I hope what we have learned the past two and a half years is that the solutions to international supply chain challenges, especially for imported cargo, often lie far outside port operations, vessel operations, truck capacity, and intermodal equipment providers.
While I do not believe we will see the spike in volume that we have seen the past two plus years, which in itself will smooth the flow of goods, a greater focus on distribution capacity, accountability, and most of all the changing labor force will need to be considered to avoid the disruption caused by future non-forecasted peaks in the flow of freight. Inland distribution capacity needs to be available and coordinated with the demand. Container terminals, with their limited ability to expand, cannot be used as storage facilities when the inland distribution networks or forecasts fail.
Lessons learned by major miscalculations of labor availability, caused to a large degree by the changing priorities and options of those in the job market, need to be accepted and integrated into the supply chain. Remote work options, flexible hours, and prioritizing family time, just to name a few, are more important to today’s worker than the sacrifices made over the years of those who have built the industry. Work-life balance has taken top priority, which I don’t see changing. The supply chain needs to adapt to the workforce because the workforce will have other options in other industries.
At the same time, the industry needs to do a better job competing for talent by educating students on supply chain options from a young age as a viable long-term career. A qualified, skilled labor pool will be the key to continued growth in our industry.