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<div class="phx-topic abstract-wrapper">Retailers that survived the Great Recession through unprecedented, at times desperate, cost-cutting are transitioning from their slash-and-burn mentality to one of growth and prosperity next year and </div>

Retailers that survived the Great Recession through unprecedented, at times desperate, cost-cutting are transitioning from their slash-and-burn mentality to one of growth and prosperity next year and

<div>Retailers that survived the Great Recession through unprecedented, at times desperate, cost-cutting are transitioning from their slash-and-burn mentality to one of growth and prosperity next year and beyond. “As we exit 2010, retailers are cautiously optimistic, and are preparing for growth opportunities,” Casey Chroust, executive vice president of retail operations at the Retail Industry Leaders Association, said at a teleconference Oct. 19.RILA and the Auburn University College of Business used the occasion to discuss the findings in the university’s 2010 transportation study, “The State of the Retail Supply Chain,” in which more than 175 retailers were queried about their issues...

Retailers that survived the Great Recession through unprecedented, at times desperate, cost-cutting are transitioning from their slash-and-burn mentality to one of growth and prosperity next year and beyond. “As we exit 2010, retailers are cautiously optimistic, and are preparing for growth opportunities,” Casey Chroust, executive vice president of retail operations at the Retail Industry Leaders Association, said at a teleconference Oct. 19. RILA and the Auburn University College of Business used the occasion to discuss the findings in the university’s 2010 transportation study, “The State of the Retail Supply Chain,” in which more than 175 retailers were queried about their issues and strategies. Supply chain professionals in 2009 slashed transportation costs, safeguarding their industry from economic meltdown. They rationalized inventories to reduce inventory-carrying costs and streamlined the flow of goods from overseas factories to distribution centers and onto the store shelves. “They saved billions of dollars across the industry,” Chroust said. With ultra-lean operations in place, those same logistics professionals are being asked to secure vessel and inland transportation capacity and equipment and to stabilize freight rates in an environment where carriers have the upper hand. “We’re seeing some saber-rattling by carriers about raising rates because there is not enough capacity,” said Brian Gibson, professor of supply chain management at Auburn University and chief author of the study. Shifting to a growth strategy will be especially difficult because the industry is in a state of flux. Retail sales, though higher than in 2009, are inconsistent. Unemployment rates are lingering in the mid-9 percent range, high by historical standards. And projecting the level and duration of the economic recovery is a major challenge. “Supply chain professionals have to play economic forecaster,” Chroust said. And yet cargo volumes are robust, rising 10 to 15 percent over last year. The initial strength of the trade recovery took shippers and carriers by surprise early this year, straining capacity on sea and on land, and ratcheting up freight rates. The spot rate for shipping a 40-foot container from Hong Kong to Los Angeles on Oct. 18 was $2,300, 2 ½ times the $871 rate in August 2009, according to the Drewry Container Benchmark, a rate indicator started in 2005 by London-based Drewry Shipping Consultants. With trade recovering, supply chain strategists are changing their focus. In the 2009 Auburn University study, slashing supply chain costs was far and away the driving strategy. Today, infrastructure capacity, vessel and truck capacity and equipment availability are the top concerns. In short, shippers are putting more emphasis on service and getting the most bang for their transportation buck. The painful lessons of last winter — when tight capacity led to shipment delays and lost sales — are fresh. “We can’t get caught flat-footed if port capacity or equipment availability falls short,” Gibson said. In this respect, the transportation industry mirrors retailers’ experience: Expansion was put on hold. For retailers, new stores were delayed. For the transportation industry, infrastructure development ground to a halt, carriers delayed ship and truck purchases, manufacturing of marine and domestic containers stopped, and ocean carriers reduced effective vessel capacity by 10 to 15 percent through a new strategy known as slow-steaming. [Editorial note: image removed/no longer available] With cargo volumes growing again, the concerns of several years ago about insufficient infrastructure capacity have resurfaced. Infrastructure limitations were “back to the forefront” in the 2010 study because precious little infrastructure was developed over the past year-and-a-half, Gibson said. Keeping transportation costs low is still a requirement, but supply chain professionals were so successful last year that there are few opportunities left for cutting costs, Gibson said. In the current growth environment, these professionals are being asked to hold onto their gains while improving customer service. Balancing these objectives can result in “incongruent goals,” according to the study. For example, customers want continuous product availability at the stores, but retailers still have a mentality of rigorous inventory control. High-frequency deliveries from warehouses to stores may be warranted, while supply chain professionals are attempting to maximize the capacity utilization of trucks. Balancing these objectives will have an impact on operations at distribution centers, Gibson said. Warehouse operators will be asked to prepare store-ready displays, increase the velocity of product flow from overseas factories to regional distribution centers and improve transit times from the distribution centers to the stores. These requirements beg for greater visibility into the supply chain from origin to destination. Achieving visibility requires better collaboration among supply chain partners, Gibson said. At the same time, increasing velocity shouldn’t be accompanied by significant cost increases. Greater efficiencies can be obtained when shippers work with carriers to eliminate deadhead miles and arrange cargo backhauls so motor carriers get two-way traffic. The strategy becomes, “You help us take cost out, and we’ll help you take cost out,” Gibson said. Spending decisions in the coming year likely will focus on improving information systems, developing greater visibility into the supply chain and improving responsiveness to customer demands, according to the report. Streamlining the supply chain also requires that retailers address their internal inconsistencies. Retailers today sell merchandise at their stores, online and through catalogs, but they treat each as separate supply chains. This prevents retailers from leveraging their cargo volumes to reduce operational costs and negotiate more favorable transportation rates. A major challenge for retailers in the years ahead will involve integrating their multichannel supply chains to leverage their inventories and assets, according to the study. This may involve employing several distribution methods, including traditional distribution centers, direct-store deliveries and cross-docking. As freight volume grows, retailers must develop networks capable of moving large quantities of product with exceptional economies of scale, according to the report. As retailers develop these networks, they must monitor long-term trends such as oil prices, which will certainly rise as global trade increases. Ocean carriers have addressed the fuel situation through slow-steaming, which exploded on the scene last year. With carriers realizing unexpectedly huge savings, shipping executives say slow-steaming is here to stay. Retailers must factor into their supply chain strategies the increased transit times that occur as a result of slow-steaming. Sustainability, or reducing pollution and carbon emissions from the supply chain, is another permanent trend. Most retailers have a sustainability policy they are extending throughout their supply chains. The primary goal of sustainability is to reduce diesel pollution and the carbon footprint, but retailers also should consider the business benefits inherent in these efforts, according to the study. Therefore, reducing dead-head miles, installing solar power on warehouse roofs and replacing old fuel guzzlers with more efficient new trucks reduce operating costs while achieving environmental goals, the study noted. The 2-year-old clean-trucks plans at the ports of Los Angeles and Long Beach provide an example of how retailers are working with motor carriers to reduce harmful emissions while improving efficiency in harbor drayage. The ambitious plan calls for an 80 percent reduction in truck pollution by Jan. 1, 2012, to be achieved by replacing old, inefficient, polluting trucks with modern 2007 model or younger trucks. A number of RILA members met with their truckers to determine how much drayage costs would increase when the motor carriers replaced their old trucks with new ones costing about $100,000 each. The retailers agreed to pay higher drayage rates so owner-operators could afford the higher truck notes while still earning a profit. Today, more than 90 percent of the trucks in Los Angeles-Long Beach harbor comply with the emissions standards in the clean-trucks plans. The Coalition for Responsible Transportation has participated in similar programs in Oakland, the Pacific Northwest and New York-New Jersey, Chroust said. The coalition is working with ports in the Southeast on a clean-trucks plan based on the Southern California model, he said. Contact Bill Mongelluzzo at bmongelluzzo@joc.com .

Delivering Service

<div class="phx-topic abstract-wrapper">The move effectively allows both sides to avoid having to agree to a deal brokered by Ottawa, as had been ordered by the country’s labor minister. </div>

The move effectively allows both sides to avoid having to agree to a deal brokered by Ottawa, as had been ordered by the country’s labor minister.

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<div class="phx-topic">Maritime employers at the Port of Montreal will try yet again to reach a deal with dockworkers on a new contract with a mediator’s help, heading off a government-brokered deal that aims to end the coast-to-coast strife hitting Canada’s major ports. The Maritime Employers Association (MEA) said in a statement Monday that it and the Canadian Union of Public Employees (CUPE) Local 375 mutually agreed to engage in a 90-day mediation process in a bid to come to terms on <a href="https://www.joc.com/article/canadian-shippers-urge-ottawa-to-act-as-montreal-port-talks-hit-impasse-5241393">a new collective bargaining agreement covering 1,300 longshore workers at the port</a>. The MEA said the process will be led by Gilles Charland, “an experienced mediator with a good knowledge of the industry.” The decision to engage with a mediator comes after <a href="">Labor Minister Steve MacKinnon ordered the MEA to end a lockout of Local 375</a> stemming from <a href="https://www.joc.com/article/bc-montreal-ports-set-to-reopen-under-orders-from-canadas-labor-chief-5792214">its ongoing work stoppages</a>. The mediation process means both sides won’t have to submit to a government-appointed arbitrator, also ordered by MacKinnon. Whether mediation succeeds is far from certain, however. The MEA said last month that it has engaged in 35 mediation meetings with Local 375 since mid-2023, with no resolution Montreal’s port effectively reopened on Nov. 16 following MacKinnon’s back-to-work order. MacKinnon’s order also covered the ports in British Columbia where longshore foremen have been in protracted contract talks with maritime employers over a new contract and work rules following a semi-automation project at a Vancouver-area marine terminal. Local 514 of the International Longshore and Warehouse Union, the foremen’s union, said <a href="https://www.joc.com/article/bc-ports-to-reopen-but-longshore-union-plans-challenge-to-back-to-work-order-5810473">it plans to challenge the constitutionality of MacKinnon’s request</a>. Yet its members also followed the return-to-work order, allowing the ports of Vancouver and Prince Rupert to reopen. Contact Michael Angell at <a href="mailto:michael.angell@spglobal.com">michael.angell@spglobal.com</a> </div>

Maritime employers at the Port of Montreal will try yet again to reach a deal with dockworkers on a new contract with a mediator’s help, heading off a government-brokered deal that aims to end the coast-to-coast strife hitting Canada’s major ports. The Maritime Employers Association (MEA) said in a statement Monday that it and the Canadian Union of Public Employees (CUPE) Local 375 mutually agreed to engage in a 90-day mediation process in a bid to come to terms on a new collective bargaining agreement covering 1,300 longshore workers at the port . The MEA said the process will be led by Gilles Charland, “an experienced mediator with a good knowledge of the industry.” The decision to engage with a mediator comes after Labor Minister Steve MacKinnon ordered the MEA to end a lockout of Local 375 stemming from its ongoing work stoppages . The mediation process means both sides won’t have to submit to a government-appointed arbitrator, also ordered by MacKinnon. Whether mediation succeeds is far from certain, however. The MEA said last month that it has engaged in 35 mediation meetings with Local 375 since mid-2023, with no resolution Montreal’s port effectively reopened on Nov. 16 following MacKinnon’s back-to-work order. MacKinnon’s order also covered the ports in British Columbia where longshore foremen have been in protracted contract talks with maritime employers over a new contract and work rules following a semi-automation project at a Vancouver-area marine terminal. Local 514 of the International Longshore and Warehouse Union, the foremen’s union, said it plans to challenge the constitutionality of MacKinnon’s request . Yet its members also followed the return-to-work order, allowing the ports of Vancouver and Prince Rupert to reopen. Contact Michael Angell at michael.angell@spglobal.com

Montreal port employers, union agree to mediation in talks for new contract

<div class="phx-topic abstract-wrapper">The use cases for sensor-enabled container fleets could expand if shipping lines see such hardware as a legitimate tool to combat the threat of illicit goods movement. </div>

The use cases for sensor-enabled container fleets could expand if shipping lines see such hardware as a legitimate tool to combat the threat of illicit goods movement.

<div class="phx-topic">Providers of hardware and software that allow shipping lines to equip dry containers with sensor technology have partnered in a new alliance to combat drug smugglers using container shipping to transport cocaine from South America to Europe and North America. The alliance includes providers Traxens, Nexxiot, Hoopo, Orbcomm and GlobeTracker, all of whom already supply shipping lines with internet of things (IoT) devices installed on dry or reefer containers. “This alliance aims to ensure interoperability of our solutions, enabling stakeholders such as customs, [beneficial cargo owners], and shipping lines to deploy tools immediately in the fight against smuggling and container contamination,” Traxens CEO Cedric Rosemont told the Journal of Commerce. Sensors from Nexxiot and Orbcomm are being implemented in Hapag-Lloyd’s entire dry container fleet, while Zim Integrated Shipping Services has committed to a similar initiative with Hoopo. GlobeTracker has a number of shipping line customers for its reefer tracking hardware and Traxens provides the devices that underpin Mediterranean Shipping Co.’s on-demand service for shippers. The alliance has built upon MSC’s deployment of Traxens’ products to combat illicit trade, Rosemont said. Interoperability between smart container device providers has been a key initiative, especially as different shipping lines partner with various device makers. Another provider, Sony, was chosen by Ocean Network Express (ONE) to equip its entire dry box fleet. In a white paper released this month, the alliance described how containers are increasingly being used to transport cocaine from ports in Colombia, Ecuador, Peru, Chile, Brazil and Panama through key gateways in Europe, often via transshipment in West Africa. The paper also highlighted the different methods and legitimate trades used to hide illegal drugs in containers. The banana trade, for instance, is often used as a vehicle for such illicit shipments. “The goods affected by the contamination are usually the top exports from the relevant countries,” the white paper said. “For example, Ecuador ships 338,000 containers of bananas each year. In 2022, 60% of the seizures made in Ecuadorian ports were made in banana shipments, and 70% of the banana shipments inspected contained cocaine.” The most popular technique, the white paper said, involves traffickers opening a stuffed container by breaking the container seal, throwing bags of cocaine inside and putting a replica seal in place, with port workers often bribed or forced to participate while the container is waiting to be loaded. <h3>‘Full fleet’ coverage </h3>The discussion around more container lines equipping their dry box fleets has largely been centered around the impact of carriers better managing their assets or of serving the needs of shippers with high-value goods. But additional reasons for doing so involve existing security concerns such as smuggling or the threat of future regulations, according to a November report on smart container adoption by the consultant Roland Berger “Certain carriers have invested in a fleet of smart containers to combat drug trafficking, achieving notable success,” the report said. “As governments intensify efforts to combat smuggling and terrorism, it is likely that future regulations, especially in regions with heightened security concerns, will mandate the use of smart containers to ensure the safety and security of goods in transit.” Key to the progression of smart container adoption is a shift that the Berger report described as going from an “equipment-on-demand” model to a “full fleet coverage” model. When the industry reaches a critical mass around dry boxes is a source of debate. The Digital Container Shipping Association (DCSA), a nonprofit consortium founded by shipping lines to develop industry standards, has issued guidelines for interoperable smart container tracking that shipping lines can adopt. The DCSA has also worked with many of the smart container device makers to ensure shippers and forwarders can use their products in an interoperable manner. According to shipping consultant Drewry, almost 5 million dry units will be equipped with telematics by 2028, up from approximately 2 million by the end of 2024. “A single large carrier changing its smart container strategy could significantly impact the numbers,” Ferenc Pasztor, head of ports and specialized shipping research at Drewry, said in the Berger report. “The same is true regarding the physical constraints of installing devices in such high numbers." Rosemont said smart containers have already proved their efficacy in highlighting smuggling rings. “Since 2022, smart containers have been instrumental in seizing over 30 tons of illicit drugs,” he said. “With expanded deployments and increased collaboration across the industry, these results could grow exponentially.” Contact Eric Johnson at <a href="mailto:eric.johnson@spglobal.com">eric.johnson@spglobal.com</a>. </div>

Providers of hardware and software that allow shipping lines to equip dry containers with sensor technology have partnered in a new alliance to combat drug smugglers using container shipping to transport cocaine from South America to Europe and North America. The alliance includes providers Traxens, Nexxiot, Hoopo, Orbcomm and GlobeTracker, all of whom already supply shipping lines with internet of things (IoT) devices installed on dry or reefer containers. “This alliance aims to ensure interoperability of our solutions, enabling stakeholders such as customs, [beneficial cargo owners], and shipping lines to deploy tools immediately in the fight against smuggling and container contamination,” Traxens CEO Cedric Rosemont told the Journal of Commerce. Sensors from Nexxiot and Orbcomm are being implemented in Hapag-Lloyd’s entire dry container fleet, while Zim Integrated Shipping Services has committed to a similar initiative with Hoopo. GlobeTracker has a number of shipping line customers for its reefer tracking hardware and Traxens provides the devices that underpin Mediterranean Shipping Co.’s on-demand service for shippers. The alliance has built upon MSC’s deployment of Traxens’ products to combat illicit trade, Rosemont said. Interoperability between smart container device providers has been a key initiative, especially as different shipping lines partner with various device makers. Another provider, Sony, was chosen by Ocean Network Express (ONE) to equip its entire dry box fleet. In a white paper released this month, the alliance described how containers are increasingly being used to transport cocaine from ports in Colombia, Ecuador, Peru, Chile, Brazil and Panama through key gateways in Europe, often via transshipment in West Africa. The paper also highlighted the different methods and legitimate trades used to hide illegal drugs in containers. The banana trade, for instance, is often used as a vehicle for such illicit shipments. “The goods affected by the contamination are usually the top exports from the relevant countries,” the white paper said. “For example, Ecuador ships 338,000 containers of bananas each year. In 2022, 60% of the seizures made in Ecuadorian ports were made in banana shipments, and 70% of the banana shipments inspected contained cocaine.” The most popular technique, the white paper said, involves traffickers opening a stuffed container by breaking the container seal, throwing bags of cocaine inside and putting a replica seal in place, with port workers often bribed or forced to participate while the container is waiting to be loaded. ‘Full fleet’ coverage The discussion around more container lines equipping their dry box fleets has largely been centered around the impact of carriers better managing their assets or of serving the needs of shippers with high-value goods. But additional reasons for doing so involve existing security concerns such as smuggling or the threat of future regulations, according to a November report on smart container adoption by the consultant Roland Berger “Certain carriers have invested in a fleet of smart containers to combat drug trafficking, achieving notable success,” the report said. “As governments intensify efforts to combat smuggling and terrorism, it is likely that future regulations, especially in regions with heightened security concerns, will mandate the use of smart containers to ensure the safety and security of goods in transit.” Key to the progression of smart container adoption is a shift that the Berger report described as going from an “equipment-on-demand” model to a “full fleet coverage” model. When the industry reaches a critical mass around dry boxes is a source of debate. The Digital Container Shipping Association (DCSA), a nonprofit consortium founded by shipping lines to develop industry standards, has issued guidelines for interoperable smart container tracking that shipping lines can adopt. The DCSA has also worked with many of the smart container device makers to ensure shippers and forwarders can use their products in an interoperable manner. According to shipping consultant Drewry, almost 5 million dry units will be equipped with telematics by 2028, up from approximately 2 million by the end of 2024. “A single large carrier changing its smart container strategy could significantly impact the numbers,” Ferenc Pasztor, head of ports and specialized shipping research at Drewry, said in the Berger report. “The same is true regarding the physical constraints of installing devices in such high numbers." Rosemont said smart containers have already proved their efficacy in highlighting smuggling rings. “Since 2022, smart containers have been instrumental in seizing over 30 tons of illicit drugs,” he said. “With expanded deployments and increased collaboration across the industry, these results could grow exponentially.” Contact Eric Johnson at eric.johnson@spglobal.com .

Smart container vendors create alliance to tackle drug smuggling threat

<div class="phx-topic abstract-wrapper">The $390 million deal for Cowan will boost Schneider’s dedicated trucking segment to 8,400 tractors, representing 70% of its total fleet.</div>

The $390 million deal for Cowan will boost Schneider’s dedicated trucking segment to 8,400 tractors, representing 70% of its total fleet.

<div class="phx-topic">Schneider National said Monday it will acquire Cowan Systems for $390 million in cash, cementing its foothold among shippers with distribution centers along the Interstate 95 corridor on the US East Coast. It’s Schneider’s third deal since 2022 to bolster its dedicated truckload business. Wisconsin-based Schneider will now own 8,400 tractors in dedicated trucking, representing 70% of the company’s total fleet. “This acquisition aligns with Schneider’s long-term vision to have customer-centric dedicated solutions as the cornerstone of its truckload segment,” CEO Mark Rourke said in a statement. “By complementing our organic dedicated growth success with transactions like this, we are broadening our presence to provide greater value to our customers.” The deal catapults Schneider closer to the largest dedicated carriers in the US, consisting of J.B. Hunt Transport Systems, Knight-Swift Transportation Holdings, Landstar System, Ryder Supply Chain, Penske Logistics and Werner Enterprises. Schneider has made other transactions to bolster its dedicated division, acquiring <a href="https://www.joc.com/article/acquisition-expands-schneiders-dedicated-truck-capacity-5196056">Midwest Logistics in 2022</a> and <a href="https://www.joc.com/article/schneider-goes-deeper-into-dedicated-trucking-with-mm-acquisition-5234490">M&amp;M Transport in 2023</a>. <h3>Lure of dedicated trucking </h3>Many trucking companies believe <a href="https://www.joc.com/article/us-truckload-carriers-see-upside-in-sharpened-focus-on-dedicated-shippers-5214830">dedicated trucking is attractive</a> because it can grow quickly when shippers struggle to book for-hire trucking, providing a safety net to guarantee a truck and a driver. Dedicated truckload contracts also tend to be at least three-year deals, getting carriers and shippers out of the arduous process of launching, responding and administering annual bids. There is also lower turnover in dedicated trucking because a driver tends to cover the same route week after week while serving the same shipper over and over, bringing familiarity at the dock. Schneider said Cowan will retain its name and operate as a wholly owned subsidiary. Cowan’s dedicated trucking business will likely be integrated into the Schneider Dedicated unit, while Cowan Logistics will likely integrate with Schneider Logistics. Cowan also has a port drayage division consisting mainly of agents and owner-operators serving the Port of Baltimore and the Port of New York and New Jersey. That business will likely integrate with Schneider’s port drayage services division. Schneider said the deal is expected to close before the end of the year and immediately contribute to its quarterly profits. The Cowan name is familiar to many shippers on the East Coast. Located near Baltimore, the company was founded in 1924 by William T. Cowan, hauling less-than truckload (LTL) freight in the Mid-Atlantic region. His son, Joe Cowan, rebranded the company from W.T. Cowan to Cowan Systems in 1994. Since then, it has grown to be one of the largest freight transportation and logistics companies on the East Coast. Cowan’s dedicated division serves industrial and retail shippers in major Northeast distribution markets such as the Lehigh Valley in Pennsylvania and the I-95 corridor in New Jersey. Schneider was also family-owned, founded by the late Al and Don Schneider in 1935 before becoming a publicly traded company in 2017. Contact Ari Ashe at <a href="mailto:ari.ashe@spglobal.com">ari.ashe@spglobal.com</a></div>

Schneider National said Monday it will acquire Cowan Systems for $390 million in cash, cementing its foothold among shippers with distribution centers along the Interstate 95 corridor on the US East Coast. It’s Schneider’s third deal since 2022 to bolster its dedicated truckload business. Wisconsin-based Schneider will now own 8,400 tractors in dedicated trucking, representing 70% of the company’s total fleet. “This acquisition aligns with Schneider’s long-term vision to have customer-centric dedicated solutions as the cornerstone of its truckload segment,” CEO Mark Rourke said in a statement. “By complementing our organic dedicated growth success with transactions like this, we are broadening our presence to provide greater value to our customers.” The deal catapults Schneider closer to the largest dedicated carriers in the US, consisting of J.B. Hunt Transport Systems, Knight-Swift Transportation Holdings, Landstar System, Ryder Supply Chain, Penske Logistics and Werner Enterprises. Schneider has made other transactions to bolster its dedicated division, acquiring Midwest Logistics in 2022 and M&M Transport in 2023 . Lure of dedicated trucking Many trucking companies believe dedicated trucking is attractive because it can grow quickly when shippers struggle to book for-hire trucking, providing a safety net to guarantee a truck and a driver. Dedicated truckload contracts also tend to be at least three-year deals, getting carriers and shippers out of the arduous process of launching, responding and administering annual bids. There is also lower turnover in dedicated trucking because a driver tends to cover the same route week after week while serving the same shipper over and over, bringing familiarity at the dock. Schneider said Cowan will retain its name and operate as a wholly owned subsidiary. Cowan’s dedicated trucking business will likely be integrated into the Schneider Dedicated unit, while Cowan Logistics will likely integrate with Schneider Logistics. Cowan also has a port drayage division consisting mainly of agents and owner-operators serving the Port of Baltimore and the Port of New York and New Jersey. That business will likely integrate with Schneider’s port drayage services division. Schneider said the deal is expected to close before the end of the year and immediately contribute to its quarterly profits. The Cowan name is familiar to many shippers on the East Coast. Located near Baltimore, the company was founded in 1924 by William T. Cowan, hauling less-than truckload (LTL) freight in the Mid-Atlantic region. His son, Joe Cowan, rebranded the company from W.T. Cowan to Cowan Systems in 1994. Since then, it has grown to be one of the largest freight transportation and logistics companies on the East Coast. Cowan’s dedicated division serves industrial and retail shippers in major Northeast distribution markets such as the Lehigh Valley in Pennsylvania and the I-95 corridor in New Jersey. Schneider was also family-owned, founded by the late Al and Don Schneider in 1935 before becoming a publicly traded company in 2017. Contact Ari Ashe at ari.ashe@spglobal.com

Schneider bolsters US East Coast business by acquiring Cowan Systems

<div class="phx-topic abstract-wrapper">A decline in sales of high-and-heavy equipment for the bellwether roll-on/roll-off cargo providers will reduce demand for breakbulk carriers.</div>

A decline in sales of high-and-heavy equipment for the bellwether roll-on/roll-off cargo providers will reduce demand for breakbulk carriers.

<div class="phx-topic">Rough market conditions are grinding down the performance of heavy equipment manufacturers Deere and Caterpillar, with Deere announcing plans to pull back its production in North America for the first quarter of 2025. Considered bellwether roll-on/roll-off (ro/ro) cargo providers and breakbulk shippers, both of the high-and-heavy manufacturers posted lagging results in their latest quarterly earnings amid a convergence of challenging market conditions. Illinois-based Deere &amp; Company, which produces heavy machinery for farming and construction, reported a decline in sales for all its equipment types. “Lingering headwinds include depressed yields from unfavorable weather, reduced regional commodity prices, and persistently elevated input costs,” investor communications manager Josh Rohleder said during the company’s Nov. 21 earnings call. “The confluence of these issues, coupled with high interest rates, are expected to keep industry equipment demand at low levels throughout 2025.” Citing the softening demand for equipment, Deere investor relations director Josh Beal said the company will shut down earthmoving production lines at its North American factories for about half of total production days in the first quarter of 2025. The move comes after the company in the fourth quarter pulled back production and shipping at its factories worldwide. Year-over-year fiscal fourth-quarter net income for Deere fell 47% to $1.2 billion. For the full fiscal year, net income declined 30% to $7.1 billion. Deere is forecasting further declines for the coming year, projecting $5 billion to $5.5 billion in net income in 2025. <h3>Energy props up Caterpillar </h3>Equipment orders to support the energy sector helped offset lower demand for construction machinery for Texas-based Caterpillar, according to the company’s latest quarterly report. Caterpillar’s third-quarter order backlog increased 2% to $28.7 billion year over year, driven by what CEO Jim Umpleby described as a “quite robust” increase in the company’s energy and transportation sector, offsetting a decrease in the backlog for construction machinery. For the second consecutive quarter, Caterpillar adjusted its full-year outlook to be “slightly lower” than its 2023 sales and revenues of $67.1 billion. The adjustment came as Caterpillar reported a 4% decline in its overall Q3 sales, while revenues fell to $16.1 billion because of lower demand for construction and mining equipment, which accounts for over half of the company’s business. Energy and transportation equipment needs helped offset those declines, specifically because of orders for solar turbines for oil and gas reciprocating engines, as well as for power generation equipment for the burgeoning data center market. Caterpillar’s decline in construction equipment business comes three years after President Joe Biden’s 2021 Infrastructure Investment and Jobs Act (IIJA) took effect and helped fuel demand for construction equipment right as pandemic-stalled projects were resuming. Umpleby pointed out in the earnings call that about half of the IIJA funds remain uncommitted. “So, there’s a lot of infrastructure activity out there that our dealers are working with their customers to help support,” he said. Although the election of Donald Trump has introduced some uncertainty to federal infrastructure spending, Trump’s incoming administration is expected to lift Biden’s pause on permits for US liquefied natural gas (LNG) projects that rely on heavy equipment from companies such as Caterpillar. “If that permitting process starts again, I would think certainly medium, long-term that would be a positive for us,” Umpleby said. Contact Autumn Cafiero Giusti at <a href="mailto:autumn@autumngiusti.com">autumn@autumngiusti.com</a>. </div>

Rough market conditions are grinding down the performance of heavy equipment manufacturers Deere and Caterpillar, with Deere announcing plans to pull back its production in North America for the first quarter of 2025. Considered bellwether roll-on/roll-off (ro/ro) cargo providers and breakbulk shippers, both of the high-and-heavy manufacturers posted lagging results in their latest quarterly earnings amid a convergence of challenging market conditions. Illinois-based Deere & Company, which produces heavy machinery for farming and construction, reported a decline in sales for all its equipment types. “Lingering headwinds include depressed yields from unfavorable weather, reduced regional commodity prices, and persistently elevated input costs,” investor communications manager Josh Rohleder said during the company’s Nov. 21 earnings call. “The confluence of these issues, coupled with high interest rates, are expected to keep industry equipment demand at low levels throughout 2025.” Citing the softening demand for equipment, Deere investor relations director Josh Beal said the company will shut down earthmoving production lines at its North American factories for about half of total production days in the first quarter of 2025. The move comes after the company in the fourth quarter pulled back production and shipping at its factories worldwide. Year-over-year fiscal fourth-quarter net income for Deere fell 47% to $1.2 billion. For the full fiscal year, net income declined 30% to $7.1 billion. Deere is forecasting further declines for the coming year, projecting $5 billion to $5.5 billion in net income in 2025. Energy props up Caterpillar Equipment orders to support the energy sector helped offset lower demand for construction machinery for Texas-based Caterpillar, according to the company’s latest quarterly report. Caterpillar’s third-quarter order backlog increased 2% to $28.7 billion year over year, driven by what CEO Jim Umpleby described as a “quite robust” increase in the company’s energy and transportation sector, offsetting a decrease in the backlog for construction machinery. For the second consecutive quarter, Caterpillar adjusted its full-year outlook to be “slightly lower” than its 2023 sales and revenues of $67.1 billion. The adjustment came as Caterpillar reported a 4% decline in its overall Q3 sales, while revenues fell to $16.1 billion because of lower demand for construction and mining equipment, which accounts for over half of the company’s business. Energy and transportation equipment needs helped offset those declines, specifically because of orders for solar turbines for oil and gas reciprocating engines, as well as for power generation equipment for the burgeoning data center market. Caterpillar’s decline in construction equipment business comes three years after President Joe Biden’s 2021 Infrastructure Investment and Jobs Act (IIJA) took effect and helped fuel demand for construction equipment right as pandemic-stalled projects were resuming. Umpleby pointed out in the earnings call that about half of the IIJA funds remain uncommitted. “So, there’s a lot of infrastructure activity out there that our dealers are working with their customers to help support,” he said. Although the election of Donald Trump has introduced some uncertainty to federal infrastructure spending, Trump’s incoming administration is expected to lift Biden’s pause on permits for US liquefied natural gas (LNG) projects that rely on heavy equipment from companies such as Caterpillar. “If that permitting process starts again, I would think certainly medium, long-term that would be a positive for us,” Umpleby said. Contact Autumn Cafiero Giusti at autumn@autumngiusti.com .

Heavy equipment production slowdown to hit ro/ro trade as demand softens

<div class="phx-topic abstract-wrapper">The acquisition of a majority stake in Roadrunner by an investment group sets the stage for further growth at the carrier as the LTL sector readies for expansion in 2025. </div>

The acquisition of a majority stake in Roadrunner by an investment group sets the stage for further growth at the carrier as the LTL sector readies for expansion in 2025.

<div class="phx-topic">An investor group led by CEO Chris Jamroz is acquiring a majority stake in less-than-truckload (LTL) carrier Roadrunner. The deal, announced Friday, sets the stage for further organic growth and acquisitions by the direct point-to-point LTL trucking company at a time when the US LTL sector is preparing for expansion, building out networks <a href="https://www.joc.com/article/us-ltl-carriers-laying-groundwork-for-higher-pricing-in-2025-5822094">and raising rates</a>. The deal between Prospero Staff Capital, owned by Jamroz and partner Ted Kellner, a long-time investor in Roadrunner, leaves Elliott Investment Management with a minority stake in the Illinois-based company. Terms of the transaction were not disclosed. “After comprehensively unwinding the prior management’s roll-up strategy to get to a pure-play LTL network, Roadrunner now stands as a premium long-haul carrier,” Jamroz said in a statement. “Today marks the beginning of our growth phase, driven by new capital, strategic investments and acquisitions.” Activist investor Elliott acquired a majority stake in Roadrunner through a <a href="https://www.joc.com/article/roadrunner-gets-540-million-infusion-new-leadership-5195821">$540 million investment</a> in 2017. Jamroz joined the company in 2019; Prospero is part of his investment company, LyonIX Holdings. Roadrunner is the 20th-largest LTL provider in the US and Canada, with about $410 million in revenue in 2023, according to SJ Consulting Group data. Merger activity is picking up speed <a href="https://www.joc.com/article/smaller-us-ltl-carriers-increasingly-merging-in-sink-or-swim-market-5783875">among smaller LTL carriers</a>, which could provide several targets for Roadrunner in markets where it wants to grow. The US LTL sector as a whole is in the midst of a growth phase kicked off by the exit of Yellow, then the third-largest LTL provider, from the market in July 2023. That sharply reduced LTL capacity, which enabled carriers to raise pricing despite tepid freight demand. Yellow’s collapse also launched an ongoing land rush as LTL carriers battle for terminals. Yellow is <a href="https://www.joc.com/article/yellow-puts-remaining-112-ltl-terminals-on-the-block-5737425">preparing to sell</a> its remaining 112 terminals, including some of its largest sites, in a move that will release pent-up LTL capacity. Roadrunner played a small part in that land rush, rebuilding a terminal formerly leased by Yellow in Atlanta as a new regional hub. Roadrunner has put more focus on reducing transit times in hundreds of lanes to meet shipper demand for faster service. In October, the company accelerated shipments in more than 200 lanes and opened more than 40 new lanes. Contact William B. Cassidy at <a href="mailto:bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>.</div>

An investor group led by CEO Chris Jamroz is acquiring a majority stake in less-than-truckload (LTL) carrier Roadrunner. The deal, announced Friday, sets the stage for further organic growth and acquisitions by the direct point-to-point LTL trucking company at a time when the US LTL sector is preparing for expansion, building out networks and raising rates . The deal between Prospero Staff Capital, owned by Jamroz and partner Ted Kellner, a long-time investor in Roadrunner, leaves Elliott Investment Management with a minority stake in the Illinois-based company. Terms of the transaction were not disclosed. “After comprehensively unwinding the prior management’s roll-up strategy to get to a pure-play LTL network, Roadrunner now stands as a premium long-haul carrier,” Jamroz said in a statement. “Today marks the beginning of our growth phase, driven by new capital, strategic investments and acquisitions.” Activist investor Elliott acquired a majority stake in Roadrunner through a $540 million investment in 2017. Jamroz joined the company in 2019; Prospero is part of his investment company, LyonIX Holdings. Roadrunner is the 20th-largest LTL provider in the US and Canada, with about $410 million in revenue in 2023, according to SJ Consulting Group data. Merger activity is picking up speed among smaller LTL carriers , which could provide several targets for Roadrunner in markets where it wants to grow. The US LTL sector as a whole is in the midst of a growth phase kicked off by the exit of Yellow, then the third-largest LTL provider, from the market in July 2023. That sharply reduced LTL capacity, which enabled carriers to raise pricing despite tepid freight demand. Yellow’s collapse also launched an ongoing land rush as LTL carriers battle for terminals. Yellow is preparing to sell its remaining 112 terminals, including some of its largest sites, in a move that will release pent-up LTL capacity. Roadrunner played a small part in that land rush, rebuilding a terminal formerly leased by Yellow in Atlanta as a new regional hub. Roadrunner has put more focus on reducing transit times in hundreds of lanes to meet shipper demand for faster service. In October, the company accelerated shipments in more than 200 lanes and opened more than 40 new lanes. Contact William B. Cassidy at bill.cassidy@spglobal.com .

Investors plan to expand US LTL carrier Roadrunner after takeover

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The world of LTL is slow to embrace change. Business anachronisms permeate current supply chain processes. These vestiges of the way things used to work define the LTL freight transportation procurement process of many modern shippers.David Knuth, logistics specialist at IEWC, a global supplier of cable and wire based in Wisconsin, is happy to have modernized the RFP process, automating the entire LTL bidding procedure with Bid$ense, SMC³’s automated truckload and LTL freight transportation sourcing solution. But when prompted, he can still recall what once was.In his previous job, a large part of his duties were consumed by creating an intermodal bid package for carriers. In a spreadsheet, Knuth detailed the company’s volumes lane by lane, taking care to delete any errant keystrokes or misleading data. He would then email out the information to each carrier, taking time to respond to detailed technical questions about the spreadsheet data. Finally, he had to compile all the results, create an algorithm that would compare the carriers on each lane, and award the business.“It was a huge undertaking. It took about four months to do,” Knuth said of the old process. “It was almost a full-time job for that part of the year, every year.”In his new job at IEWC, he sat down with Bid$ense on day one and was amazed at the capabilities. Knuth had never before used a bid tool. SMC³’s latest versions of Bid$ense automate the process even further, taking truckload and LTL RFPs entirely online. The tool draws on RFP best-practices protocols to streamline the bidding communication process, enabling bidding carriers to respond accurately and promptly to shipper requests. The solution also does all the distribution work automatically, electronically submitting shipper bid data to carriers based on their actual service capabilities and performance records. Carriers are alerted with timely prompts for RFP deliverables, so shippers aren’t waiting by the phone for responses.Another benefit of automating the process is the data-cleansing assistance. When Knuth sent spreadsheets to carriers, data errors might cloud the bidding process; he might have to resend data or simply accept a price that did not truly reflect the costs of doing business. Data cleansing is incredibly beneficial, he said.The spreadsheet technique also made bidding analysis an onerous task. Since Bid$ense automates and streamlines the entire RFP process, intensive examination is now simple. SMC³ knows that each bid has more than one best outcome. With uniform responses from each carrier, shippers can quickly rank results and create an unlimited quantity of what-if scenarios to make the optimal procurement decision.Jesse Burnett of Central Garden &amp; Pet experiences many of the same benefits. Founded in 1980, Central Garden &amp; Pet has spent the last three decades growing from a small garden supply company to a provider of a range of products from dog chews and bird seed to soil supplements and natural insecticides. For much of its life, the company shipped these disparate goods via LTL and truckload carriers to retailers throughout the country, relying on each business unit to negotiate directly with their freight transportation providers. This arrangement worked fairly well for a small company, but as Central Garden &amp; Pet expanded, leadership decided to consolidate decision making.Burnett helped centralize the transportation decision making in 2015 with SMC³’s Bid$ense. Before Bid$ense, every business unit operated independently as far as negotiating with carriers.“There were a lot of different things just floating around,” he said. “We didn’t have master agreements in place; no national pricing at all. The pricing from carriers was just all over the place, depending on where you were.”The transformations he saw with Bid$ense were immediate. Burnett has been using the tool about every other year since its implementation at the company. Central Garden and Pet’s $19.6 million 2019 LTL bid saved the company just more than 9 percent when compared to its historical average. For Burnett, though, bid automation extends far beyond savings.“We knew that we weren’t getting the best pricing offer from our carriers just because nothing was centralized,” he continued. “We knew that if we combined everything from all these business units and paired it with one corporate offering, then it would drive some cost benefit with it.”When the company initially decided to centralize bid procurement, executives researched a number of different methodologies and technologies. In the end, though, Burnett found that Bid$ense was both widespread and well known, and that his carrier partners already knew how to use the application. Burnett also highlighted the data-cleansing process as a major benefit, saying the rigorous process ensures that carriers always return the best price.“It definitely has helped drive savings,” he said. “Any time you go out there and you drive that competitiveness with the carriers and they know they’re in a bid environment, it seems to sharpen their pencils.”Transportation procurement is an integral part of the modern supply chain. With Bid$ense, shippers can develop a strategic implementation plan that saves them time and money, but also helps them create strong relationships with their carrier partners. These carriers appreciate the solution’s data-cleansing process; when carriers receive a complete shipment history and future volume forecast, they don’t have to guess on pricing. Carriers that receive more data from shippers get a complete picture of that shipper’s freight, allowing them to accurately plan instead of simply preparing for the worst-case scenario. Clean data presented through an automated system can lead to both bigger shipment savings and a lasting partnership between carrier and customer.Whether customers are looking to streamline over-the-road transportation bidding by automating the RFP process or create an entirely new, centralized sourcing process, Bid$ense has the analytical horsepower to get the job done.SMC³ 2020 Customer Case Study

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Shippers save money, time with automated transportation bidding tools

SSA Marine Mexico has made significant strides in modernizing its infrastructure at the Port of Manzanillo, investing $15 million to enhance operational efficiency and sustainability at its facilities. This move is part of the company's broader strategy to remain at the forefront of the shipping and logistics industry. •	Strengthening Sustainability with Advanced Technology <figure class="joc_admin__inline-image-position-left joc_admin__inline-image-size-medium" data-figure-size="medium" data-figure-position="left"><img src="/content-assets/1730488295264_Cranes%20arrival%20to%20TEC%20I.png" alt="Cranes arrival to TEC I" class="joc_admin__inline-image-inherit"></figure> In July, SSA Marine Mexico added seven state-of-the-art E-RTG (Electric Rubber-Tired Gantry) cranes to its fleet, valued at $14 million. These advanced cranes were distributed across its two terminals: four cranes were assigned to the Multipurpose Terminal, and three to the Specialized Container Terminal I. What sets these cranes apart is their dual-operation capability, allowing them to function either on electric power or diesel fuel. This innovation plays a critical role in reducing the environmental impact of operations, contributing to a 7% increase in energy efficiency. This efficiency improvement is equivalent to eliminating nearly 4,000 tons of CO2 emissions annually, underscoring SSA Marine Mexico's commitment to sustainability. Through this acquisition, SSA Marine Mexico not only enhances its cargo-handling capabilities but also reinforces its leadership in integrating cutting-edge, eco-friendly technology in the maritime industry. The company continues to push the boundaries of efficiency and sustainability, ensuring long-term value for both its customers and the environment. •	Upgraded Facilities to Meet Growing Demand <figure class="joc_admin__inline-image-position-left joc_admin__inline-image-size-medium" data-figure-size="medium" data-figure-position="left"><img src="/content-assets/1730488350634_Multipurpose%20terminal.png" alt="Multipurpose Terminal" class="joc_admin__inline-image-inherit"></figure> In addition to the new cranes, SSA Marine Mexico has completed crucial modernization and repair work across its Multipurpose Terminal and Specialized Facility at the Port of Manzanillo. This $1 million investment targeted critical infrastructure enhancements, focusing on both structural integrity and operational functionality. Key improvements included leveling approximately 12,000 square meters in the dock area, along with the removal of outdated concrete curbs and asphalt layers. The upgraded space now features high-resistance pavers designed to optimize water drainage and prevent pooling, ensuring safer and more efficient operations. Moreover, the Specialized Facility saw significant upgrades, including the leveling of key warehouse areas to facilitate smoother cargo handling processes. These infrastructure improvements directly enhance the handling of TEUS (Twenty-foot Equivalent Unit containers), further demonstrating SSA Marine Mexico's unwavering commitment to continuous modernization, operational safety, and efficiency. With these initiatives, SSA Marine Mexico is well-positioned to meet the growing demands of the global shipping industry while setting new standards in sustainable port operations. LINK:<a href="https://www.ssamarine.mx/ssa-ing/index" rel="noreferrer" class="joc_admin__link"> https://www.ssamarine.mx/ssa-ing/index</a>

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SSA Marine Mexico Modernizes Facilities with $15 Million Investment 

If there’s one immutable truth in the world of logistics, it’s this: LTL is an inherently complex form of transportation. Tariffs, rates, DIM weights, transit times — it’s enough to confuse even seasoned logistics professionals. The solution to this knowledge gap has historically been on-the-job training or university supply chain education, but for a variety of reasons there is now a pressing need for third-party, remote LTL training that prepares logistics workers for transportation success. Global Scope Can Overlook Local Intricacies In the past, professionals looking to move into a supply chain career learned about the basics of supply chain from universities. However, many of these college supply chain programs are now global in scope, focusing on worldwide supply chain management instead of the intricacies of specialized domestic transportation. And even these programs, which used to be widespread, are becoming less common. LTL is not an industry of broad-brush strokes; supply chain professionals really need a pointillistic understanding of the logistics of LTL in order to excel in the industry. Accelerating Need for Dedicated LTL Education This lack of specified training put the onus on employers to prepare new hires with the LTL knowledge needed to do their jobs. Dedicated LTL study is a necessity, not a luxury. At the same time, changes in LTL and the broader supply chain world are accelerating. The reliance on e-commerce has ballooned since the start of the pandemic, and last-mile LTL shipments and related e-commerce strains on the supply chain won’t diminish once social distancing abates. That genie isn’t going back into the bottle. So supply chain employers need logistics workers that are fully versed in all aspects of the industry, ready to solve unique shipping and delivery problems based on their extensive supply chain knowledge But why care about LTL? It’s been reported that some shippers in today’s world are no longer concerned with what mode is used to ship their goods. A Multimodal Approach Ensures On-Time Delivery This mode agnosticism means supply chain stakeholders have to be well versed in all modes of transportation. As unforeseen weather events and other disruptions, such as protests, become more common, savvy logistics employees will need to be armed with familiarity of all modes, not just the most popular, to ensure that freight is delivered on time, without damage, and in the most financially expedient way possible. Offerings like SMC³’s LTL online education courses cover a wide range of topics from LTL basics and operations to more advanced concepts like pricing analytics and transportation law. The company also has plans to continually refresh content, adding new expert presenters and taking the feedback of students to make the courses even better as time goes on. Learn more about&nbsp;<a href="https://logisticstrainingcenter.com/smc3-courses/" rel="noreferrer" class="joc_admin__link">SMC³’s LTL Online Education program</a>&nbsp;and view the 2021 hybrid schedule, featuring live industry experts,&nbsp;<a href="https://www.smc3.com/onlinelearning2021/" rel="noreferrer" class="joc_admin__link">here.</a>

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