As the United States economy strives to emerge from the pandemic, shippers have turned increasingly to carload and intermodal rail service to help find capacity to move freight. However, the rail industry continues to grapple with service struggles that began earlier this year during February’s winter weather woes.
On a networkwide basis, intermodal train velocity is below each of the last two years and the five-year average. While overall velocity has fared somewhat better, it continues to languish near the levels it plumbed in the immediate aftermath of February’s weather-related issues.
This has created some friction between carriers and shippers, as demand for capacity remains high coming out of the pandemic. Import volumes, for example, have remained strong since the end of last year and will likely remain so into 2022. Coupled with a tight truck market, this means a positive outlook for demand for intermodal rail services.
Increases in intermodal
With active truck utilization expected to be near 100% for the next several months, shippers will have little alternative but to find capacity on the rail network. As a result, intermodal rates have increased into the mid double-digits over the summer months, compared with 2020 levels. Although rates are expected to lessen into the late third and early fourth quarters, they are still anticipated to be in the mid-single digits above last year’s level for the same month.
The tight truck market and ongoing strong imports have pushed FTR’s Intermodal Competitive Index to low double-digit levels (see Figure 1), indicating that intermodal is highly competitive against domestic truckload alternatives. Indeed, conditions have been strong enough to encourage a modal shift from truck to intermodal. While intermodal’s competitive advantage is likely to lessen as the second half of 2021 wears on, it is expected to remain positive.
One wildcard in intermodal’s competitiveness will be whether shippers can stomach service levels below what they had become accustomed to.
Carriers on both sides of the Mississippi River have had to temporarily embargo shipments into some facilities or have declined to move certain types of freight for a period of time. One Western carrier issued an embargo that halted some movements into Chicago for a week, while another Western carrier made significant changes to its storage terms in Chicago and Los Angeles. On the other side of the Mississippi, an Eastern carrier has limited flows into several of its facilities in recent weeks, most notably its facility in the Lehigh Valley of Pennsylvania in an effort to meter traffic and enhance fluidity.
These efforts, along with ocean carriers landing containers at different ports to avoid their own congestion issues, have created a level of disruption that is hard for many shippers to tolerate. To avoid these service issues, some shippers earlier this year temporarily moved some of their domestic trailer freight volume away from the rails.
Given the tight capacity situation in competing modes, however, shippers may have to adjust to congestion and disruption as the new normal heading into their peak season.
Carload volumes rise
Demand is also up for the carload market, which is positioned to have its best year of the last three from a growth-rate perspective. The increase in carload volumes, however, will add pressure on the rail network heading into the peak season. Several commodity groups, such as grain and chemicals, could experience significant surges in traffic right as the intermodal peak season ramps up.
Railroads will need to keep a particularly close eye on the automotive market heading into the second half of the year. Automotive traffic has been limited lately by the shortage of semiconductors and other parts over the last few months, but volumes should surge once parts become available, as sales are remaining strong and inventory low. Even if sales slow in the coming months, automotive volumes are likely to remain high for the next few quarters, as companies rebuild their inventories. The longer the supply disruptions continue in automotive, the more breathing room the carriers will have to add capacity and labor to their networks to handle the increasing volumes.
The automotive production increase will also produce additional volumes in other sectors that support the automotive industry, such as commodities like metals and chemicals. The metals complex, from metallic ores through finished metal products, is already performing at strong levels and could move even stronger with a full restart of automotive production.
Chemical volumes took an extended dip in February and March of this year in the immediate aftermath of the freeze and related power disruptions in Texas and other parts of the U.S. Gulf Coast. These plants are expected to try and recover that lost volume over the balance of the year, so we should see higher than normal volumes in the second half.
Service issues to persist
With volumes set to increase over the next few months heading into the peak season, shippers should expect the timeline for resolution of service issues to be pushed out even further into the future.
The extended issues are likely the result of carriers not having sufficient available labor to move the additional volumes. Carriers reduced their headcount dramatically during the pandemic last year. Some of those employees have since moved into other industries and were not interested in returning when carriers called them back. There is no short-term fix in sight, as training new people to be conductors and engineers typically takes six to nine months. As a result, shippers should not expect service to improve meaningfully for the peak season.
The continuing service concerns have also drawn the scrutiny of federal regulators, particularly as they review the proposed combination of Canadian National and Kansas City Southern. Consolidation in the railroad industry among Class I carriers has always led to some level of service disruption. While it is unlikely that the transaction will be approved by this year’s peak season, the current service backdrop could present another reason for regulators to be hesitant about granting approval.
Time will tell how the regulators will rule on the merits of the transaction, but what remains clear is that rail service issues will likely continue to be top of mind into 2022 and beyond.
Author’s Note:For more insights and to learn more about FTR’s outlook for future volumes, visit www.ftrintel.com/cscmp and download some sample reports to learn more.
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.