Category Archives: Supply Chains

Ship It Zero’s green shipping shaming

Ship It Zero is a collective of US environmental groups. It has designed a new scorecard, with separate metrics for shippers and ocean carriers, for decarbonization efforts.

Many shippers, such as Costco, scored very low. And shipping lines were also graded low. The exception was Scandinavian lines and shippers. Maersk was graded B; most would agree that Maersk has been trying very hard to make moves for decarbonization, and is probably the leading liner company in that regard. Ikea also got a good grade, still only a B+ at 89/100.

Naturally both shippers and carriers were outraged, and had all sorts of criticisms of the scorecard. Most of those mentioned in the second article were the usual protestations, which no longer carry much weight. It’s abundantly clear that most carriers and shippers are making only minimal changes in practice to decarbonize.

One of the silliest criticisms is to blame it on the IMO (International Maritime Organization), a UN consortium of countries making rules for shipping. With over 130 members, it’s a surprise they can agree on anything. To say we would do more if the rules were stricter is really nonsense. Companies could do something now.

Ship It Zero points out that few shippers are even quantifying Scope 3 emissions. These are downstream emissions created by the firm’s customers. You can read an extensive and defining discussion in the Supplement to the Greenhouse Gas (GHG) Protocol Corporate Accounting and Reporting Standard.

How could an ocean carrier account for the emissions created by its customers? According to the standard, it could look at how the containers or bulk cargoes were being handled and transported ashore once landed. Are the drayage firms using EVs? What is the power source of the trains? How about storage and pipeline operation, is there leakage, or is excessive carbon or greenhouse gas emission occurring from pumping mechanisms? The same would apply to delivery to the ship.

For instance, Scope 3 emissions would include the GHG emissions treated by the firms producing and selling the fuel for ships. Green fuel sources would get higher scores than conventionally produced bunker fuel. Similarly if LNG were used as fuel, Scope 3 methane emissions from the bunkering sites should be considered, as well as the Scope 1 emissions onboard from burning the fuel.

Retailers can evaluate the Scope 3 GHG emissions created by their suppliers. They can also estimate the Scope 3 carbon emissions from use of the products they sell. Ikea for instance has invested in reducing the weight and materials used in packaging products to lower the carbon impact. Other firms could do the analysis with their products.

So I’m with Ship It Zero when it comes to the score. We can easily debate whether the score is considering all the factors. But there is no question that both shippers and carriers can and should do more, and stop simply greenwashing emissions.

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Nick Savvides | Aug 07, 2023

Shippers and carriers unite against Ship It Zero’s green shipping shaming

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Nick Savvides | Aug 03, 2023

Container lines outshine shippers in environmental standings

Rail storage fee disputes – STB or FMC?

When containers go by rail to or from ports, we would expect that any detention or storage fees would fall under the Surface Transportation Board (STB) which governs rail traffic in the US. And these fees have become more common, as railroads in the US struggle with manpower shortages, longer trains, lower traffic, and efforts to operate in a leaner fashion. But who to send the bill to?

Many containers are owned by ocean shipping firms, and it would seem like they should be billed if their containers are not picked up in a timely fashion. But it’s the shippers who get the bill.

The Federal Maritime Commission (FMC) has come down with some fairly explicit rules about detention and demurrage charges. The rules specify who is billed, what information must be provided and when, and how disagreements over bills can be resolved, through a process. But when the charges are from rail detention, the FMC claims they have no jurisdiction.

Shippers think the ocean carriers should be billed, and bill disputes be handled at the FMC under the new rules. But ocean carriers think the STB should handle rail demurrage.

I don’t think this can be settled without some Congressional input. It’s one of the gray areas that come up often in logistics, where many partners collaborate to move cargo or cause delays. The parties are never going to agree. For ocean carriers the divided authority is just fine; since they are not getting the rail bills, they have no stake in disputes.

We just need to get a single point of oversight, to lay down rules, like those of the FMC, for demurrage and detention charges including the rail lines. It’s a big ‘just’.

John Gallagher·Friday, May 05, 2023

Ocean carriers: Keep rail storage fee disputes at STB – FreightWaves

Insiders say Flock Freight is a ‘toxic dumpster fire’

I don’t usually comment on shenanigans at specific firms. But here’s the case of a logistics unicorn, a startup with a valuation of over $1 billion, that so fits the pattern of many startups from my experience in Silicon Valley in the frantic 80’s and 90’s. Burning through cash like there’s no tomorrow. Beating down employees. Inadequate software for doing a large amount of business. A CEO who’s over the top, demanding performance and ridiculing or shunning those who don’t perform to his (most of them are men!) exalted standard based on false assumptions.

The idea behind Flock Logistics is a decent one. Try to pool smaller shipments that normally would need to travel as LTL cargo into a single trailer, and carry it as FTL cargo. How you load and unload it and how you schedule the trips is a complicated question, and software could play a big role. But the essential problem is one of the pooling concept. Can you put together enough small cargoes with similar destination from similar starting points and then meet the time schedules of all the shippers and receivers, with a single truck load? It’s a problem you face one load at a time, and you have to solve it to satisfy multiple customers for each truckload.

It’s not surprising that they have troubles with customer service. It’s not surprising that they can’t sell enough cargoes to fill a truck most of the time, so to meet commitments they have to ‘ship air’. It’s a hard problem to crack. And yelling at the sales folks won’t create business.

And it’s not surprising that the CEO would be a dingbat. Particularly in software, I met one of these a week in Silicon Valley. They think they are Steve Jobs, or Bill Gates (both with reputations like that), or more up to date, Elon Musk, and their idea is great and executable because they found some investors willing to throw millions if not billions at them. But very few have what it takes to make a great company out of a startup.

The employees are the ones who suffer. They have to have thick skins to submit to being beaten up for goals actually not feasible, and they are the ones who have to speak with disgruntled customers and try to preserve their personal reputation along with that of the firm. Especially these days after COVID, employees are much less likely to take that kind of abuse; working conditions are part of their package. They’d be gone even if they didn’t get laid off.

One startup CEO I can think of who seems to have succeeded is Ryan Petersen of Flexport. Despite the billions Flexport has been given, they seem to be able to keep meeting customers’ needs in logistics. And Ryan was smart enough to step away when the firm became so big and needed to be sustainable; I guess he didn’t see it as his mission to run that big a firm with such intense customer service needs.

The story below tells it all. Don’t bet on Flock Logistics being around long.

Clarissa Hawes·Friday, April 21, 2023

Insiders say Flock Freight is a ‘toxic dumpster fire’ with only months of cash left – FreightWaves