In Europe, Baxter International's experience with "horizontal collaboration," where two or more shippers share transportation movements, has been so successful that the company plans to expand the program beyond its current boundaries.
In Europe, it's estimated that nearly one-fourth of the trucks running along the continent's congested roads are empty. These empty trailers— which are typically on their way back from deliveries or en route to pick up goods—are exacerbating the area's traffic and air-quality problems while also wasting money. If companies would work together on moving goods, then those empty miles could be reduced, thereby easing congestion and curtailing air pollution, including greenhouse gas emissions.
That's why the European Union (EU) has begun encouraging what it calls "horizontal collaboration." Horizontal collaboration involves multiple, independent shippers working together in communities to consolidate compatible freight flows. These bundled freight flows are then outsourced to and physically executed by a logistics service provider.
One early mover in this initiative is Baxter International Inc. Since 2011, the health-care products company has been collaborating with other businesses to share transportation movements across Europe. After three years of participating in horizontal collaboration, the company has seen some significant advantages and demonstrated the viability of the concept, says Ludovic Menedeme, Baxter's director for transport and distribution services.
Early mover in collaboration
Headquartered in Deerfield, Illinois, USA, Baxter is a global business with expertise in medical devices, pharmaceuticals, and biotechnology. In 2012 the company reported about US $14 billion in worldwide revenue, with approximately 29 percent of its sales in Europe. Baxter manufactures in 27 countries and sells its products in more than 100 countries.
The company took part in its first European transportation collaboration in 2011. It teamed up with the Belgium-based pharmaceutical manufacturing company UCB to share shipping to six Eastern European countries: Bulgaria, the Czech Republic, Hungary, Slovakia, Slovenia, and Romania.
Baxter and UCB were brought together in 2010 by Tri-Vizor NV, a neutral third party that orchestrates shipper collaborations. The Belgian service provider's database showed that the two companies had significant overlap between their freight flows out of Belgium and could benefit from shared transportation. "Eastern Europe was chosen because the destination points of UCB and Baxter were close to each other in the vicinity of the capital cities, and because the distance [to the final locations] from the Baxter and UCB distribution centers in Belgium was quite large," explains Sven Verstrepen, business development director for Tri-Vizor. "The larger the distance, the bigger the savings opportunities of flow bundling."
Baxter and UCB now use a motor carrier to make full truckload shipments to all of the Eastern European destinations except for Romania, where co-loaded containers move via railroad. For the over-the-road shipments, the truck stops first at a UCB plant in Belgium and then proceeds to Baxter's facility in nearby Lessines. The truck goes to UCB first due to the first-in, last-out loading sequence for pallets: At each destination in Eastern Europe, the truck delivers to Baxter's customer first and then to UCB's consignee.
That synchronization also extends to how much product each company ships. Normally, Menedeme says, UCB places three pallets on the truck. If the Belgian pharmaceutical maker wants more than three pallets, Baxter will ship fewer of its own pallets on that truck.
In 2012, Tri-Vizor suggested Baxter collaborate with another shipper, Donaldson Company Inc., a maker of filtration systems. Now Baxter and Donaldson co-load shipments from Belgium to Ireland. A truck picks up raw materials from Baxter's and Donaldson's facilities in Belgium and then takes a short-sea ferry from the port of Zeebrugge, Belgium, to Dublin, Ireland. From there the truck travels to Castlebar, Ireland, where a Donaldson manufacturing center is located near a Baxter plant.
The importance of a neutral trustee
In both of the cases just described, Tri-Vizor, acting as a neutral trustee, helped to set up the agreement between the shipping partners. As an impartial third party, Tri-Vizor can make sure that all costs and savings from the collaboration are distributed equitably. It also can synchronize the two shippers' daily operations so that one is not favored over the other.
Tri-Vizor coordinates the shipments through its Web portal. Baxter and its shipping partners place shipment orders through the Tri-Vizor portal, which automatically synchronizes the shipments and assigns them to a carrier on a pre-approved list. The portal also handles all aspects of the collaborative arrangement, including invoicing, Menedeme says. As part of that process, Tri-Vizor tracks such key performance indicators as number of loads consolidated, pickup and delivery performance, and claims, as well as monetary and greenhouse gas savings.
There are limits on what any party can see through the portal, as Tri-Vizor makes sure to guard companies' confidential data. "Community members can review performance indicators for the community and for their own business, but not for another company," Verstrepen explains.
Since it began those collaboration projects three years ago, Menedeme says, Baxter has realized freightcost savings of around 10 percent on the collaborative trade lanes. In addition, the company has witnessed a 30-percent reduction in its transportation-related carbon dioxide (CO2) footprint as a result of the consolidated truck shipments and the use of short-sea shipping and rail. "The additional benefits are that we achieved a higher service level because of the more frequent combined departures as well as saving on CO2," Menedeme explains. "If you don't put halfempty trucks on the road, you ease congestion."
From CO2 to CO3
Baxter has now begun working with the European consortium Collaboration Concepts for Co-modality, informally known as CO3. Tri-Vizor is a key member of that consortium, which was launched with a grant of 2 million euros from the European Commission. The organization's goal is to promote shared supply chains as a way for Europe to reduce its dependence on foreign oil, ease traffic congestion, and cut greenhouse gases. Comprising 17 members, CO3 is developing a legal framework that allows companies to work together without violating antitrust law. It's also conducting pilots to demonstrate the value of shared supply chains from both a monetary and a sustainability standpoint.
At the moment, Baxter is engaged with two other test projects under the auspices of CO3. One of those involves the consumer goods company Kimberly-Clark, which got under way in March 2013. Kimberly-Clark and Baxter now send full truckloads back and forth between France and Belgium. The project is being managed by Tri-Vizor and another CO3 consortium member, Giventis, a Dutch information services company. Giventis developed a platform that automatically detects co-loading and round-trip opportunities beween multiple logistics networks. In another project, Baxter is working with three other companies— Belgian retailer Colruty, the building-products company Eternit, and Ontex, a manufacturer of hygienic personal care products—to run full truckloads between Belgium and Spain. That project is making use whenever possible of short-sea shipping between those two countries.
The key to successful horizontal collaboration, Menedeme says, is having compatible organizations that can work together in an operational alignment. "To make this work," he says, "you need a good fit between the parties and buy-in by senior management, because horizontal collaboration becomes rapidly a key element in your supply chain strategy."
Future expansion
Based on its previous successes, Baxter has even more plans for collaboration in the future. Menedeme says his company is now working with the consumer goods giant Procter & Gamble to explore the possibility of creating enough shipment volume to run dedicated cargo trains within Europe.
Baxter isn't limiting itself when it comes to identifying additional opportunities for horizontal collaboration. "We're looking to expand this geographically and work with many more companies," Menedeme says. "We want to use transport modes such as ocean and air. This will be not only for Europe but on a global scale."
Investing in artificial intelligence (AI) is a top priority for supply chain leaders as they develop their organization’s technology roadmap, according to data from research and consulting firm Gartner.
AI—including machine learning—and Generative AI (GenAI) ranked as the top two priorities for digital supply chain investments globally among more than 400 supply chain leaders surveyed earlier this year. But key differences apply regionally and by job responsibility, according to the research.
Twenty percent of the survey’s respondents said they are prioritizing investments in traditional AI—which analyzes data, identifies patterns, and makes predictions. Virtual assistants like Siri and Alexa are common examples. Slightly less (17%) said they are prioritizing investments in GenAI, which takes the process a step further by learning patterns and using them to generate text, images, and so forth. OpenAI’s ChatGPT is the most common example.
Despite that overall focus, AI lagged as a priority in Western Europe, where connected industry objectives remain paramount, according to Gartner. The survey also found that business-led roles are much less enthusiastic than their IT counterparts when it comes to prioritizing the technology.
“While enthusiasm for both traditional AI and GenAI remain high on an absolute level within supply chain, the prioritization varies greatly between different roles, geographies, and industries,” Michael Dominy, VP analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results. “European respondents were more likely to prioritize technologies that align with Industry 4.0 objectives, such as smart manufacturing. In addition to region differences, certain industries prioritize specific use cases, such as robotics or machine learning, which are currently viewed as more pragmatic investments than GenAI.”
The survey also found that:
Twenty-six percent of North American respondents identified AI, including machine learning, as their top priority, compared to 14% of Western Europeans.
Fourteen percent of Western European respondents identified robots in manufacturing as their top choice compared to just 1% of North American respondents.
Geographical variances generally correlated with industry-specific priorities; regions with a higher proportion of manufacturing respondents were less likely to select AI or GenAI as a top digital priority.
Digging deeper into job responsibilities, just 12% of respondents with business-focused roles indicated GenAI as a top priority, compared to 28% of IT roles. The data may indicate that GenAI use cases are perceived as less tangible and directly tied to core supply chain processes, according to Gartner.
“Business-led roles are traditionally more comfortable with prioritizing established technologies, and the survey data suggests that these business-led roles still question whether GenAI can deliver an adequate return on investment,” said Dominy. “However, multiple industries including retail, industrial manufacturers and high-tech manufacturers have already made GenAI their top investment priority.”
An overwhelming majority (81%) of shoppers do not plan to increase their holiday spend this year over last year, revealing a significant disconnect between retail marketers and shoppers in the weeks before peak season, according to online shopping platform provider Rakuten.
That result flies in the face of high confidence levels from retailers who have been delaying their marketing spend, as 79% of marketers are optimistic they will reach holiday sales objectives, and 65% are timing their spend as late as November.
However, consumers are nervous about supply chain disruptions. Almost half (42%) of shoppers have started their shopping early to avoid shipping delays, while 32% plan to do more shopping in-store to avoid potential delays. The results come from a survey conducted online within the U.S. by The Harris Poll on behalf of Rakuten from Sept. 5 – Sept. 9 , among 2,100 consumers aged 18 and older and 101 retail marketers.
"There's a clear disconnect between marketer perception and consumer realities, but this presents a unique opportunity for retailers to capitalize on the shortcomings of their competition," said Julie Van Ullen, Chief Revenue Officer at Rakuten Rewards. "As shoppers plan to spend less overall, there become fewer opportunities for retailers. This makes it evermore important for retailers to invest in strategies that set them apart throughout the entire holiday season.”
Three reasons behind the diverging views are:
Inflated prices. Even with softening inflation rates, nearly half (46%) of shoppers report that it will have the greatest impact on their holiday shopping strategy. Conversely, only 20% of marketers believe that to be true.
Election nerves. Shoppers anticipate that the upcoming election will have an impact on inflation, with 57% believing it will increase.
Weak brand loyalty. A majority of marketers (98%) believe shoppers will remain loyal to brands, but fully 42% of shoppers indicate they will prioritize finding the lowest prices by trading down to lower-quality brands and products for more affordable alternatives.
"Loyalty is up for grabs this holiday season, and success for retailers will hinge on offering value beyond just reduced prices," Julie Van Ullen, Chief Revenue Officer at Rakuten Rewards, said in a release. "Our research revealed that shopper concern extends beyond just price, and retailers will need to address those concerns with comprehensive deals that include several table-stake incentives. Incentives like free shipping, buy now pay later services, and elevated Cash Back will be important for maintaining a loyal shopper base."
Regardless of the elected administration, the future likely holds significant changes for trade, taxes, and regulatory compliance. As a result, it’s crucial that U.S. businesses avoid making decisions contingent on election outcomes, and instead focus on resilience, agility, and growth, according to California-based Propel, which provides a product value management (PVM) platform for manufacturing, medical device, and consumer electronics industries.
“Now is not the time to wait for the dust to settle,” Ross Meyercord, CEO of Propel, said in a release. “Companies should approach this election cycle as an opportunity to thrive in the face of constant change by proactively investing in technology and talent that keeps them nimble. Businesses always need to be prepared for changing tariffs, taxes, or geopolitical tensions that lead to unexpected interruptions – that’s just the new normal.”
In Propel’s analysis, a Trump administration would bring a continuation of corporate tax cuts intended to bolster American manufacturing. However, Trump’s suggestion for spiraling tariffs may benefit certain industries, but would drive up costs for businesses reliant on global supply chains.
In contrast, a Harris administration would likely continue the current push for regulatory reforms that support sectors like AI, digital assets, and manufacturing while protecting consumer rights. Harris would also likely prioritize strategic investments in new technologies and provide tax incentives to promote growth in underserved areas.
And regardless of the new administration, the real challenge will come from a potentially divided Congress, which could impact everything from trade negotiations to tax policies, Propel said.
“The election outcome is less material for businesses,” Meyercord said. “What is important is quickly adapting to shifting policies or disruptions that address ‘what if’ scenarios and having the ability to pivot your strategy. A responsive manufacturing sector will have a significant impact on the broader economy, driving growth and favorably influencing GDP. One thing is clear: the only certainty is change.”
With that money, qualified ports intend to buy over 1,500 units of cargo handling equipment, 1,000 drayage trucks, 10 locomotives, and 20 vessels, as well as shore power systems, battery-electric and hydrogen vehicle charging and fueling infrastructure, and solar power generation.
For example, funds going to the Port of Los Angeles include a $412 million grant to support its goal of achieving 100% zero-emission (ZE) terminal operations by 2030. And following the award, the Port and its private sector partners will match the EPA grant with an additional $236 million, bringing the total new investment in ZE programs at the Port of Los Angeles to $644 million. According to the Port of Los Angeles, the combined new funding will go toward purchasing nearly 425 pieces of battery electric, human-operated ZE cargo-handling equipment, installing 300 new ZE charging ports and other related infrastructure, and deploying 250 ZE drayage trucks. The grant will also provide for $50 million for a community-led ZE grant program, workforce development, and related engagement activities.
And the Port of Oakland received $322 million through the grant, which will generate a total of nearly $500 million when combined with port and local partner contributions. Altogether, that total will be the largest-ever amount of federal funding for a Bay Area program aimed at cutting emissions from seaport cargo operations. The grant will finance 663 pieces of zero-emissions equipment which includes 475 drayage trucks and 188 pieces of cargo handling equipment.
Likewise, the Port of Virginia said its $380 million in new funding will help to reach its goal of eliminating all greenhouse gas emissions by 2040. The grant money will be used to buy and install electric assets and equipment while retiring legacy equipment powered by engines that burn gasoline or diesel fuel.
According to AAPA, those awards will demonstrate to Congress that the Clean Ports Program should become permanent with annual appropriations. Otherwise, they would soon cease to be funded as backing from the Inflation Reduction Act (IRA) comes to a close, AAPA said. “From the earliest stages of legislative development in Congress, America’s ports have been ecstatic about and committed to the vision of implementing a novel grant program for the port industry that will complement and strengthen existing plans to diversify how we power our ports,” Cary Davis, AAPA’s president and CEO, said in a release. “These grant funding awards will usher in a cleaner and more resilient future for our ports and national transportation system. We thank our champions in Congress and the Biden-Harris Administration for committing to us and we look forward to working closely with our Federal Government partners to get these funds quickly deployed and put to work.”
The majority of American consumers (86%) plan to reduce their holiday shopping budgets this year, with nearly half (47%) expecting to cut spending by more than 50% compared to last year, according to consumer research from Relex Solutions.
The forecast runs against some other studies that predict the upcoming holiday shopping season will be stronger than last year, with higher sales and earlier shopping than 2023.
But Finland-based Relex says its conclusion is based on the shorter holiday shopping period of 27 days in 2024 (five days shorter than 2023), combined with economic volatility and supply chain disruptions. The research includes survey responses from 1,000 U.S. consumers in October 2024.
According to Relex, those results reveal a complex landscape where price sensitivity and decreased brand loyalty are reshaping traditional retail dynamics. That means retailers and manufacturers must carefully balance promotional strategies with profitability while maintaining product availability, since consumers are actively seeking better value and may switch between brands more readily.
"Retailers are facing a highly challenging season, with consumers prioritizing value more than ever. To succeed, retailers must not only offer attractive promotions but also ensure those deals don’t erode their margins. At the same time, manufacturers need to optimize their operations and collaborate with retailers to deliver value without sacrificing profitability," Madhav Durbha, Relex’ group vice president of CPG and Manufacturing, said in a release. The company says it provides a supply chain and retail planning platform that optimizes demand, merchandising, supply chain, operations, and production planning.
"This holiday season represents a critical juncture for the retail industry," Durbha added. "With reduced brand loyalty and a shorter shopping window, there’s no room for error. Retailers and manufacturers need to work together closely, leveraging AI-powered tools to anticipate demand, manage inventory, and run effective promotions," Durbha said.
In additional findings, the survey found:
Brand loyalty is eroding: About 45% of consumers say they're less likely to remain loyal to brands without meaningful discounts, while 41% will switch brands if faced with both poor deals and out-of-stock products.
Digital channels dominate deal-seeking behavior: Store and brand apps (60%) and email promotions (60%) are the primary channels for finding deals, while only 32% of consumers primarily search for deals in physical stores.
Supply chain concerns remain significant: Nearly 85% of shoppers express concern about potential disruptions, with electronics (60%) and clothing/accessories (57%) being the categories of highest concern.
Age significantly impacts shopping behavior: Consumers from age 45-60 show the highest economic sensitivity, with 60% cutting budgets by more than 50%, while shoppers aged 18-29 prioritize product availability over price.