If your company sells supply chain services, then CSCMP's updated and renamed Resource Guide can help you connect with supply chain management professionals around the world. Formerly called the Resource Directory, the online guide includes detailed listings for consultants, third-party logistics providers (3PLs), and freight forwarders. All CSCMP members can access and search the guide for free.
The listings include geographical coverage, areas of expertise, certifications, specific skills, and more. CSCMP members can use multiple criteria to search for service providers. For example, a user could search for a consultant who has forecasting expertise in the consumer product goods industry, a 3PL that has both cross-docking and kit-building capabilities, or a freight forwarder that is a certified cargo screening facility and also offers bonded warehousing.
Company listings are available for an annual fee of US $300 ($250 for CSCMP members). The fee covers listings for a main office and up to five additional company locations. For more information, go to https://cscmp.org/resources/research-lp.asp.
Nominate your "hero" for CSCMP's top award
Who's your supply chain hero? Do you know someone who has a distinguished record as a leader and innovator in the profession? Someone who has improved the industry's understanding of the supply chain? Then consider nominating him or her for CSCMP's 2011 Distinguished Service Award.
CSCMP is accepting nominations for this year's award until April 30, 2011. The award recipient will be honored at CSCMP's Annual Global Conference 2011, scheduled for October 2-5 in Philadelphia, Pennsylvania, USA.
Buying truckload services is unlike other transportation purchases. The market has its own structure and contracting method, and it's highly fragmented. As the latest issue of CSCMP Explores... explains, it pays to take a more strategic approach to truckload procurement.
Deriving Strategic Advantage from Truckload Procurement was written by Kevin McCarthy and Chris Brady of CH Robinson Worldwide with the help of writer Ken Cotrill. The report outlines what's unique about buying truckload services and describes how companies can streamline the procurement process. The authors also explain how to get the most out of baselines and metrics, set the right bid frequency and contract length, and take advantage of bidding tools and transportation management systems. The publication concludes with a look at managing freight networks that are constantly in a state of flux.
The CSCMP Explores... publications are designed to give you a deeper understanding of hot supply chain topics. Each issue is written by a leading expert and summarizes current research in the relevant subject area. Digital versions of recent issues are available to all members and can be found on CSCMP's website.
CSCMP and SIL collaborate on European conference, exhibition
From June 8-10, 2011, CSCMP's 2011 Europe Conference will be co-located with the 9th International Logistics and Material Handling Exhibition (Salón Internacional de la Logística y de la Manutención, or SIL) in Barcelona, Spain. In this interview, SIL Organizing Committee President Enrique Lacalle talks about the secrets of SIL's success, new features planned for this year's event, and why Barcelona is the ideal host for both events.
CSCMP: SIL has become the benchmark event for logistics companies throughout the Mediterranean. What have been the keys to SIL's success? Enrique Lacalle: SIL originated 12 years ago in response to the logistics sector's need for a business platform where professionals and companies could exchange ideas, products, and services. ... SIL's secret has been its consistency and the fact that it has evolved in tandem with the logistics sector. Over the past 12 years, we have ... been there with the best and most complete business and knowledge platform in southern Europe and the Mediterranean area; we also serve as a "bridge" with Latin America. Today SIL is the annual logistics meeting in the Mediterranean.
What are some of the innovations SIL will present this year?
In order to provide an offering that is more closely tailored to specific segments of the logistics industry, we have created two new exhibition areas, one devoted to electronic commerce (SIL E-Commerce) and one for the packaging sector (SIL Pack). These areas complement the two new ones we created last year: SIL Tech, for new technologies, and SIL Trans for road transport. To round out our e-commerce offering, we will present a workshop where we will discuss the latest and most interesting topics related to logistics and electronic commerce. We are also finalizing development of many other innovations, including a technical conference devoted to air cargo and a new exhibition area dedicated to the automatic identification sector.
Year after year SIL can count on increased international participation. Why is that?
If logistics is a global activity, then SIL must be global, too. ... For that reason, we have always been committed to the international nature of the exhibition. ... Last year, 45 percent of participants were international, making SIL 2010 our most international event ever—and we are confident that we will have similar figures this year. As of today, we have confirmation that companies from [Europe, North America, South America, Central America, Asia, and the Middle East] will take part in SIL 2011.
What will be the main technical conferences at SIL this year?
We will continue our commitment to traditionally important events like the Mediterranean Logistics and Transport Forum. ... Concurrently, we will hold our usual extensive agenda of technical conferences that address all of the links in the logistics chain. In that regard, we welcome a great innovation this year. We are very pleased and proud that CSCMP Europe will coincide with SIL. We are thrilled that CSCMP's investment in Europe and SIL will move forward hand in hand.
What are SIL's objectives for the future?
To keep on serving the logistics sector and to try to be more like the great German exhibitions, which are our benchmarks. SIL is the leading exhibition in the Mediterranean and the second largest in Europe. ... We want to be even bigger, even more international if possible, and with representation from the entire logistics sector.
How important is Barcelona for the logistics sector?
Barcelona is a geostrategic point for trade with the Mediterranean, Asia, and the Americas. This noble city is the gateway to Europe. It has an important port and has always considered transport and logistics to be strategic sectors that are key elements in its economic and social development. All of this has made Barcelona a city that carries great weight in the Mediterranean region, as evidenced by the fact that it hosts the Union for the Mediterranean Secretariat (a cooperative agreement between the European Union and 16 countries in North Africa and the Middle East.)
What role do you see logistics playing in the future?
Logistics will continue to be a strategic sector in the future because nowadays it is impossible to create a successful company without good logistics. At times like this, when companies need to reduce costs, immediately respond to their clients' needs, offer the best quality when providing their services, and optimize resources and production ... logistics plays a fundamental role. Logistics ... is a key factor in achieving competitiveness, and it is a genuine engine of industry.
Companies in every sector are converting assets from fossil fuel to electric power in their push to reach net-zero energy targets and to reduce costs along the way, but to truly accelerate those efforts, they also need to improve electric energy efficiency, according to a study from technology consulting firm ABI Research.
In fact, boosting that efficiency could contribute fully 25% of the emissions reductions needed to reach net zero. And the pursuit of that goal will drive aggregated global investments in energy efficiency technologies to grow from $106 Billion in 2024 to $153 Billion in 2030, ABI said today in a report titled “The Role of Energy Efficiency in Reaching Net Zero Targets for Enterprises and Industries.”
ABI’s report divided the range of energy-efficiency-enhancing technologies and equipment into three industrial categories:
Commercial Buildings – Network Lighting Control (NLC) and occupancy sensing for automated lighting and heating; Artificial Intelligence (AI)-based energy management; heat-pumps and energy-efficient HVAC equipment; insulation technologies
Manufacturing Plants – Energy digital twins, factory automation, manufacturing process design and optimization software (PLM, MES, simulation); Electric Arc Furnaces (EAFs); energy efficient electric motors (compressors, fans, pumps)
“Both the International Energy Agency (IEA) and the United Nations Climate Change Conference (COP) continue to insist on the importance of energy efficiency,” Dominique Bonte, VP of End Markets and Verticals at ABI Research, said in a release. “At COP 29 in Dubai, it was agreed to commit to collectively double the global average annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030, following recommendations from the IEA. This complements the EU’s Energy Efficiency First (EE1) Framework and the U.S. 2022 Inflation Reduction Act in which US$86 billion was earmarked for energy efficiency actions.”
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain.”
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.