Riverside Logistics

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WHERE IS THE SUPPLY CHAIN WHEN YOU NEED IT?

According to most pundits on TV, and in the news journals, just about everywhere for that matter, all you hear is that there is a recession coming. OK, so there’s a recession coming, how bad it will be is anyone’s guess. The important question for people involved with the Supply Chain, is “what will it mean to my Logistics infrastructure?”

I’ll share some thoughts on the answer to that question.

Let’s set-the-table so to speak, and list conditions as they now stand in the current logistics environment.

First, warehouse space is very tight all over in general. If you consider just the Richmond, Virginia market, its occupancy rate approaches more than 98%. The percentages may vary by market but in general, space is extremely tight. Even new warehouse space that is coming on-line over the next 18 months is already spoken for. When talking to our clients they say their inventory levels are extremely high. For some of them that’s a good thing in that it allows them to respond to demand faster than their competitors. However, on the downside, it also ties up a lot of cash. Lead times for product are starting to shorten but are still longer than normal. All this adds up to higher levels of space utilization.

In addition to space constraints the costs inside the box have escalated. Labor costs soared due to the lack of available workers. Money talks, and warehousemen will migrate to the money. If your competition is paying 10 cents more an hour, you’re seriously at risk of losing workers. When you lose a worker, then you not only have to replace them with another one, but you also must train and then do your best to retain them as well.  That takes both time and money.

As a 3PL demand for our services have never been higher. Warehouse space and labor is in short supply, but we focus on solutions for our clients and short term it will be challenging but our tools, experience and network tell us that solutions as time goes by are available. A deep understanding of your clients, a clear mission and open communication can lead to success.  The more insight and lead time you give us,  the more a 3PL can help you. Our consulting services may provide unique solutions that only a 3PL can offer.

Second, transportation supply. Trucking capacity was extremely tight and increasingly more expensive during the first half of 2022. That started to change during the second half of the year. Instead of carriers having too much business to handle and never providing capacity when we called them, they are now calling us trying to find loads. The tide has turned. Trucks are in greater supply. That’s a good sign. Service levels are improving, rates are stabilizing and, in some cases, starting to come down.

The big three factors in trucking costs are equipment, labor, and fuel. The first two, labor and equipment, are still at historical highs. Fuel prices have moderated. Since fuel is a major factor in freight costs, that is a good thing. However, new trailers have gone from ~30k each to ~55K each and lead times to get them are still over a year long. Labor is requiring more in wages. You don’t give back what you’ve already given. Please remember that there is still a shortage of truck drivers in the USA. That means the carriers must attract drivers using higher wages, benefits and better working conditions to keep and manage their workforces. We see that continuing in 2023.

The forces affecting Logistics costs and supply chain performance are counterbalancing each other. Space is tighter than normal, but transport is more readily available. A recession is looming. Meaning what? High costs for storage and handling, stable costs for transportation, moderate service level improvements.

It’s important to remember two things about this. One, the environment is fluid and can change dramatically if something unexpected happens as in a  “Black Swan event”. Whatever I tell you today, is a best guess based on what I know …. today. Second, no matter what happens, if you plan and try to insulate yourself from supply chain and logistics shocks, you’ll be better off than if you don’t and do nothing.

What should you do to manage your logistics to plan for the next 12 months? Here are some suggestions:

  1. I would highly recommend that you find a 3PL that understands the markets for Transportation and Warehousing. Then take the time to develop a good working relationship with them (the 3PL). Use the 3PL’s market knowledge to your advantage. Remember that 3PL’s typically deal with a variety of clients, transport providers, and warehouses. This allows them to provide insight into where markets for transport and warehousing are directionally moving. They probably see these movements a lot sooner than you will and can provide early warning capabilities to you. 3PL’s, if they’re tied into their clients, can get a glimpse from a lot of different directions in different markets, as to what is influencing clients supply chains. The 3PL’s see how the clients handle these influencers, and basically can tell you what is working and what isn’t. This information is invaluable and if shared, can allow you to make better decisions regarding your own supply chain. Based on our experience sharing good intel about the supply chain with clients is beneficial to all parties.3PL
  2. Take advantage of the transportation marketplace by Bidding your business. If you do this utilizing a 3PL, it will afford you an opportunity to get the benefit of their market tools as well as their experience negotiating with carriers. This can provide another competitive advantage to your business as opposed to doing it yourself. If you bid your business and get client specific pricing that holds for a year, then you can make better long term pricing decisions.
  3. If you have storage needs, the market says space is at a premium. Make sure you fully understand your needs in terms of timeframe, space, handling, flow-thru etc. The better your information is the better or more realistic your cost of doing business will be. Don’t be afraid to lock in space for a longer term than usual. Unless you have a crystal ball that no one else has, it is in your best interest to lock in your costs for the long term so you can plan better. This will ensure your warehousing needs are met for a longer period of time. Moving from one space to another is expensive. Also, a 3PL can help here in a couple of ways. 3PL’s can expand with your space requirements. If they understand your type of business, they can help you navigate the supply chain as a partner and provide synergies that you can’t find and use on your own.

If I were to boil the answers down to a few, I would tell you to plan for and attack your logistics issues rather than let them attack you. Even in a dynamic environment such as now, planning will help you a lot in managing logistics. In addition, partner with a 3PL to help you provide resources and expertise to meet the demands of the logistics marketplace. If you do this, you’ll be happy that you did.

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If I were making decisions regarding my Company’s Logistics functions and my Supply Chain, what would I do now?

The current logistics environment and the status of the Supply Chain are very confusing right now….for everyone. One minute capacity to move shipments is scarce and expensive, the next moment its loose (available) and less expensive. Container rates are thru the roof, then they’re not. Warehousing space is unobtainable, a lot more expensive, and the options are fewer and far between.

Let’s first look at some of the key drivers affecting the Supply Chain and the Logistics community.

  1. Cost of Capital

When money gets more expensive and harder to get investment goes down. This means carriers begin to extend their equipment life cycles, cut back on new equipment investment, and generally hold off on growth plans. The net-net of this is that your access to capacity, warehousing and such becomes harder and more expensive.

  1. Labor Resources

Logistics as an industry is a touch and feel type of environment. Most of Logistics Labor  consists of drivers and warehouse workers and both must be physically on the job to perform their work. In addition, even pre-pandemic, both were in short supply. Now that demand for these roles has increased back to pre-pandemic levels, they are still a scarce resource. This translates in two ways. First it causes upward pressure on labor rates to keep workers from leaving. Second, it puts downward pressure on Logistics Providers ability to grow their operations to meet demand.

  1. Inventory Levels

Due to the pandemic, increases in demand and the length of the supply cycle inventory levels were increased dramatically. All the inventory had to go somewhere so it sucked up available warehouse space, containers, and trailers. Turns out the demand for goods tapered faster than anticipated and now inventories are too high and sitting too long. This means that space is at a premium, containers and trailers used to store product are not achieving good utilization rates and combined, these factors raise costs and lower service levels throughout the supply chain.

To encapsulate the main two sides of the equation, Supply is too few and Demand is too high. The Supply Chain functions most effectively when these two factors are closely balanced. Conversely. If they get out of balance,  life in the Supply Chain is “difficult”. Like the last 2 years.

What I would do if I were you…run and hide. No, seriously I’d wait it out. I’d use the information I have at hand to build a plan on what you want to achieve with your supply chain and how you think that can be accomplished. The market is in transition right now. Rates are moderating, truck capacity is loosening, international volumes are dropping as are international container rates. However, a potential railroad strike is looming which could at the very least result in rail delays, which in turn become truck and container delays.

Now let’s talk about relationships. As a 3PL we (Riverside Logistics) get to see and interact with a lot of different supply chains handling a lot of different products and running on different criteria for execution. This means we have a pretty good thumb on the pulse of the supply chain. The overall Supply Chain can swing one way or the other, dramatically, and quickly. You must be nimble and have options available to you to handle these machinations. One very capable way to prepare for Supply Chain shock is to partner with a 3PL and to build a relationship of trust with that 3PL. When you do that, you get the benefit of their expertise as well as insight into the logistics markets. This can be a powerful tool for you to use when competing in the marketplace. 3PL’s usually have access to a substantial portfolio of carriers and modes. They know how and when to use them to execute competitively. That’s their business. They also in many cases have knowledge and capability in the warehousing space. They can tell you what market occupancy rates are like in the markets they play in and can help you find and manage space that meets your needs in the markets they serve.

So, lets recap. Right now, there are a substantial number of headwinds and tailwinds impacting the Supply Chain. To sort them all out will take some time. It behooves a company to sit back and let the leaves fall out of the trees a little more so you can see what’s coming next. It is also a good idea to try and build a strong working relationship with a 3PL to let them assist you by applying their expertise in the logistics markets.

It’s a little scary in the supply chain right now. If you try and “Time The Market” you’ll probably fail. Just like with the stock market, timing is not a good idea. Taking a long view is a better strategy and one that should pay dividends in the long run. Hope this advice helps set you on a path that provides your company with a good competitive posture in todays supply chain.

 

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When should I consider using a different mode for my domestic freight?

First, let’s go over what the domestic modes of transportation are. In commercial transportation there are 6 modes of note: Truck, Rail, Water, Air, Pipeline, and Intermodal. In this article we will be discussing all of them except pipeline.

Domestic Water and Rail transport usually revolve around bulk commodity movements.

Water/Barge traffic moves commodities like sand, coal, paper, lumber, stone, chemicals, and ash. Rail does too. Rail moves a significant amount of coal and other mined products. Most railcar fleets consist of flatcars, hopper and tanker cars used for handling chemicals, wood, stone, coal and mined product, dimensional lumber, and timber. Very little rail traffic is in boxcars. In fact, the railroads are not really building or leasing any new boxcars for their fleets. They have determined that the money is to be made in bulk commodities, particularly coal. Domestic water traffic handles (mostly) bulk commodities as well. Both Rail and Barge traffic are usually used when the commodities being handled are low in value and in bulk form. Tradeoffs between water and rail depend a lot on access to each mode, and whether time in transit is a concern. In addition, seasonal factors can come into play.

Water

Domestic water traffic shuts down when their bodies of water freeze or flood. There is uncertainty in delivery times attached to the water mode at certain times of the year, primarily during winter and spring. These can be disruptive to travel schedules. So, if consistency of delivery throughout the year is a concern, then waterborne traffic will be problematic during certain times of the year. Water has some inherent advantages over other modes. It can handle significant weight with little change in operating cost. The added cost of another barge in the tow is minimal. Water can charge extremely low unit costs for transportation. Their costs per ton mile as a unit of measure are the lowest across the modes (except pipeline, which we won’t discuss here). If you have access to water transport and produce a bulk commodity, such as those listed above, then it is a viable form of transport and should receive consideration. If you would have to truck product to the on-load and off-load sites to use water transport, then those costs must be factored into the equation, as does the cost of managing multi-modal interchanges to get product from A to B.

Rail

Rail on the other hand, doesn’t have a seasonality issue like water. It does have an access issue, in that, without railroad spurs at your Distribution Center (DC) or your manufacturing site, you would have to move product to and from the rail siding by truck. That also holds true for the delivery sites as well. Once again, a potential added cost that needs to factor into the equation. Rail moves, steel wheels on steel track, is much more cost effective than trucking when you consider the length of haul. The rule-of-thumb is over 1000 miles rail is much more effective than truck. One rail car can usually haul as much product as 4 trucks. One train can usually carry the equivalent of 400 trucks. Rail is the cheaper alternative on land versus trucking. However, trucking can pickup anywhere and deliver anywhere. Rail cannot. Trucking can also move product faster than rail. For example, a typical coast to coast shipment will take between 7 to 10 days via rail. That same shipment will take only 4-5 days by truck, even faster (2-3 days) if team service is used. Truck has a decided advantage over Rail for time sensitive shipments and on movements of perishable goods. Since truck is faster, the integrity of the movement will be better as well. Less opportunity for shrinkage or damage than rail. Rail can’t compete with truck for short hauls of less than 500 miles. Truck can’t compete with Rail for bulk goods and long-haul freight that is not time or travel sensitive. There is an alternative in the middle. It’s called intermodal, and simply put, it takes advantage of the best of both modes.

Intermodal

A truck picks up the load, it then goes to a rail yard and the contents (usually a container) are then loaded onto a rail flatcar designed for this purpose and moved close (as close as possible) to the destination, where the contents are then put on a truck for final delivery. One key factor is how close the rail pickup and delivery sites are to the actual shipping locations. The closer the more competitive intermodal becomes to truck.  This mode is perfect if you want to move product faster than normal rail, since intermodal trains are typically setup to run thru the system faster, and if you want overall costs lower than pure truckload. Intermodal looks like trucking to the shipper and to the receiver but utilizes the advantages of rail for the largest segments of the movement. One caution with intermodal is that you can’t stop an intermodal shipment while it is on the rail. So, if you change your mind or need to re-reroute it, you usually can’t do that until it completes the rail segment of the journey. With truck you don’t have that issue, it can be re-routed or stopped at any time.

Air Freight

The last mode available is AIR freight. Air freight is the most expensive mode; however, it is also the fastest mode from point A to B when the distance is over 500 miles. If time is the enemy for your freight, then air freight makes sense. Usually, products that are most conducive to air freight are high value, time sensitive products that must be at the destination as quickly as possible. Think computer parts as an example. Air freight movements are not usually large either. Typically, one to three pallets.

Mode Mix

When considering your mode mix you are basically balancing time and place utility against cost. When comparing modes make sure you look at total cost, which includes cash cycles due to terms of payment. Truckers are more lenient than railroads for example. Also look at damage and loss factors, inventory requirements, reliability, and flexibility.

Parcel Ground vs LTL vs Truckload

I will now take a deeper dive and compare Parcel Ground vs LTL vs Truckload. There are some key considerations to make in these evaluations. Ground parcel has what’s known as hundred weight programs for shipping amounts over 150 lbs. These programs make a competitive run at pure Less than Truckload shipments in the 200 to 500 lbs. range. After that, LTL usually is cheaper and a better choice. At the same time, LTL has what’s known as volume rates for shipments over 6 pallets that allows them to try and compete with truckload when the shipment size goes above 10 pallets. In most cases, if you are shipping over 12-13 pallets you are better off cost-wise to use truckload service. There will always be exceptions to the above, so use these as general guidelines only. However, it is important that you explore your options and use those options that provide the best fit to your shipping needs.

How a Third-Party Logistics Company (3PL) can help.

One alternative to making your own selections is to let a 3PL, like Riverside Logistics, handle your shipping needs. They have the tools and experience necessary to make optimum routing and mode selections for any client. Their Transportation Management Software allows for efficient and effective routing applying cost and service parameters geared specifically towards your business model. If you would like more information regarding what Riverside can do for you, please call us at 888-999-0734 and a Logistics Management Consultant will be happy to assist you.

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What does it cost to hire a third-party logistics company to manage your transportation?

Often, a third-party logistics Company (3PL) can allow you to save money!

The cost to hire a Third-Party Logistics Company (3PL) is usually done on a pay as you go basis.

For example, if you use a 3PL to handle and manage your transportation needs, the typical way that they charge you is by marking up their transportation costs before they invoice you.

Here are some good reasons to hire a 3PL to manage your transportation:

  1. BUYING POWER: Riverside has numerous clients, using the same carrier base. This allows them to leverage this volume into lower rates than if you dealt directly with the carrier yourself. The amount of discount and reduction that Riverside receives, plus our markup percentage, is usually very competitive to the level of cost you yourself could find or negotiate. This means that we are usually more competitive, even with our markup than you would be on your own. Lower cost means cost savings.
  1. EXPERIENCE: Riverside has negotiating experience across many industries. We know carriers give more competitive pricing the better they understand the characteristics of the freight (i.e. commodity, dimension, weight, origin, destination and product value). Our goal is to find the best cost/service ratio for our customers using our visibility of a larger network portion of the supply chain.
  1. MANAGEMENT: Riverside has experience and expertise that allows us to be your Transportation Department. This means you don’t have to pay for a staff to manage and execute your transportation needs. We do it. This represents a substantial advantage to you. We handle all your freight audit and pay activity, making sure that the invoices are fully documented and are correct before we pay them. 
  1. SYSTEMS: Riverside uses technology to capture the relevant transportation data to efficiently run your business. This is important in today’s supply chain. It means we can track your shipments, transaction cost, and shipping and receiving metrics. All this can be done in real time. A 3PL utilizes these systems to properly manage and execute a logistics strategy that keeps you competitive.

In summary, a transportation 3PL brings a disciplined approach to purchasing and executing your transportation strategy. The ultimate goal is delivering service to your customers at a competitive price while saving you money.

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Riverside Logistics Celebrates 25th Anniversary!

 

Riverside Logistics 25th Anniversary

Riverside Logistics - 25th Anniversary

Riverside Logistics is proud to celebrate its 25th anniversary!  A lot has changed since 1996. Gas prices were $1.23 gallon in 1996 and the median home price in 2000 in Virginia was $125,400.

What started out as a dedicated service trucking company for one customer developed into meeting the need for warehouse services.  As that customer grew, others soon followed. Riverside Logistics quickly realized that offering Transportation and Warehouse solutions together added value to their growing client base. As time passed, a fleet of trailers and additional warehouse locations were required to continue meeting customer demand.

Today Riverside Logistics currently manages over 1,000,000 sq. ft. of warehouse space and recently purchased a 183,000 sq. ft. warehouse on South Laburnum Avenue near Richmond International Airport. They work very closely with the growing world class Ports of Virginia and have warehouse space near the Richmond Marine Terminal.  And recently, Riverside Logistics  expanded their list of services by offering the management of warehouse operations for individual clients in their facilities.

Warehouse services combined with an extensive Transportation Delivery Network provides clients with comprehensive solutions that are critical during supply chain challenges.  Our fleet of trailers reduces cost and increases productivity. We look forward to the next 25 years as we continue to expand. We are grateful for all the clients who have allowed us to provide logistics solutions and are excited about the future. This is an exciting time for Virginia and Riverside Logistics!

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