Air carriers enjoyed a strong recovery in 2010 and early 2011. But oil price volatility and a looming supply/demand imbalance mean there could be some rate turbulence in the next year or two.
The year 2011 began auspiciously for the heavyweight air cargo market, which had recovered much of the volume it had lost and the rate concessions it had made during the 2009 freight depression.
During the economic downturn, air carriers focused on improving their operational efficiency in an effort to stem losses in a very tough market. They re-examined everything from baggage and cargo handling processes to maximum take-off mass (MTOM). As a result, carriers were well poised for a return to profitability in 2010. Things certainly were looking up from the carriers' point of view: The International Air Transport Association (IATA) reported a new high in demand for cargo services on both freighters and passenger aircraft in the second quarter of 2010, and many of them did in fact have banner years. At the same time, market conditions for transport and fuel had driven airfreight rates higher than they were before the 2009 collapse.
Although 2010 and the first part of 2011 brought good news for the carriers, the outlook for the rest of 2011 appears mixed for several reasons. For one thing, the rate at which new aircraft are entering into service is greater than the projected increases in airfreight demand. As a result, rates generally are declining in most markets relative to where they started in 2011. But that is likely to be temporary. While inflationary factors (mostly fuel) have eased somewhat in June, where they go from here is uncertain. In addition, global political uncertainty arising from such events as the revolutions in the Middle East could generate large price shocks in oil markets. Further clouding the airline industry's overall financial picture are variable exchange rates; sovereign debt default in the countries like Portugal, Ireland, Greece, and Spain; and unclear patterns in consumer demand.
Carriers invest in capacity
Despite all that uncertainty, airlines are lining up to invest in new aircraft. Equipment makers Boeing and Airbus have delivered a combined 480 aircraft to their customers in the first half of 2011, including 97 new widebody planes. Their order books are expanding, with new orders for 948 more aircraft on the way. While most of these aircraft will be entering passenger service, their entry will impact air cargo capacity as well.
This level of investment suggests that carriers will soon encounter some economic turbulence, as the rate of aircraft delivery is outpacing projections for near-term growth in the airfreight market. In May 2011, for instance, capacity grew by 2.8 percent over the prior year while demand declined by 4 percent.
Given this discrepancy between the growth in supply and demand, load factors (the percentage of an aircraft's payload capacity that is actually filled) will decrease until the world economy starts to expand again. International freight load factors have already begun declining year-on-year, and that trend is expected to continue for some time. Moreover, with consumer confidence down over the past few months and gross domestic product (GDP) growth in developed countries predicted to be in the 2-percent range, there should be plenty of capacity through the rest of 2011.
How will all that affect freight rates? With base rates for cargo under pressure for economic reasons and capacity increasing, airfreight rates are unlikely to spike in the short term. But higher rates are likely over the next few years as stronger demand and fuel-price pressures will more than offset increases in cargo capacity. Increased demand for fuel due to a recovering global economy is expected to push energy prices higher. The U.S. Department of Energy, in fact, currently predicts that the price of crude oil will average more than US $100 per barrel in 2012. Higher fuel surcharges, therefore, will be a primary driver of rising airfreight rates over the next one to two years.
The upside of expansion
From the shipper's standpoint, the addition of so many new aircraft will bring a number of benefits. For example, the expansion of airline fleets will allow carriers to increase their service offerings. Understandably, they are expanding them faster in their growth markets. For instance, Delta Airlines went from 28 weekly departures from the United States to China in 2008 to 47 weekly departures in July 2011. The deployment of additional aircraft on more routes will have a positive impact on lead times and space availability. Furthermore, the resulting competitive pressure should keep base freight rates in check. Better service and competitive rates will, in turn, improve the value proposition of air freight relative to surface modes. As the economy improves in 2012-13, air transport will become more costeffective for some shippers. One reason why is that a rise in consumer demand will renew the need for inventory replenishment. When it comes to quickly replenishing inventory, shippers of fast-moving consumer goods will be much more likely to choose air versus ocean.
Additionally those shippers that have taken a totalcost approach to supply chain management may find it beneficial to use more air freight in certain cases. For example, shifting from air to ocean will reduce transportation costs, but when inventory carrying costs are taken into account the overall cost picture may change. The total supply chain cost for highvalue shipments will actually be lower if they are shipped by air than if they are shipped by the much slower ocean route. The cost difference may especially be noticeable in situations where ocean carriers have increased their use of slow-steaming practices and thus lengthened their transit times.
To sum up, the current supply-and-demand relationship does not presage a run-up in airfreight pricing for the remainder of 2011. The rate picture for next few years, however, is less certain as higher fuel prices and growing demand will likely tip the balance toward higher prices for air cargo, despite increases in capacity.
On the plus side, increased capacity will lead to more service and routing options for shippers, making air freight a more attractive option compared to surface transport modes.
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.