Why short-sea shipping should succeed in the United States
Although popular in Europe, short-sea shipping remains underutilized in North America despite its potential to offer cost-effective service with low greenhouse gas emissions.
Natasha Horowitz is a consultant in the Global Commerce and Transport Practice at the economics research firm IHS Global Insight. Prior to her current position, she worked as an economic consultant and an economic analyst for the U.S. Department of Transportation's Volpe National Transportation Systems Center.
Although popular in Europe, short-sea shipping remains underutilized in North America despite its potential to offer cost-effective service with low greenhouse gas emissions. In the United States, short-sea shipping encompasses the domestic movement of goods along the coasts and through the St. Lawrence Seaway and the Great Lakes. Its use is limited, and it moves only a marginal amount of U.S. domestic goods. It may not be the mode of choice for shippers that require just-in-time delivery, but short-sea shipping can deliver goods in a timely, reliable manner and at a good price. It also offers a relatively cost-effective, safe, and low-emission alternative for transporting goods between coastal cities.
Short-sea shipping has the potential to play a greater role in two significant markets. First, it is suitable for transferring imports from large hub ports to smaller "spoke" locations, in what is known as the "feeder ship" market. Second, shortsea vessels can move goods between coastal U.S. cities, running parallel to major north-south highways and railways.
Article Figures
[Figure 1] Short-sea shipping of U.S. domestic freight, 1997-2007Enlarge this image
The main advantage of short-sea shipping is that it alleviates infrastructure congestion, particularly around major ports. When you consider that the volume of domestic shipments is expected to increase by 24 percent between 2007 and 2027 (from about 13.8 billion to 17.1 billion short tons) without a corresponding increase in infrastructure, it seems logical that short-sea shipping should gain a more prominent place in the U.S. transportation network. After all, one small vessel with a capacity of just 400 TEUs (20-foot equivalent units) eliminates 400 trucks from a highway. So, for example, using short-sea vessels to move incoming container traffic from the Port of Los Angeles/Long Beach to nearby feeder ports such as San Diego could help ease the notorious highway congestion in Southern California. It also could improve port throughput and decrease dwell time by reducing the number of containers waiting to be loaded onto chassis or railcars.
Even though short-sea shipping competes with north-south long-haul trucking, it can also create new opportunities for short-haul trucking companies. These motor carriers can form partnerships with shippers to deliver goods from secondary ports to end users. Short-sea shipping also may create a need for new warehousing and distribution opportunities at secondary ports.
Moreover, the mode provides an attractive alternative for shippers that want to reduce their carbon footprint and fuel costs. It allows for the consolidation of multiple truck shipments onto one vessel, many of which are now able to run on low-sulfur diesel fuel. While a truck can move one ton of freight 155 miles on one gallon of diesel, a typical barge or short-sea vessel can move one ton of cargo 576 miles using the same amount of fuel.
Despite all of these advantages, short-sea shipping, with its limited network, still holds a very small share of the domestic freight market. In 2007, just over 300 million short tons of domestic freight moved coastwise and lakewise, a decline of 21.9 percent from the 385 million short tons carried by barges and feeder vessels in 1997 (see Figure 1). These shipments, which include both domestic and import tonnage, accounted for about 2.2 percent of the total freight moved within the United States in 2007.
These numbers pale in comparison with the volume of short-sea shipping in the European Union (EU). More than 40 percent of the EU's freight moves along the coast and on inland waterways. The addition of inland waterway traffic to coastwise and lakewise shipments in the United States increases water transport's share of domestic tonnage to only about 6.7 percent in 2007.
Vessels on the Great Lakes have long carried bulk commodities, including iron ore, coal, and grain, for manufacturers, power plants, and end users in the U.S. Midwest and in Canada, but coastwise shipments have remained more limited. Nevertheless, more coastal initiatives have been emerging in recent years. Successful initiatives are adding value and flexibility to local supply chains and often complement rather than compete with railways and motor carriers. One example is the Port Inland Distribution Network (PIDN) of the Port of New York and New Jersey. In addition to the distribution of cargo from the port by rail and truck, barges move containers to the nearby ports of Bridgeport, Connecticut; Camden, New Jersey; Providence, Rhode Island; and Boston, Massachusetts, helping to reduce air pollution and alleviate congestion on the busy I-95 highway corridor that runs along the Northeastern coast of the United States.
Fortunately, short-sea shipping is beginning to attract a greater degree of federal support. The U.S. Maritime Administration is currently leading the Marine Highway Initiative (MHI), which conducts public outreach to advocate short-sea shipping's benefits to the public. It is working with other modes, private entities, and state and local governments to identify projects for expanding the short-sea shipping network. In addition to efforts by the St. Lawrence Seaway Development (U.S.) and Management (Canada) corporations, the U.S. Department of Transportation is collaborating with its Transport Canada counterpart to further encourage shipping on the Great Lakes. On January 22, 2009, the U.S. House of Representatives introduced the Short Sea Shipping Promotion Act of 2009, which would exempt certain cargoes from the harbor maintenance tax.
In short, federal, state, and port authorities are beginning to recognize that short-sea shipping provides an environmentally sustainable way to respond to continued growth in trade, consumption, and shipping. In addition, short-sea shipping does not require investment in extensive fixed infrastructure, aside from ports. Furthermore, an expanding short-sea industry could spur shipbuilding in the United States because of the Jones Act, which requires that the vessels participating in coastal trade be built, crewed, and operated domestically.
In the meantime, short-sea operators should actively court motor carriers and rail lines in order to form partnerships and offer greater flexibility to customers. Short-sea shipping companies must be able to offer a seamless transition of both containerized and bulk goods from ports to other modes of transportation. Motor carriers, in turn, can expand their area of coverage by offering flexible, "greener" options with a short-sea component. For their part, shippers should explore short-sea shipping options to see how this mode can fit into their supply chains. The savings in both cost and emissions may be well worth the consideration.
Ron Marotta of Yusen Logistics listens to Rick DiMaio of Ace Hardware talk about the steps Ace is taking to keep its store stocked after Hurricane Helene and during the East and Gulf Coast Port Strike.
The East and Gulf Coast port strike was the top discussion point during a panel discussion of shippers and logistics providers at the Council of Supply Chain Management Professionals (CSCMP) annual EDGE Conference this morning. The session, which was supposed to be focused on providing an update to CSCMP’s “2024 State of Logistics Report,” quickly shifted to addressing the effect that the strike by nearly 50,000 dockworker at 36 ports in the Eastern half of the U.S. could have on supply chains.
“The seriousness of this action cannot to be taken lightly,” said Ron Marotta, vice president of the freight forwarder and supply chain service provider Yusen Logistics (America). “It has not happened since 1977. Our lives depend on sustaining a smooth global supply chain.”
Marotta warned that for every day that the ports were not open, it would take four to five days to recover from the impact. One added concern is how the port closures would affect recovery efforts for Hurricane Helene. “There’s a huge amount of item that would normally be replenished by importers and retailers,” Marotta said.
Rick DiMaio, executive vice president and chief supply chain officer, for Ace Hardware Corp., commented that the hardware retail cooperative was doing okay for now keeping stores in stock, although he did expect the company would be “chasing generators for awhile.” “But in this recovery phase [from the hurricane], we certainly don’t need a strike right now,” he said.
The port closure will also have a knock-on effect on other transportation modes. For example, Andy Moses, senior vice president of sales and solutions for logistics services provider Penske Logistics, expects to see some companies turn to air freight as a result of the strike. This will, in turn, cause air freight capacity to tighten up and rates to rise. Furthermore, the longer the ports are closed, the more likely inflation is to rise again, according to Moses.
Nor will the effects of the strike stop at the U.S. border, according to Marotta. Many Caribbean Island nations depend on food import from the U.S. that move through East Coast ports. Additionally, some medical supplies typically are exported through the ports to Europe.
On a positive note, however, many companies took actions earlier in the year to prepare themselves for a potential strike. Ammie McAsey, senior vice president of customer distribution experience for the pharmaceutical distributor McKesson, said the pharmaceutical industry has brought in enough extra inventory that there will not be a short-term impact on the U.S. health care system due to the strike.
Government intervention?
Marotta hopes that the U.S. government takes the step of invoking the Taft-Hartley Act to stop the strike and send the International Longshoremen’s Association (ILA) and the port management group, United States Maritime Alliance (USMX) back to the negotiation table. In 2002, for example, President George W. Bush used the Taft-Hartley Act to end an 11-day lockout of union workers at West Coast ports. President Joe Biden, however, told reporters on Sunday that he would not do this.
“I hope that cooler heads prevail and that the executive branch realizes that it’s not just a labor issue, it’s also a humanitarian issue,” Marotta said.
Confronted with the closed ports, most companies can either route their imports to standard East Coast destinations and wait for the strike to clear, or else re-route those containers to West Coast sites, incurring a three week delay for extra sailing time plus another week required to truck those goods back east, Ron said in an interview at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
However, Uber Freight says its latest platform updates offer a series of mitigation options, including alternative routings, pre-booked allocation and volume during peak season, and providing daily visibility reports on shipments impacted by routings via U.S. east and gulf coast ports. And Ron said the company can also leverage its pool of some 2.3 million truck drivers who have downloaded its smartphone app, targeting them with freight hauling opportunities in the affected regions by pricing those loads “appropriately” through its surge-pricing model.
“If this [strike] continues a month, we will see severe disruptions,” Ron said. “So we can offer them alternatives. We say, if one door is closed, we can open another door? But even with that, there are no magic solutions.”
Turning around a failing warehouse operation demands a similar methodology to how emergency room doctors triage troubled patients at the hospital, a speaker said today in a session at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
There are many reasons that a warehouse might start to miss its targets, such as a sudden volume increase or a new IT system implementation gone wrong, said Adri McCaskill, general manager for iPlan’s Warehouse Management business unit. But whatever the cause, the basic rescue strategy is the same: “Just like medicine, you do triage,” she said. “The most life-threatening problem we try to solve first. And only then, once we’ve stopped the bleeding, we can move on.”
In McCaskill’s comparison, just as a doctor might have to break some ribs through energetic CPR to get a patient’s heart beating again, a failing warehouse might need to recover by “breaking some ribs” in a business sense, such as making management changes or stock write-downs.
Once the business has made some stopgap solutions to “stop the bleeding,” it can proceed to a disciplined recovery, she said. And to reach their final goal, managers can use the classic tools of people, process, and technology to improve what she called the three most important key performance indicators (KPIs): on time in full (OTIF), inventory accuracy, and staff turnover.
CSCMP EDGE attendees gathered Tuesday afternoon for an update and outlook on the truckload (TL) market, which is on the upswing following the longest down cycle in recorded history. Kevin Adamik of RXO (formerly Coyote Logistics), offered an overview of truckload market cycles, highlighting major trends from the recent freight recession and providing an update on where the TL cycle is now.
EDGE 2024, sponsored by the Council of Supply Chain Management Professionals (CSCMP), is taking place this week in Nashville.
Citing data from the Coyote Curve index (which measures year-over-year changes in spot market rates) and other sources, Adamik outlined the dynamics of the TL market. He explained that the last cycle—which lasted from about 2019 to 2024—was longer than the typical three to four-year market cycle, marked by volatile conditions spurred by the Covid-19 pandemic. That cycle is behind us now, he said, adding that the market has reached equilibrium and is headed toward an inflationary environment.
Adamik also told attendees that he expects the new TL cycle to be marked by far less volatility, with a return to more typical conditions. And he offered a slate of supply and demand trends to note as the industry moves into the new cycle.
Supply trends include:
Carrier operating authorities are declining;
Employment in the trucking industry is declining;
Private fleets have expanded, but the expansion has stopped;
Truckload orders are falling.
Demand trends include:
Consumer spending is stable, but is still more service-centric and less goods-intensive;
After a steep decline, imports are on the rise;
Freight volumes have been sluggish but are showing signs of life.
CSCMP EDGE runs through Wednesday, October 2, at Nashville’s Gaylord Opryland Hotel & Resort.
The relationship between shippers and third-party logistics services providers (3PLs) is at the core of successful supply chain management—so getting that relationship right is vital. A panel of industry experts from both sides of the aisle weighed in on what it takes to create strong 3PL/shipper partnerships on day two of the CSCMP EDGE conference, being held this week in Nashville.
Trust, empathy, and transparency ranked high on the list of key elements required for success in all aspects of the partnership, but there are some specifics for each step of the journey. The panel recommended a handful of actions that should take place early on, including:
Establish relationships.
For 3PLs, understand and get to the heart of the shipper’s data.
Also for 3PLs: Understand the shipper’s reason for outsourcing to a 3PL, along with the shipper’s ultimate goals.
Understand company cultures and be sure they align.
Nurture long-term relationships with good communication.
For shippers, be transparent so that the 3PL fully understands your business.
And there are also some “non-negotiables” when it comes to managing the relationship:
3PLs must demonstrate their commitment to engaging with the shipper’s personnel.
3PLs must also demonstrate their commitment to process discipline, continuous improvement, and innovation.
Shippers should ensure that they understand the 3PL’s demonstrated implementation capabilities—ask to visit established clients.
Trust—which takes longer to establish than both sides may expect.
EDGE 2024 is sponsored by the Council of Supply Chain Management Professionals (CSCMP) and runs through Wednesday, October 2, at the Gaylord Opryland Resort & Convention Center in Nashville.