were followed by Belgium, the Netherlands, Italy, Austria, Spain, Portugal, Poland, Sweden and the Czech Republic, which together accounted for a further 41%.

Import Prices by Country

In 2018, the strawberry import price in the European Union amounted to $3,141 per tonne, picking up by 12% against the previous year. Over the last decade, it increased at an average annual rate of +2.1%.

Prices varied noticeably by the country of destination; the country with the highest price was Sweden ($4,036 per tonne), while Portugal ($2,113 per tonne) was amongst the lowest.

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

Source: IndexBox AI Platform