White Papers

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A growing dichotomy between the expectations of shippers and carriers on the outlook for ocean freight rates this year may set the stage for difficult contract negotiations for the 2017-2018 shipping season. Shippers think they can nail down contracts with little or no rate increases over last year, according to a new survey by The Journal of Commerce, while container lines are more bullish about getting much higher rates this year than they have been in years.

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The drive to capture the business benefits of low cost country sourcing has far out-paced the processes and systems needed to efficiently manage the global supply chain.

Most importers do not have a formal solution to manage international transportation yet technology holds the key to containing escalating international transportation costs.

Through automation, Global Logistics Managers can implement key improvement strategies to help to better manage and reduce international freight spend.

Download this White Paper to discover how your company can benefit from contract automation to meet, and even exceed your aggressive budget commitments.

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Electronic invoicing has been mandated for public procurement by 2018 in the European Union. However, many companies have been slow to adapt due to the complexities of EU member states having different legal, financial and administrative rules. Read this white paper to see how you can mitigate the risks and reap the benefits of e-invoicing sooner than required. 

 

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The process for managing air and ocean shipments is broken. It relies on an army of clerks to manually enter and share data, via emails and spreadsheets, among suppliers, forwarders, carriers and customs agents.

Technology exists to automate global freight management processes,but adoption has been slow. The costof this inaction is high–easily millions, even tens of millions, of dollars in bottom line impact for large shippers with sizable global freight spends.

This paper examines 5 of the worst practices that add time, labor and enormous expense for high-volume global shippers, particularly those that rely on air freight. And it explores how new cloud-based solutions can allow you to make smarter, faster, and more economical freight decisions.  

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In early 2016, analysts predicted positive trends and a big trade uptick. Instead, global trade volumes fluctuated and consumer spending diminished, worldwide protectionism and de-globalization became evident and supply chain risks were enhanced, which left importers and exporters scrambling to stay on course.

As we move into 2017, global trade management executives need to brace against supply chain disrupters. The key is investing in technology and making process changes in advance. This white paper talks about the downfalls of 2016 and reports the main features that need to be addressed in the upcoming year:

  • Manage supply chain disruptions with supply chain visibility

  • Quickly respond to the ebb and flow of consumer demands

  • Enable cross-border e-commerce in response to booming retail growth

  • Manage secure trading partner collaboration… and more!

     

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The importance of value chains is obvious to everyone who's been in the supply chain industry for at least a few years.  But maybe it's time to revisit the model.  Does a "chain" accurately represent modern commerce?  

In the past, businesses only needed to interact with those "before" and "after" themselves in the supply chain.  But not anymore.  Demanding consumers, instantaneous fulfillment, global markets - all these factors require better visibility into the entire supply process.  The "chain," in other words, is broken.

 This paper talks about a new paradigm for the supply process: a "network" model for business. 

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 Always Moving Forward

In October of 1971, a small team of shipping visionaries had an idea: build a comprehensive intermodal network of trucking terminals, warehousing and container depot facilities to better serve America’s Heartland, global gateways and vital transportation corridors. It was this idea that gave birth to ContainerPort Group, Inc. (CPG), headquartered in Cleveland, Ohio, a pioneer in domestic and international container drayage throughout the Midwest, Ohio Valley and East Coast. This month, the CPG Intermodal Network, comprised of a team of over 300 industry experts and a fleet of over 650 independent contract drivers with terminals in 19 locations throughout the United States, celebrates 45 years of innovation and market experience...Read more

 

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The outlook for the domestic US shipping environment is at best opaque, if not downright muddy, as 2016 draws to a close. Shipper expectations are measured and tamped down at the lowest point yet in the seven-year US economic recovery from the Great Recession.

In late September, the first joint Shipper Survey by The Journal of Commerce/IHS Maritime & Trade, NASSTRAC and Truckstop.com took the pulse of a domestic transportation market at an ebb point, asking shippers and freight brokers about their expectations for the next six months and year ahead.

Nearly 120 businesses, including manufacturers, retailers, wholesalers that ship freight and brokers that arrange transportation, responded to a range of questions relating to trends in freight volumes, pricing and services. Their answers reveal that businesses moving freight within the US expect change in 2017, perhaps most importantly by suggesting that pricing in most transportation modes will flatten, rather than fall further, and even increase tentatively for some modes as the US economy slowly emerges from its latest soft patch and as freight volumes rise.

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As the economy continues to emerge from the recession, shippers and transportation service providers are adjusting to a ‘new normal’ business environment. Both shippers and manufacturers have strengthened and lengthened their supply chains, introducing complexities that require a broader range of logistics services and additional support from skilled transportation partners. Responding in kind, logistics service providers and trucking companies have added required services, electronically integrated with their customers’ supply chains, continuously reinventing themselves to turn a profit and grow the business. Over time, many of these relationships have evolved and even converged, enabling diversified transportation service providers to play a more strategic role in their customers’ supply chains. 

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Profitable demand fulfillment remains a challenge for retail and manufacturing supply chains. Success - or even survival - depends on the ability to serve customers profitably in ways they expect to be served. This means doing everything from massive shipments to micro-fulfillment, from high velocity to slow movers. It includes strategies to ship from anywhere, fulfillment innovations, tailoring for channel and potentially per customer, automated sourcing, dynamic inventory management, creative postponement strategies at each stage, last mile optimization, and more…while doing it all profitably.

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Reducing Global Logistics Costs with Benchmarking and Shipping Container Pricing Transparency

The multi-modal container company, as we know it today,  just turned 60 years old on April 26, 2016, when shipping innovator and entrepreneur Malcom McClean shipped 58,  35-foot trailer vans, later called containers, from the Port Newark-Elizabeth Marine Terminal, New Jersey, to the Port of Houston, Texas. Today, well over 90% of all non-bulk cargo (see sidebar) is shipped in containers worldwide with the shipment volume being measured in the hundreds of millions of containers. This leads to the realization that container prices are a logistics cost that companies should be managing closely for potential opportunity. Even for large shippers, who already negotiate directly with container companies, rather than through brokers or forwards, the question is how do they know where they stand on the contract rates they are paying? Therein lies the challenge.

 

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The Jones Act is a federal legislation intended to provide for the promotion and maintenance of the American merchant marine. Also referred to as the Merchant Marine Act of 1920, the federal statute regulates maritime commerce in U.S. waters between ports. This white paper details how Dunavant navigated the Jones Ace to find efficient solutions for globally invested clientele in Alaska, Hawaii, and Puerto Rico.  

 Dunavant has been a major shipper in international markets for over 40 years, with experience in more than 50 countries across all six major continents. Dunavant has developed and monitored detailed landing costs to and from hundreds of origin points globally, and Dunavant currently manages more than 100,000 loads annually. Dunavant’s global customers service teams provide personalized care and solutions focused on a client’s industry and individual requirements.

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What are Smart Containers?

Smart Containers are traditional multimodal containers with added electronics. The added electronics send near real-time data about location, door opening and closing, vibrations, temperature and more to a cloud-based big data platform. You can then access this data through smart phones, web browsers or via your corporate TMS (Transportation Management System) or ERP (Enterprise Resource Planning).

To make things clear we like to use the term “dumb container” for the traditional ones and Smart Container for the new generation.

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Inland ports are specialized locations developed to serve intermodal transportation networks. Ordinarily located along Class I railroad lines and major road networks, inland ports offer intermodal transfer facilities and international trade processing and other services. They may be linked to specific seaports. Distribution centres and other warehousing are generally co-located with inland ports, even on site.

In Canada, each inland port must address its own unique characteristics, depending on the peculiarities of its geographical locations, the transportation patterns and infrastructures in its region, the nature of the cargos it handles, and the economic strengths and weaknesses of its surrounding communities. Because each is unique, there is no ‘one-size-fits-all’ series of prescriptions to follow. The only certainty is that inland port managers have to tailor their offerings to the changing needs of the shippers, logistics providers and other businesses that make up their ever-expanding community of stakeholders.

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Did you know 48% of companies now do business in more than 50 countries, and 32% do business in more than 100 countries? While the international supply chain is booming, growing complexities, such as distance, culture, and time-zones, make it difficult to manage your international operations.

Amber Road’s eBook, Three Must-Have Capabilities to Achieve Global Supply Chain Visibility, explains how you can combat these complexities and identifies three key capabilities for attaining global supply chain visibility:

  •          Quick access to global supply chain information
  •          Proactive supply chain alerts
  •          Efficient collaboration with global trading partners

 

Learn how to enhance visibility and improve global supply chain performance - download your complimentary copy today

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As we drove into the Port of Prince Rupert on a rainy dawn in July 1967, our rattletrap 1959 Opel station wagon got a flat tire. My college roommate and I were on our way to work in Alaska that summer. Our jalopy was too dilapidated to make it up the unpaved Alaska-Canada Highway. We were heading into the port to catch the car ferry that would take us north to Haines Junction in Yukon.

A small fishing port, Prince Rupert looked healthy enough. Fishing trawlers dotted the harbor, and workers on the day’s first shift were entering the fish cannery, where the trawlers could unload their catch. There was no sign of the decline that would threaten the lifeblood of this small port in the 1990s, when the collapse of fishing stocks decimated the fleet.

The cannery lingered on until last year, when Chinese competition finally forced its closure. The town’s large paper and pulp mill closed long ago. The Fairview Terminal, a multipurpose breakbulk facility, had lost most of its pulp, steel and agricultural products and, most significantly, lumber business. “We at the port authority had a plan for what positions we were going to let go and at what point in time we were going to shut the lights off,” said Don Krusel, president and CEO of the Prince Rupert Port Authority. 

Fast forward 16 years and Prince Rupert has again become a critical port, thanks to the Fairview Container Terminal, whose 2007 opening ignited the port’s rebirth. Despite the town having a population of only 14,000 and limited local import market, the terminal, now operated by DP World, has turned Prince Rupert into one of North America’s fastest-growing container ports, and there’s no sign of it slowing down. The terminal’s fi rst phase of development is nearing capacity, so a second berth is being built under Phase Two, which will almost double capacity when completed next year. 

Prince Rupert’s success provides a fascinating study of how the companies that made it work identifi ed a market and found a way to meet each of their needs, while providing an essential link to importers and exporters in the U.S. Midwest and Canada. 

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Amazon has significantly changed consumer expectations - from shopping to shipping. They have done it through investments totaling billions of dollars. As result, traditional retailers and e-commerce companies struggle to compete. But with the right insight, they can.

Readers of the Chasing Amazon: Building a Dynamic Warehouse Network white paper will learn:

  1. How Amazon has changed the games and what companies need to match their fulfillment coverage.
  2. Where on-demand warehousing changes the equations that drive warehouse network planning and create new flexibility.
  3. Why dynamic warehouse networking provides significant cost advantages, allowing companies to match Amazon's scale.

Download the complimentary Chasing Amazon: Building a Dynamic Warehouse Network white paper today!

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Global organizations are facing a host of new perils that increase the likelihood of risk and disruption at every turn. Supply chain success or failure depends on your ability to proactively manage risk and mitigate disruptions.

Amber Road’s eBook, Supply Chain Disruptions and Risk Still Looming: How to Create a More Resilient Supply Chain, explains how you can more effectively manage risks. Key topics include:

  • Top supply chain risks
  • An analysis of organizations' current risk management practices
  • Strategies for proactively mitigating supply chain risks

Download this eBook to learn how you can improve your company's level of resiliency to better respond to supply chain disruptions!

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Presented By
  • JOC.com | The leader in container shipping news

Worry, frustration and confusion about the impending SOLAS container weight rule is mounting among shippers and those that help them move their containers globally. The stakes are high: Container lines will reject any boxes unaccompanied by verified gross mass declarations.

 Fortunately, JOC.com is helping shippers and transport providers get ready for the July 1 rule with a new white paper. The white paper — “Implications of the New IMO Weight Verification Rule” — will get you up to speed on the issue with easy-to-understand explanations on the challenges facing shippers, marine terminals, container lines, forwarders and NVOs, and maritime administrations.

To download, please Click Here

 

 NOTE: This is an exclusive subscriber only benefit. You must be a paid subscriber to download the whitepaper. 

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With all the consolidations currently taking place among carriers, there’s tremendous potential for disruptions in service everywhere. Learn the facts of why ocean carriers are consolidating and what it means for shippers like you by downloading -  SeaIntelligence Liner Shipping Consolidation White Paper.

Click Here to download.