Delayed Orders Are on the Rise

“Your order has been delayed.” These are 5 words that e-commerce consumers hate to hear or see!

Anyone that has ever experienced a delay in receiving something they ordered knows how frustrating this can be. Unfortunately, in todays challenged Supply Chain environment, delays have become all too common.

There are a large variety of things contributing to a spike in the time it is taking for consumers to receive their orders these days. These include challenges with obtaining raw materials, Covid driven shut downs, worker shortages, Port congestion, cost reduction efforts, along with Carrier capacity issues to name just a few.

Given the wide range of supply chain challenges, shippers are left wondering what they can do to minimize the pain, suffering and anxiety that their customers are feeling due to the uncertainty that exists in the world.  After all you can only control what is controllable.

So what are the controllable factors that a shipper should consider to help drive customer loyalty?

  1. Honesty- It is extremely important to always be honest and upfront with customers. For example; If you don’t have the item in stock and can’t provide delivery to the customer within a reasonable amount of time, don’t take the order. Or at the very least, let the customer know when they can expect delivery prior to check-out, and allow them to decide if they can wait.

There is nothing worse than allowing a customer to use their valuable time to enter an order, only to receive later notification that the order could not be fulfilled.  This can contribute to customers losing trust in your company/brand.

It is important that shippers are honest with customers throughout the purchase and post purchase process. After all, Honesty builds Trust, Trust builds Loyalty, and Loyalty leads to more Sales!

  1. Communication- Once you have the order, it is now up to your Fulfillment operation and Carriers to get the order moving and delivered within the expected time frame. Unfortunately, these two things are not completely controllable. So, the bottom line is that you need to have a solid communication process in place, to inform your customer of these unanticipated delays.

As mentioned above, customers hate hearing that their order has been delayed. However, they hate not hearing anything even more! There is nothing worse than having a customer reach out to you proactively with a “Where is my order” called a (WISMO call). Having an order delayed without explanation or notification to the customer, it is like rubbing salt in a wound.

Shippers should consider implementing an internal process that notifies customers when there are delays prior to shipping. If/ when this occurs, the customer should be quickly notified. A simple email that informs the customer of the unanticipated delay will take a lot of pain out of the process. The message should be honest, apologetic, but upbeat. For example, the message could read:

“Sorry, but we were caught off guard with the popularity of our products. This has caused a delay in our ability to ship your order today. We know that you are excited about receiving your order, so our operations team is making every effort to get this shipped ASAP. We apologize for this delay, and are committed to insuring there are no further delays. Once again we apologize for any inconvenience and disappointment that this is causing for you. “

Or

“We tried our best to get your order out today, however we were not able to do so. We have prioritized your order and have confirmed that it will go out tomorrow. We know that you are anxious to receive our product, so we apologize for the frustration this may cause. Please be assured that we value your business and are equally disappointed that we could not get it shipped today.”

Similarly, Shippers need to have a process in place to inform customers when there are carrier driven delays. It is important for shippers to differentiate between Fulfillment vs Carrier delays. It has become somewhat of a common practice for shippers to point all delays towards their Carriers. Shippers often provide a tracking number to a customer even before the order has left their Distribution Center. So, customers often assume that all delays are due to carrier issues.

This is a great way to deflect away from your company. However, this could be equally damaging to the customer’s perception of your company/ brand. Customers are a lot more savvy these days. So, when they track a package in a carrier’s system and only see a “Label Created” event, it is likely that they will know that the shipper has not handed the package over to the carrier. So, failing to be honest regarding the nature of the delay, could be just as damaging as the delay itself. Furthermore, if the blame for delays is always passed onto the carrier, customers will be left thinking “Why do they use this carrier if there are constant delays?”

Implementing notifications for carrier delays should be an easy lift for most shippers if they are using the larger Integrated Carriers like FedEx and UPS. Both of these companies have off the shelf proactive notification products that are fairly easy to implement. Additionally, for shippers using a variety of carriers, regional carriers, or the USPS, there are a host of Post Purchase technology companies that can provide visibility and pro-active notification services. So, either way, it should be fairly simple to engage a process to inform customers when there are carrier delays. The cost to implement these processes often pays for itself due to the reduction of cost associated with the reduction in WISMO calls that this will drive.

When properly implemented, your customer will automatically receive notification of delays directly from your carriers. However, as an added step you may want to consider sending a direct communication from your company to acknowledge the issue and assure the customer that you are working on it. An email might read as follows;

“We notice that your order has been delayed due to an issue with our Carrier. Please be assured that we are working with them to help minimize this delay. We value your business and are committed to providing timely delivery for all of your orders. We apologize for the inconvenience that this may cause for you.”

  1. Choice – let’s face it. There are a lot of choices to make in the Supply Chain and Logistics world to help control the controllable. Shippers need to choose the right Fulfillment options, Carriers, and Technology to insure that they minimize issues. Shippers need to make the right decisions to help drive a best in class customer experience.

Questions that need to be answered include;

-Should we insource or outsource our Fulfillment operations?

-If outsourcing, who should we use?

-Where should our Distribution Center(s) be located?

-What carriers can contribute to the best customer experience?

-What technology should we use to help drive a best in class customer experience?

-How will we measure the effectiveness of the choices that we have made?

Surveys have shown that a negative customer experience is the reason 86% of consumers quit doing business with a company, and that good customer experiences lead 42% of consumers to purchase again. So it is imperative that shippers make the right decisions to minimize problems, and to have the right processes in place when problems do occur.

We know that making the right decisions can be a daunting task for shippers given the complex web of companies that exist in the Supply Chain & Logistics space. Thankfully there are companies that have a great deal of experience and insight that can help shippers make the right choices.

Please reach out to ICC Logistics to find out how we can help drive a successful Customer growth and acquisition strategy, and contribute to your company’s success.

 

USPS Announces New Prices for 2023

A recent announcement from the US Postal Service claims that it offers some of the lowest shipping rates in the mailing industry and is a great value to reach the more than 163 million delivery points they service across America.  To highlight this announcement, the USPS is reporting the following:

  • No price increase for Parcel Select Ground which, coupled with our recently improved service standard to 2-5 days from 2-8 days, offers a reliable and economical option for shippers
  • No price increase for USPS Connect Local, which gives businesses of all sizes the ability to reach local customers at affordable rates
  • Reduced pricing for some Retail Priority Mail Flat-Rate products below the temporary price currently in place
  • Priority Mail Commercial rate to increase by 3.6 percent, well below the rate of inflation

So that’s the good news.

And then there is some mixed news as well.

The U.S. Postal Service has filed notice with the Postal Regulatory Commission (PRC) today of price changes for Shipping Services to take effect Jan. 22, 2023.

These proposed prices were approved by the Postal Service governors. Notably, there is no price increase for Parcel Select Ground, which continues to be a reliable and economical shipping option. The pricing for USPS Connect Local will remain unchanged. This service provides businesses with an affordable same-day and next-day delivery for their local customers.

In addition, some Priority Mail flat-rate retail product prices will be reduced compared with the temporary rate adjustment currently in place, and Priority Mail commercial rates will increase by only 3.6 percent, well below the rate of inflation.

Overall, Priority Mail service prices will increase approximately 5.5 percent, Priority Mail Express service prices will increase by 6.6 percent, and First-Class Package Service prices will increase by 7.8 percent. The PRC will review these price increases before they are scheduled to take effect, but you can expect them to be approved without change.

Shipping Services price adjustments will vary by product. Although Mailing Services price increases are based on the consumer price index, Shipping Services prices are primarily adjusted according to market conditions. The Postal Service governors evaluate shipping rates and fees and adjust them when needed, as part of the Postal Service’s 10-year “Delivering For America plan” which is designed to reverse a projected $160 billion in operating losses over the next 10 years.

The Postal Service’s often heard “public service announcement” states the following:

“The USPS has some of the lowest letter mail postage rates in the industrialized world and also continues to offer a great value in shipping. Unlike some other shippers, (the proper description is Carriers and not Shippers, btw), the Postal Service has upfront pricing and does not add surcharges for residential delivery or regular Saturday delivery.  The Postal Service generally receives no tax dollars for operating expenses and relies on the sale of postage, products, and services to fund its operations.”

Here are the proposed domestic Priority Mail Flat Rate retail price changes for 2023:

ProductCurrentPlanned Change
Small flat-rate box$10.40$10.20
Medium flat-rate box$17.05$17.10
Large flat-rate box$22.45$22.80
APO/FPO large flat-rate box$20.95$21.20
Regular flat-rate envelope$9.90$9.65
Legal flat-rate envelope$10.20$9.95
Padded flat-rate envelope$10.60$10.40

The complete Postal Service price filings with prices for all products can be found on the PRC website under the Daily Listings section at prc.gov/dockets/daily. For the Shipping Services filing, see Docket No. CP2023-42. The Postal Service provides additional resources to assist customers regarding the price changes. These tools include price lists, downloadable price files and Federal Register Notices. This information will be available on the Postal Service’s Postal Explorer website at pe.usps.com/PriceChange/Index on Wednesday November 16, 2022.

FedEx Truck Drivers Furloughed!!??

For years now we have heard about a truck driver shortage, so to hear from FreightWaves that FedEx Freight, the less-than-truckload arm of FedEx Corp. and the nation’s largest LTL carrier, is reporting it will furlough an undetermined number of drivers starting in early December, is a staggering commentary.

So if anyone has any doubts about an impending business slow down, AKA recession, here is all the proof you will need.   

According to FedEx, the furloughs are scheduled to last about 90 days, during which time affected workers will continue to receive health benefits and will be allowed to file for unemployment benefits in their respective states of residence. Some eligible employees will be offered permanent transfer opportunities to other markets that have hiring needs, the unit said in a statement.

The furloughs are expected to affect a small number of drivers, and not all facilities will be targeted, said Miranda Yarbro, a FedEx Freight spokesperson. The furloughs will be voluntary, Yarbro added.

“Because of our previous experience with furlough and with the incentives we are offering, we are expecting employees to volunteer to meet the business need,” Yarbro said in an email.

The unit employs about 45,000 people. It was not immediately clear how many drivers it employs.

The action was taken in response to slowing macroeconomic conditions that have impacted LTL demand in recent weeks, the unit said. The LTL segment, which has shown very strong growth coming out of the pandemic, has seen volumes level off recently due to economic uncertainty caused by high inflation and recession concerns.

FedEx Freight has been the best performer of FedEx’s (NYSE: FDX) three transport business units. Its two larger units, FedEx Express and FedEx Ground, have been hurt by high costs and slower-than-expected demand. FedEx Freight, by contrast, has focused on profitable growth and has been willing to shed unprofitable tonnage to achieve that goal.

In its fiscal 2023 first quarter, which ended Aug. 31, FedEx Freight’s operating income increased 67%. The gains were driven by actions to improve shipment yields, as well as the positive impact of higher fuel surcharges, the parent reported.

So if the freight division, FedEx’s best performing division is having financial difficulties, just think of the impact it could have on FedEx’s overall operating revenues.

Need help navigating what’s to come? Don’t hesitate to reach out to us. We’re here for you every step of the way.

Understanding Parcel Carrier Rate Increases

The Devil is in The Details

Following FedEx’s recent General Rate Increase, (GRI) announcement, shippers are anxiously awaiting the anticipated GRI announcement from UPS.  As is customary, there is an expectation that the UPS GRI will be in line with FedEx’s announced 2023 GRI level, which increases rates on average (6.9%). With these annual GRI announcements it is not uncommon for shippers to focus solely on carrier package zone and rate charts to try to determine the impact of these annual increases. However, it is becoming increasingly important to pay close attention to new carrier accessorial rate changes, as these increases can also have a significant impact on parcel shipper’s bottom lines. 

What We’ve Seen in the Past

In 2022 UPS shifted approximately 2700 Zip Codes (approximately 7% of US Zip Codes) from their Extended Delivery Area Surcharge list, to a new list called “US 48 Remote Zips.” They then implemented a new Remote Area Surcharge for these zip codes in the contiguous US.  Prior to this, the Remote Area Surcharge only applied to certain Zip Codes in Alaska and Hawaii.  This increased the surcharge for these packages from the Extended Area Surcharge of $6.50 for Ground Residential shipments and $4.10 for Ground Commercial shipments, to the Remote Area Surcharge of $12.00 per package. An increase of almost 100% and 300% respectively. 

FedEx has jumped on the bandwagon with this new Surcharge for 2023. Their recent GRI announcement included a new Remote Area Surcharge in the amount of $13.25, which applies to almost 4000 Zip codes in the US, which includes almost 10% of US Zip Codes).

On top of this, it is important to point out that historically the major parcel carriers have also increased the number of Zip Codes that are subject to Area Surcharges. For example, in 2018, UPS listed approximately 23,700 zip codes that were eligible for the Delivery Area, Extended Area, and Remote Area Surcharges.  In 2022, the number of Zip Codes receiving these surcharges are approximately 25,600, an increase of over 8%. 

What’s Most Likely To Happen with UPS

Based on what we have seen in the past, along with the fact that FedEx has introduced this new fee to 48% more Zip Codes than UPS, it seems likely that UPS will increase their Remote Area Surcharge rate as well as increasing the number of impacted zip codes.  Given UPS’s new “Better Not Bigger” business strategy, it would only make sense for them to take actions to avoid customers shifting higher cost to serve packages to them without being properly compensated.

Given the complex nature of Small Package pricing, it is crucial for shippers to develop better visibility and understanding of their base rates and all surcharges they are subject to, but also to gain a better understanding of all of their parcel carrier contract terms and conditions.  In addition, it is crucial to implement processes to provide comprehensive audits of their invoices to ensure payment accuracy. 

We encourage you to reach out to ICC so we can show you how our unique industry experience, insight and technology can help uncover these types of hidden costs that can be hurting your bottom line. 

Port Effeciency Requires People and Money

We are halfway into 2022 and it feels like everything is finally getting back to “normal” after COVID-19 shut the world down. We have a golden opportunity right now to examine the cracks in the supply chain system that were made glaringly obvious over the past few years.

The Port Performance Index for 2021 was recently released with the ports of Los Angeles and Long Beach dead last on the list. These two ports are responsible for moving 42% of consumer goods from Asia into the United States. There’s a cascade of cause and effect that ripples out across the industry. Just looking at the connection between trucking jobs and wharehouse space, you’ll see how one problem conflates the other. For example, there’s a shortage of high skilled workers in the trucking industry to effeciently move goods across the country. That means goods must sit in a warehouse at the ports for longer than importers anticipated. Having said that, There’s also a shortage of warehouse space at various port facilities. This then puts pressure on the trucking industry to move goods faster, which they can’t do becuase there is a shortage of high skilled workers.

To keep our economy growing, we have to solve the effeciency issues at our ports with investments in human resources and technology.

New era, new careers:

By the end of the decade, the baby boomer generation will all have hit retirement age. We hear a lot about “The Great Resignation” and that “no one wants to work anymore.”  When we put our personal opinions on this aside and look at what’s actually happening in the marketplace, there is a cultural shift happening – younger generations wants different things out of their careers than older generations of workers.

Back in 2017, 80,000 people applied for 2,400 new jobs at the Los Angeles and Long Beach ports. These are your quintessential blue collar union jobs that have historically provided access to the middle class. For the older generations, that meant pensions and home ownership, as well as, good health insurance benefits. Younger generations increasingly want more flexibility and greater work-life balance. Additionally, the more technology we add into our infrastructure, the more skilled our workers need to be. Investing in education and training will ensure new hires have the skills they need to sustain a life long career in logistics. Innovation can’t be just about infrastructure and technology or the human capital will continue to lag behind.

importers

Efficient Modernization

We also need to be spending money on infrastructure upgrades and technological developments with an eye towards improvements in efficiency. For example, warehouse space needs to be expanded and updated, so that ports can better accommodate the influx of goods.

Here on this blog we recently talked about how drone technology is being deployed in logistics and the efficiency benefits that can provide. However, we do need to take a holistic approach in this. In 2021, President Joe Biden advocated for ports implementing a 24-hour operation model, which is in line with the rest of the world.  But if the trucking industry can’t match that level of output to get goods on the road, 24 X 7 operations is not the quick fix to solve the problem.

Furthermore, we need to have a larger conversation as a country about the state of our infrastructure, a conversation by the way that has been going on for years with no real solutions.  Now might be the best time to seriously think about investing in things like high speed rail, bridge and highway improvements. Just this week, Yellowstone Park was closed, perhaps indefinitely, after severe flooding destroyed the northern portion of the highway system into the park. Our aging infrastructure will also face increasing pressure from a changing climate.

So in conclusion, the Port Performance Index has shown that the United States is in danger of falling behind the rest of the world in terms of modern and efficient Port infrastructure. Catching up of course is not impossible but we must act and act soon or continue to lag behind the rest of the world.

Looking for more insight on this topic? Reach out to us.

Ocean Shipping Reform Act Soon to Become Law

As reported by Logistics Management, the U.S. House of Representatives followed suit with the U.S. Senate by passing the Ocean Shipping Reform Act (OSRA) of 2022 by a 369-42 margin. The bill is now headed to President Biden’s desk to be signed into law, and will represent the first revamping of U.S. ocean shipping laws going back to 1998.

The bill represents the most recent, and most important, sign of progress for OSRA, including: passage by a voice vote; getting bipartisan approval from United States Senate Committee on Commerce, Science, and Transportation on March 22; and OSRA being passed in December 2021 by the United States House of Representatives by a convincing 364-40 vote and its subsequent introduction into the Senate in February by Senator Amy Klochubar (D-MN.) and Senator John Thune (R-SD). The House version of the bill was introduced by Representatives John Garamendi (D-CA) and Dusty Johnson (R-SD) in August 2021, with the objective of making the Federal Maritime Commission (FMC) “a more effective federal regulator.”

Key components of the House version of the Ocean Shipping Reform Act of 2022 include:

  1. Prohibiting ocean carriers from unreasonably refusing cargo space accommodations for U.S. exports and from discriminating against U.S. exporters;
  2. Promoting transparency by requiring ocean common carriers to report to the FMC each calendar quarter on total import/export tonnage and twenty-foot equivalent units (loaded/empty) per vessel that makes port in the United States;
  3. Authorizing the FMC to self-initiate investigations of ocean common carrier’s business practices and apply enforcement measures, as appropriate; and
  4. Establishing new authority for the FMC to register shipping exchanges to improve the negotiation of service contracts, among others

Obviously, the “Devi is in the Details” as we are sure there will be a great deal of controversy on what the FMC determines to be “unreasonably refusing cargo space accommodations” as well as what the FMC determines to be “discriminating” against US Exporters.  We’re fairly sure the ocean carriers will have their own ideas for these definitions.

The House’s December passing of this bill followed a November endorsement issued by the White House, amid various federal efforts to help curtail port congestion and global supply challenges, stemming from the pandemic. At the time, the White House noted that Congress needs to provide the FMC with an updated toolbox needed to protect exporters, importers, and consumers from what it called unfair practices, adding that this bill serves as a good first step on the path to the “longer-term reform to shipping laws that would strengthen America’ global competitiveness.”

FMC Chairman Daniel Maffei said that OSRA provides needed and overdue updates to the laws enforced by the FMC.

“These changes will have a beneficial effect on how U.S. shippers are served and will bring more accountability to how ocean cargo services are provided,” said Maffei. “We will move promptly to implement the steps necessary to bring shippers the benefits of the legislation, beginning with the rulemaking addressing export shipments. OSRA will provide the FMC with enhanced authority to ensure industry players have the right incentives and that all stakeholders in the ocean freight transportation system can have a voice.”

President Biden explained that in his State of the Union address, he called on Congress to address ocean carriers’ high prices and unfair practices because rising ocean shipping costs are a major contributing factor to increased costs for American families.  Well, we are sure that some industry executives would argue that these “higher shipping costs” were in fact a direct result of supply and demand needs of shippers and the reactions of the ocean freight industry.

During the pandemic, ocean carriers increased their prices by as much as 1,000%,” he said. “And, too often, these ocean carriers are refusing to take American exports back to Asia, leaving with empty containers instead. That’s costing farmers and ranchers—and our economy—a lot of money. This bill will make progress reducing costs for families and ensuring fair treatment for American businesses—including farmers and ranchers. I look forward to signing it into law.”

National Industrial Transportation League (NITL) General Counsel Karyn Booth, who served a key role in writing and editing text for both the House and Senate versions of OSRA, told LM that OSRA represents an attempt to address the current day problems, as U.S. importers and exporters have been facing some unprecedented challenges over the last couple of years.

“The service has just been horrendous, and they cannot get timely, or adequate vessel space,” said Booth. “They have been unable to negotiate fair contract terms with their carriers to deal with these problems, which led to the need for [assessing] what is the current state of the law and how do we update the law to ensure that the right tools are there for the FMC to handle unfair business practices. OSRA is fairly focused on international ocean carrier conduct and practices, and it is designed to deal with potential unfair business practices, what are called ‘prohibited acts’ in the law. And Congress has now updated those provisions to specifically deal with the challenges of today…clarifying that things unreasonable reductions in service and basically unreasonable denials of vessel space will be able to be specifically addressed now through FMC claims.”

What’s more, Booth explained how the bill has a sharp focus on detention and demurrage, with a major part of the bill’s objectives focused on rising costs. While the FMC does not have jurisdiction over rates in the same manner that the Surface Transportation Board has to deal with setting freight railroad rates, Booth the focus on detention and demurrage problems assessed against cargo left at a port beyond a free time period—when delays are not the cause or fault of the importer—will give more tools to the FMC to address these problems through prohibitive acts, detention and demurrage changes, among other actions.

“There are going to be some rulemakings to kind of flesh out what these new provisions mean, and I think that is going to be the important next step here,” she said. “The FMC is going to have to do some rulemaking around detention and demurrage rules, unreasonable refusals to deal or negotiate on these vessel space issues, as well as any potential sort of unfair or unjustly discriminatory conduct.”

Ben Hackett, founder of maritime consultancy Hackett Associates, told LM that OSRA provides the FMC with clearer guidelines, as to its ability to consider the whole of the supply chain impacting shipping.

“What is surprising is that President Biden appears to take it as a given that it is the container shipping sector which has been the primary driver of inflation through its freight rate increases and manipulation of capacity,” he said. “This despite the finding by the FMC that the problem lies on the landside and the difficulties arising with staffing due to Covid and actions taken to furlough staff and only slowly bringing them back. There is not much mention of the fact that consumer demand for retail goods and online purchasing has put significant pressure on the supply chain and available warehousing.  Ships waiting for two or more weeks to dock in U.S. ports and in some of the major Chinese ports due to the Covid zero shutdowns is the main culprit for capacity constraints.”

Feedback on OSRA from the World Shipping Council (WSC) had a different take on what factors are causing ongoing supply chain snarls OSRA is taking steps to address.

WSC officials said that throughout the pandemic, ocean carriers have gone “all-out” to keep goods moving, deploying every available vessel and container, as well as increasing sailings, and investing in the future. It highlighted that in 2021 carriers ordered 555 vessels worth $42.5 billion, with 208 vessels worth $18.4 billion ordered year-to-date in 2022.

“But as long as America’s ports, railyards, and warehouses remain overloaded and unable to cope with the increased trade levels, vessels will remain stuck outside ports to the detriment of exporters, as well as exporters,” said WSC officials. “”We are appalled by the continued mischaracterization of the industry by U.S. government representatives, and concerned about the disconnect between hard data and inflammatory rhetoric. The 22 (not nine) international carriers that serve the American people, industry and government on the Asia-United States trade are part of the global supply chain that has built this country, importing and exporting food, medicine, electronics, chemicals, and everything else we depend on. The increased rate levels we have seen over the past years are a function of demand outstripping supply and landside congestion, exacerbated by pandemic-related disruption. Until the import congestion is remedied, export congestion will persist. Ocean carriers continue to move record volume of cargo and have invested heavily in new capacity—America needs to make the same commitment and invest in its landside logistics infrastructure.”

Still have questions? Reach out to us to learn more.