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2022 was another year of challenges and opportunity for everyone in supply chain. While freight levels started to normalize after record disruptions in 2020 and 2021, there were still a number of micro and macro-economic factors impacting the supply chain.
Here’s a quick snapshot of the milestones we achieved in 2022 as well as some of the major market forces that challenged the industry last year.
2022 Milestones at XTL
We are proud of what we accomplished in 2022; here is a few milestones that stuck out:
- 20 years of XTL Logistics.
- Opening of XTL Logistics office in Delta, BC, bringing the logistics operation to each of our major 4 service areas
- Opening of XTL Distribution in Calgary, AB which completed the establishment of all three of our distinct service offerings in each of our 4 service areas
- 15 years operating in British Columbia
- Recipient of Trucking HR Canada’s Top Fleet of Distinction Award for the second year in a row, as well as the award for Top Medium Fleet
- Fleet expansion with 32 new trucks and 30 new trailers.
Key Industry Trends and Challenges in 2022
Freight demand began to settle towards the end of 2022 compared to the remarkably high levels of 2020 and 2021. This was the result of a combination of new entrants in the truck market and a change in consumer buying habits related to the decline of stimulus programs, a return to spending on services over products, and inflation increasing the cost of consumer goods.
Recruiting and retention efforts were high across the industry as supply chain companies competed with other industries for labour as more workplaces opened back up. The ongoing driver shortage continued to be top of mind as driver unemployment remained low, but vacancies remained high. Similar vacancy trends were seen across various trucking and logistics positions as well, including shippers and receivers, dispatch, material handlers and mechanics.
Equipment & Part Shortages
Many organizations in the trucking industry reported continued equipment shortages in 2022 as a result of ongoing supply issues. This was challenging for some businesses that were prepared to grow but were unable to do so due to the high cost in the market and the backlog of parts. Factors affecting the high cost of parts and equipment could be attributed to price increases in raw materials such as steel, aluminum, zinc, copper, rubber, and wood, amounting to an average price increase of $40,000 for trailer when compared to 2021. Due to partnerships with our key suppliers, we’ve been able to mitigate shortages and secure equipment throughout 2022 and into 2023.
Outlook for 2023
Partnership will continue to be a key theme for 2023. It is expected that the demand for freight will continue to reflect changes in consumer buying habits, and that demand for equipment and labour will remain high. Ensuring you have the right supply chain partner will help you navigate the changing climate. Our nation-wide team of drivers, logistics professionals and distribution specialists will continue to rise to meet the challenges ahead. Contact XTL Today if you need help with your shipping needs in 2023.
Last month, XTL sat down with the Truckload Carrier Association in their latest article feature, Those Who Deliver. The article touches on several topics ranging from partnership and evolution, to training and development, and the many ways XTL practices corporate social responsibility.
As written by Cliff Abbot, “Partnership is a word that is used often at XTL Transport. It’s used to describe relationships with customers, vendors, and team members at every level, according to COO Craig Germain. ‘Our partnership approach is across our business,’ [Germain] stressed. ‘If you look at our key customers, it’s longstanding, decades-long partnerships. If you look at our key suppliers, who we buy our equipment from, or the carrier partners we work with in our logistics business, we build good partnerships. And the last, but just as important, piece of that partnership approach comes down to our people.'”
The article goes on to discuss the management philosophy behind the transition to hourly pay for highway drivers and the partnership with a highly qualified CDL school that trains new drivers.
“We do a lot of training, a lot of mentoring to develop the quality of driver we need,” [Germain] continued. “We’re always looking for experienced drivers — but at the same time, we know that the future success of XTL is about developing our own.”
Other core values highlighted in the article were diversity, sustainability and the importance of community; all of which come back down to XTL’s partnership approach.
To read the full article click the link here: Those Who Deliver with XTL Transport – TheTrucker.com
Special thanks to Cliff Abbott for writing the article.
Toronto, Ontario, October 26th – XTL Transport Inc has been recognized as a 2022 “Top Food Chain Provider” by Food Chain Digest, the official magazine of Food Shippers of America (FSA). FSA brings together a community of supply chain and logistics professionals from the food and beverage industry and their suppliers in order to facilitate education and networking opportunities and enable supply chain efficiency improvements.
The Top Food Chain Provider program highlights third-party logistics companies (3PLs), freight brokers, motor carriers, rail/intermodal and maritime companies (ocean carriers and port authorities) that excel in capabilities and service to food transportation, logistics, distribution and supply chain management, according to Brian Everett, group publisher and editorial director of Food Chain Digest.
“Food shippers rely upon their logistics partners and carriers to help manage a productive, efficient and seamless food chain,” said Everett. “A common theme for the companies on the 2022 list is that they have been providing significant value to food shippers at a time when demand in all modes has been surging while the people and assets needed to move and store goods and materials remain scarce. This program highlights leaders like XTL Transport Inc that are helping shippers navigate through their food chain challenges and accomplish their business goals.”
According to Everett, this is the first year that Food Chain Digest has deployed this recognition program to serve as a resource to food shippers as they secure partners and capabilities in managing their supply chain strategy and execution.
Here’s how the program works: First, nominations were made by food chain providers and reviewed by the staff of Food Chain Digest. Requirements of all candidates are that they are a 3PL, freight broker, motor carrier, rail/intermodal provider, or maritime company that generate at least U.S. $5 million in gross global sales. These nominations were evaluated based upon value provided to food shippers, achievements accomplished in the last 12-18 months, and solutions that have helped to solve a business problem of food shippers.
Next, nearly 6,000 participants in the food industry voted for nominated companies that had the strongest reputation and value in the food chain technology segment. As part of the process, companies earning an adequate volume of votes are validated, which helped to identify the companies named to the list.
To view a full list of companies named to the list, visit www.FoodShippers.org and click “Announcements.”
We have the honour of receiving the accolade for Top Medium Fleet at Trucking HR Canada’s 2022 Award Gala! In addition, XTL took home Top Fleet Employer of Distinction for the second year in a row.
The national Top Fleet Employers program recognizes the importance of having solid HR policies in the trucking and logistics industry. Top Fleet Employers is recognition for those who meet HR standards of excellence.
This year 81 fleets were recognized by the program. This event measures trucking industry businesses against a series of benchmarks relating to human resources.
We couldn’t have done it without the tremendous effort and dedication of our team!
It was March 18, 1985, and Serge Gagnon, now President and CEO was nervously pacing the driveway at the newly formed XTL Transport Inc.’s Racine Road terminal. The first XTL truck was due to complete its fledgling journey from Montreal. It was the culmination of months of planning and strategizing. Would reality live up to the dream?
Of course, the first XTL truck rolled up right on time, and the rest, as they say, is history.
XTL Transport was initially formed to provide truckload service between points in Ontario and Quebec. XTL set up shop on either end of its principal route. And (if you can believe it) the company geared up with just four employees in Montreal, four employees in Toronto, 25 vans, six owner operators, a black rotary phone, a card table and a few folding chairs.
Only a few months after starting up operations, XTL added warehousing capabilities to provide customers with break bulk services in both Toronto and Montreal. This break bulk service which brought large paper rolls down from the major paper mills in Quebec became one of the competitive advantages of XTL’s operation. For this purpose, XTL introduced tri-axle vans which allowed a larger payload to be transported across Ontario and Quebec. Loads on these vans were then broken down at the new Toronto distribution center and shipped to the U.S. in smaller quantities where weight restrictions were considerably more stringent. The system increased the volume of freight that was shipped by XTL into the U.S. and further enabled the company to compete with short-haul U.S. carriers.
In 1992, XTL distribution expanded again. The Montreal warehouse facility moved to Lachine and tripled in size from 15,000 square feet to 45,000 square feet. Not to be outdone, Toronto’s warehouse and office facilities moved to Rexdale Boulevard in Etobicoke, thereby acquiring warehouse space of 80,000 square feet. The new Lachine and Etobicoke distribution centres offered private rail accessibility allowing XTL to further enhance their value-add in the break bulk department through boxcar services.
In 2004, XTL built a new 100,000 square foot warehouse in Dorval, a major milestone for XTL’s Distribution presence in Quebec. The facility also sported rail siding to ensure the company continued to meet the growing needs of their customer base. At the same time, XTL doubled its warehouse space in Toronto, securing additional square footage at their home on Rexdale Boulevard and restored portions of the rail siding that had been filled in by previous tenants. This increased XTL’s receiving capacity from three boxcars to 14 per day and continues to be a sought-after service in the GTA.
With over a quarter million square feet of warehouse space in the Toronto and Montreal markets, XTL Distribution was well on its way to becoming a leader in Warehousing and Distribution.
Fast forward to today and XTL Distribution Inc has grown to nearly 1.5 million square feet across 7 facilities, and is proudly located in 4 of the major distribution centres in Canada; Toronto, Montreal, Vancouver, and most recently Calgary, AB opening July 2022. The opening of the Calgary DC is an exciting milestone because it means XTL now has all three of their distinct service offerings in each of their four main operating centers – asset-based transportation, logistics, and warehousing & distribution. One thing XTL continues to do to this day is invest in continuous improvements for the business. Not only is XTL still located at the Etobicoke head office on Rexdale Boulevard since 1992, two other facilities have been added to support the growth of long-term partners in the GTA area. Similarly, the Dorval warehouse that opened in 2004 became the first of XTL’s facilities to receive HACCP certification in 2021 to complement the evolving product mix. This diversification was fueled by the construction of a brand new, state-of-the-art facility in Montreal-East in order to maintain the rail siding after the local REM public transit project disrupted the rail accessibility in Dorval. The new facility, fully equipped with rail-siding and the latest in energy efficiency technologies, stands at 333,000 square feet and is XTL’s largest facility to date.
After initially reaching the west coast in 2019, the latest chapter in XTL Distribution’s story opens at 1980 104 Ave NE in Calgary, AB July 2022. Always with the partnership in mind, this move was driven by XTL’s desire to provide customers with the most competitive advantage for their supply chains. Calgary is quickly becoming a preferred transportation hub in Western Canada for a multitude of reasons. When comparing to Vancouver, over all supply chain costs are lower in Calgary. This is because Calgary is strategically located for transportation in all directions resulting in lower distribution costs to nearly all of the major cities within North America. This outweighs the higher landed transportation costs that would otherwise be incurred on shipments that originate from Asia. Cost savings are actualized further if supplies are sourced from within North American or European markets. When looking at factors such as leasing or purchasing land and real estate, costs are once again higher in Vancouver. Similarly, there is less available land for future commercial development in the Greater Vancouver Area which will continue to drive existing costs up in that market. With a strong, educated workforce and room for future growth, Calgary is the place to be, and we can help.
Contact us now to see how we can bring the Calgary advantage to you.
The concept of Corporate Social Responsibility (CSR) has received a lot of attention recently as more companies try to satisfy the public demand to make their safety, social and environmental impacts a centerpiece of their corporate policies. Briefly put, CSR is a business model that helps a company understand and be accountable for all its effects in the community in which it operates. The idea is for companies to acknowledge that impact and enact policies and procedures that help to mitigate it.
Corporate Social Responsibility is not a new concept at XTL. It has long been a focus of the way we do business. And one of the most critical aspects of our approach to CSR is safety. We have based this approach to safety on a single premise: safe driving practices lead to safer roads, which means safer communities. But for us, safety implies much more than simply training our drivers to drive safely, although we do that too. It is entrenched in our policies, in the technologies we embed in our systems, in the way we manage and inspect our equipment and even in the way we purchase our insurance. Here is a quick look at all the ways that XTL reaffirms its commitment to our corporate safety responsibility every day.
Safety First Policies
Our safety-first policies start with a rigorous onboarding procedure for our new employees, take for example our cross border drivers. After 2.5 days of orientation, new drivers receive a minimum of two weeks of on-the-job training with an experienced mentor. This is followed by 30-, 60- and 90-day reviews as well as annual reviews for all drivers regardless of experience.
When an adverse event happens, the director and trainers review it to determine the root cause and then resolve it with corrective actions and remedial training if necessary. They may also harness the information they gather about the event to use in training opportunities for the entire fleet. All events, including hard braking, collision mitigation, speeding and stability control, are captured on video and reviewed by this team. Telematic data trends are gathered and tracked in a scorecard.
However, our actions are not just reactive when it comes to safety. We have also kept a focus on preventative measures that encourage and reward safe behaviours. This year, we have introduced a recognitions program that celebrates our drivers for their safety achievements, including individual awards tied to the number of years a driver has remained accident-free.
When they are out on the road, our drivers understand that they can and should stop when it is not safe, regardless of their hours of service. This includes if they are feeling tired, drowsy or ill. We further instruct our drivers to stop in a safe rest area when storms become strong or dangerous.
Our industry typically pays by the mile, which means drivers receive the same pay no matter how long their trip takes, hence creating a mindset for the driver to rush and complete their trip as quickly as possible. However, at XTL, we incentivize safety. We pay our drivers based on the hours worked to ensure their focus is on safety rather than speed. They do not need to make up for lost time or income.
XTL has joined with a group of 20 plus other best in class carriers to form a Captive Insurance Group. This means that our safety scores directly affect the entire group and the group premiums we all pay. It makes us accountable not only to ourselves, but also to every other member of our insurance group. As far back as 2010, the Safety group within the captive created a campaign on the importance of professional behaviour and the impact it has on our safety. At XTL we continue to build on this with the mantra that no load is more important than your safety; in a heartbeat, things can change forever.
Safe Driving Technologies
XTL governs our trucks far more stringently than is required by governmental legal mandates, which helps keep everyone safe but also reduces our impact on the environment. To accomplish this, we have invested in critical tractor technology, including:
- Collision avoidance systems
- Blind spot radar detection
- ABS with stability and roll control
- Satellite and GPS systems
- Electronic logs
- Speed limiters fleet wide
- Automatic transmissions
To ensure we can implement these new technologies as soon as they are available, we have also reduced our tractor trade cycle. Our tractors are, on average, less than two years old and our trailers less than five years.
We continue to emphasize safety aspects in our social media and communications to our employees, including our recent support of distracted driving awareness month in April.
Our commitment to ensuring the safety of our people and the communities in which we operate is integrated into every aspect of life at XTL. It is the focus of our support of continuous training, acts of appreciation and recognition and, of course, in our commitment to purchasing the latest in safety technologies for our fleet. However, the most crucial aspect of our approach to safety remains professional behaviour.
We have stayed true to a simple mantra first voiced in that ground-breaking 2010 campaign: no load is more important than safety.
Earlier this year, we sat down with SmartWay to discuss the benefits of our partnership and how XTL is driving for a greener tomorrow. In honour of Earth Day this month, we wanted to share a teaser from that interview.
The Power of Partnership
XTL Transport has built its 35-plus-year success on long-term partnerships. Since being founded in 1985, the privately owned company has forged close connections with a growing roster of customers. XTL Transport works with them to create customized interplant, direct-to-customer, and end-to-end supply chain solutions. As a consequence of this emphasis on understanding and meeting the specialized requirements of each customer, the company has nurtured trusted partnerships with many Fortune 100 and 500 companies in the food, pharmaceutical, retail, pulp and paper, electronics and consumer-packaged goods industries.
XTL Transport’s partnerships extend to its suppliers of trucks and trailers. Throughout its evolution, the company has worked with trusted suppliers Eaton, Cummins and International to develop increasingly fuel-efficient engines and integrate fuel-efficiency best practices into its equipment. As a result, XTL Transport has developed a customized fleet of 456 power units and 1,273 dry and temperature-controlled trailers.
“All our activities and resulting success are built on deep relationships,” said Luc Francoeur, XTL Transport’s vice-president of sales and marketing. “We take the time and effort necessary to forge solid partnerships, because we have learned that they work best for our company over the long haul—and we’re in business for the long haul. We instill this spirit throughout the organization.”
A new enduring relationship
The spirit Luc speaks of is evident in XTL Transport’s decision to add rigour to its efforts to become more fuel efficient. In 2008, the company established ties with a new long-term partner that would help benchmark its performance and inspire new sustainability initiatives: SmartWay. Informed and inspired by the program, XTL Transport was able to gain better perspective on how its sustainability efforts were performing and then close performance gaps and focus on areas for improvement.
The biggest benefit of its partnership with SmartWay came when XTL Transport instituted its personalized driver management program. The initiative was introduced to support the drivers and give them open, direct lines of communication. It is anchored on a data-based emissions audit, diligently studied by drivers and key members of the company’s safety and maintenance team.
“The driver management program has been a win-win-win,” said Jason Wood, XTL Transport’s senior director of fleet maintenance. “It’s a win for our drivers, a win for our customers, and a win for us as an environmentally conscious business. Over the last decade, we’ve achieved a 20 percent increase in fuel economy.”
Driving for a greener tomorrow
The experience of these partnership successes is inspiring XTL Transport to carry out a further series of emissions-reducing reforms…
Stay tuned to see what we’ve got in store for the future upon release of the full interview.
We are honoured to be recognized by Trucking HR Canada for the Top Fleet Employer of Distinction award for the second year in a row.
“The Top Fleet Employers program is a national program recognizing the importance of having and implementing sound HR policies and practices in the trucking and logistics industry. All applicants were rated on topics including recruitment and retention practices, workplace culture, compensation, training and skills development, and innovative HR practices. Additionally, employers who have been recognized in the program for a minimum of 5 years are awarded Top Fleet Employer of Distinction status.” – Trucking HR Canada
We are proud of our team for this achievement, and would like to congratulate all the other winners helping to move our industry forward.
In March 2021 the Ever Given became lodged in the Suez Canal. That was just the beginning.
On March 23, 2021, heavy winds buffeted the 400 metre long Ever Given, wedging it sideways between the banks of the Suez Canal. The ship and the 18,000 containers it carried remained stuck for six days, shutting down one of the world’s key trading routes. Over 400 other ships piled up behind it as they were prevented from entering the blocked canal. The incident stalled USD$60 billion in trade and was a defining moment in the global supply chain crisis.
In the year since the Ever Given ran aground, very little has changed, and yet, in some ways, everything has changed. Here’s a look at the major maritime events of 2021 and what it can tell us for 2022.
The Suez backlog continued throughout the next month and quickly spread to other ports, leading to a Trans-Pacific container crunch as ships sat idle. Exacerbating the issue was the impact of North American port congestion on the global container imbalance which resulted in many containers going empty back to Asia. Officials at the Port of Los Angeles referred to the steady stream of incoming ships as their own “March Madness” and vowed to get the average 29 ships waiting at anchor down to zero. Spoiler alert: It didn’t happen. By mid-April, truck drivers represented by the Teamsters union went on strike at the Ports of Los Angeles and Long Beach. North of the border employees also went on strike at the Port of Montreal until they were forced back to work by legislators.
In May, container ships failed to keep up as demand continued to grow and the cost of containers surged. Speculation mounted on the production capacity of the three companies producing 80% of the world’s containers. A top maritime official launched an informal investigation into a possible container monopoly. At the Port of Los Angeles, officials continued to deal with a parking lot of ships, further delaying both existing shipments and returns to other ports.
By early June, desperate shippers were paying rates exceeding USD$135,000 per day to secure container ships, while Home Depot opted to contract its own ship in a bid to solve the problem. Chassis and labour shortages continued to hammer ocean carriers and train services while a massive crane collapse took out more containers in Taiwan. The port of Yantian, one of the world’s largest container ports, was shut down by Chinese officials as part of a zero-tolerance Covid policy when five crew members tested positive. It would remain stalled for weeks as upwards of 160,000 containers piled up on its docks. Major carriers cancelled sailings to Yantian, but that sparked a domino effect as other Chinese ports tried to absorb the extra volume and quickly became consumed by it as well.
As demand for ships continued to outstrip supply, ports continued to be plagued by disasters, both natural and manufactured. Wildfires in BC and the Western US fueled the container backlog as inland movement was disrupted by damaged rail infrastructure. Meanwhile, typhoons pummeled ports in China and other parts of Asia. Covid-19 counter-measures in Vietnam shut down both manufacturers and ports in that country, bruising the supply chain further. On the bright side, 106 days after it became wedged in the Suez Canal, the Ever Given was released and finally limped into the Port of Rotterdam.
Canadian Border services began a work slowdown “threatening a dramatic impact to Canada’s supply chain”. In China, Covid cases partially shut down the Port of Nighbo. Chinese coastal ports required a 14 to 21-day quarantine for imported cargoes after they departed from specific countries, further compounding existing shipping delays. Meanwhile, Los Angeles surpassed its own record with over 40 ships anchored and waiting in line to be unloaded. Canadian Tire Corp., in an effort to give itself some more supply chain flexibility, bought a 25% stake in one of British Columbia’s largest inland ports.
Chaos reigned in ports on both sides of the Pacific. The number of container ships anchored off Shanghai and Ningbo surged as 242 container ships waited for berths countrywide. As shipping charter rates topped USD$200,000 per day, Costco and Ikea followed Home Depot’s example and also chartered their own ships. A growing power crisis in Asia and Europe rendered Chinese factories powerless, further delaying manufacturing and exports ahead of North America’s busy holiday season. The TransPacific traffic snarl continued to worsen as the Port of Los Angeles backlog grew to 73 ships. The Port of Los Angeles and Long Beach rolled out pilot programs to test expanding nights and weekend hours.
Walmart joined the list of major companies chartering their own ships. An increase in shipping accidents throughout the year plagued the Pacific threatening traffic on that already clogged route. The latest resulted in more than 100 overboard containers on the Zim Kingston, followed by 10 containers – 2 of which contained hazardous materials – that caught fire aboard the same ship off Vancouver Island. The Port of Los Angeles announced it would begin operating 24/7 in a bid to reduce the number of ships waiting at anchor. It didn’t work, and the backlog continued to grow. A new threat to shipping emerged as the price of fuel rose to its highest point since 2014.
Cybercriminal activity targeted the vulnerable shipping industry over the past several months, selling off access to critical information and logistics. Massive flooding in British Columbia essentially cut off Vancouver from the rest of the country, issuing in a state of emergency as rail lines and highways closed. Labour shortages continued to wreak havoc at most ports, with Covid-19 illnesses and lockdowns causing most issues. The Port of Vancouver was then hit with another labour obstacle as truckers threatened to strike. Marine fuel was up 47% since the beginning of the year and an estimated 3 million containers waited on ships at ports around the world.
The container shortage worsened as empty containers piled up at global ports, most simply at the wrong place or at the wrong time. Customers with spoiled products or outdated seasonal imports simply abandoned their containers. The Port of Vancouver ship backlog hit 60 while the empty container situation worsened across the globe. Over 70,000 sat empty on Los Angeles terminals or dock depots, with more than half remaining there for nine days or more. Worse, delays on routes from China to the US west coast increased steadily, with only three in 10 container vessels arrived on time at their destination.
Los Angeles hit a new record with 105 container ships waiting to berth. Waiting times to discharge or pick up cargoes in Long Beach near Los Angeles reached 38 days to 45 days. Multiple ports in China once again faced restricted access or shutdowns due to zero-covid policy impacting goods ahead of the Chinese New Year.
The number of ships waiting off the coast of California dropped to 66, however, this reflected ships being rerouted to other US ports, as countrywide the total number of vessels waiting for berths was comparable with early January numbers at 147. These reroutes continued to add cost and transit time to shipments on board. Nearly a year after the Ever Given, the Suez Canal toll hike adds to shipping costs, but it looks like that might be just the beginning. New annual contracts will likely lock in much higher shipping rates to compensate for higher fuel costs, longer transit times and port layovers. Despite a multilateral probe looking at possible collusion with shipping lines, it is unlikely these rates will drop anytime soon.
The Ever Given did not cause the current shipping crisis, but it did herald a series of unfortunate events that fed the current crisis. And now the world faces a new threat with Russia’s invasion of the Ukraine. This devastating war that has already claimed thousands of lives and the destruction of Europe’s “breadbasket” also threatens to increase inflationary pressures. Prices for fuel, food and metals are expected to soar. The ongoing computer chip shortage will be further devasted as Ukraine cannot ship necessary neon gas exports. Ukrainian ports have been closed, affecting trans-European shipping and by association world trade.
It does look like global Covid restrictions are easing in some parts of the world which could help ease clogged ports. It will take time for the supply chain to recover from the events of 2021, and no one expects a quick fix, but there are hopeful signs. Inventories are slowly being rebuilt across the globe, and higher interest rates could help ease inflation and demand. The US has pledged $450 million in port grants to relieve congestion and improve efficiencies which would have a positive impact on the global supply chain as North American port congestion greatly impacts global container availability and equipment imbalances. As supply chain woes dominated the airwaves, it also led to an uptick in maritime tech deals, which could bring greater visibility to the industry, allowing for better planning and more streamlined operations.
With so much disruption and uncertainty these past couple years, one thing remains consistent: partnership and communication are more important than ever. Whether your freight moves by ocean or not, you will have undoubtedly experienced delays at the hand of these maritime events. Marine disruption and container imbalances directly impact rail, road, air and warehousing services. Staying on top of current issues can be challenging when individual incidents create such a ripple effect, and that is why we have taken the time to piece together the major maritime events that continue to impact the current global supply chain. We believe understanding how and why costs have been increasing helps us navigate the current crisis, find solutions and mitigate the impact. Even though 2022 will continue to be a difficult year for shippers and carriers alike, together, we can create supply chain solutions. Visit our website to learn more about our end-to-end, transport, logistics, intermodal and distribution services.
- Truck drivers strike at Ports of Los Angeles and Long Beach – Splash247
- North America responsible for the world’s container shortages – Splash247
- Port of Vancouver Reports Congestion Delays as Rail Service Resumes (maritime-executive.com)
- Northern California wildfires damage BNSF’s rail infrastructure – FreightWaves