Commentary

It’s time for PSR 2.0++, which provides the means for implementing and scaling PSR for mainstream adoption – not just within individual railroads, but across railroads and across the entire transportation ecosystem.

The coronavirus disease 2019 (COVID-19) puts supply chain in the global spotlight, though, it fails when purchasing, manufacturing and transportation don't come together.

Any rush to return to normalcy could lead to the doubling or tripling of inland transportation costs per container.

Many companies still lack adequate risk aversion planning, planning that should now include disruptions, including special tariffs against China and the coronavirus disease 2019 (COVID-19).

A revolution is coming in freight forwarding, driven by cargo owners who seek more predictable deliveries to secure revenue faster and reduce inventory.

US import tariffs on Chinese goods have dominated the headlines of late, and for good reason, but they may be distracting from other pressing matters for US-based firms engaged in international trade.

The Trump administration's recent labeling of China as a currency manipulator is unlikely to have the desired impact with respect to larger trade negotiations.

Deals like the $4.6 billion merger of forwarders DSV A/S and Panalpina can be incredibly beneficial, with better all-in-one solutions offered with a greater reach and at more competitive prices, but the complex and lengthy integrations that follow can also disrupt service levels.

Despite publicly indicating a preference for the Port of Trieste in Italy, China may have really been working on securing market entry into Europe via a connection to the Rhine-Alpine corridor in Rijeka, Croatia.

Maersk Line and CMA CGM have gotten a lot of press for their plans to offer services many see as “new,” while others say this is just the next iteration of something carriers have tried to do for decades.

The forecast for the second half of 2019 is cloudy as far as what the markets will do, putting carriers in the position of controlling their destiny through capacity management.

A broker would be inept to sign documentation listing it as a carrier just to gain a business deal.

Working with a third-party purchase order management solutions provider can give shippers the volume to secure the rates and capacity they need, as well as added flexibility and efficiency in their supply chains when combined with transportation, logistics, warehousing, consolidation, and customs services.

The Port Commission of Port Houston opposed a law signed by Texas Governor Greg Abbot that restricts the size of vessels transiting the Houston Ship Channel, but port authorities say they will move on to deal with other challenges, notably a project to widen and deepen the key waterway.

A combination of rising fuel costs and softening demand combine to create an environment of great unknowns and challenges for container carriers and their shipper customers.

Under the Uniform Commercial Code, a carrier has a lien on the freight charges owed by a shipper on a given shipment, but that lien doesn’t extend to any other money the shipper may or may not owe the carrier, including unpaid freight charges or other shipments.

A household goods mover will pay a portion of the purchase price of a damaged credenza, but not for repairs exceeding the cost of the item. The shipper wants to be made “whole.”

After one carrier used by a shipper was acquired by another, a tariff deal seems to have gone awry. What can this shipper do to prevent further balance-due demands?

The 448-page Mueller Report is a reminder that information technology is critically important to supply chain security.

Better connectivity through improved infrastructure and technology has not only opened large markets in Asia, it has has also changed the manner and mix of freight.

As global supply chains continue to expand and regulations become more complex, the key to surviving — and perhaps even thriving — is building a highly collaborative work team that is driven to cultivate resilience.

Like a perfect storm, disruptive technologies are emerging together at the perfect time.

It’s vital that everyone in the supply chain understand their role in reducing the risks.

In the wake of a damage claim, a carrier’s insurance adjuster states the claim should be revised for the damaged product at production cost instead of the full invoice amount.

Predictive analytics finds matches in past patterns to anticipate emergent event impacts on the downstream supply chain.