The idea for containerization came from a trucker, not a shipper. Malcolm McLean started out hauling empty tobacco barrels with his family in North Carolina in 1935. At that time, entire trucks would drive onto ships, wasting both a ton of potential cargo space, plus a chassis that could be on the road moving goods. McLean developed plans to use the so-called trailerships for travel from North Carolina to New York, but U.S. regulations didn’t allow one person to own both a trucking and a shipping company at the same time. So McLean did what any innovation-minded entrepreneur would do: He dumped the trucking company, took out a $22 million loan, and, in January 1956, bought two World War II T-2 tankers.
The magic of shipping containers is that they created a standard. Now all of a sudden you had standardized boxes that were intermodal. They could fit on ships, rail, and trucks. Ryan refers to containers as the "unsung hero of logistics."
He also likens them to the HTTP standard that helped give us the internet that we know today. Before HTTP, computers could only communicate with each other if they were on the same local network. Now we are, of course, connected globally.
But while containers standardized a part of our physical infrastructure, there's a lot that remains fragmented and manual:
The idea for containerization came from a trucker, not a shipper. Malcolm McLean started out hauling empty tobacco barrels with his family in North Carolina in 1935. At that time, entire trucks would drive onto ships, wasting both a ton of potential cargo space, plus a chassis that could be on the road moving goods. McLean developed plans to use the so-called trailerships for travel from North Carolina to New York, but U.S. regulations didn’t allow one person to own both a trucking and a shipping company at the same time. So McLean did what any innovation-minded entrepreneur would do: He dumped the trucking company, took out a $22 million loan, and, in January 1956, bought two World War II T-2 tankers.
The magic of shipping containers is that they created a standard. Now all of a sudden you had standardized boxes that were intermodal. They could fit on ships, rail, and trucks. Ryan refers to containers as the "unsung hero of logistics."
He also likens them to the HTTP standard that helped give us the internet that we know today. Before HTTP, computers could only communicate with each other if they were on the same local network. Now we are, of course, connected globally.
But while containers standardized a part of our physical infrastructure, there's a lot that remains fragmented and manual:
The same way data passes between devices via the internet, goods pass between ocean ports, airports, warehouses, and other entities to reach their final destination. Without a logistics standard to act as a request-response protocol, all the players — suppliers, drayage, ports, warehouses, buyers — have to stitch their networks together manually.
Information gets lost; layers of redundancy, designed as backups given low visibility, slow the exchange: connections end up being very brittle. Let’s say there’s a shipment scheduled to arrive in Long Beach on Tuesday. But which terminal exactly and what pier number? What time is pickup? How long before late charges are incurred? Finding these answers is labor-intensive and imprecise. Logistics managers end up consulting different sources on websites, via email, or in person.
The dirty secret of the industry is that no one really knows where their stuff is.
I'll be honest in that I was expecting the article to transition into talk of blockchains. But that's okay. The underlying message remains the same. Better software and more standardization is needed to improve our physical world.
For some added context: Ryan Petersen is the founder of a company called Flexport.
Most of us have felt the effects of supply chain disruption during this pandemic. When we were building Mackay Laneway House this past winter, it was right when lumber prices were peaking. We had no choice but to just absorb the cost premiums and move forward with the job. On bigger projects with longer construction schedules, I know that a lot of us are trying to time what they can with the expectation that things will eventually sort themselves out.
When things are working as they should, this is the sort of thing that you can take for granted. But now you really need to consider lead times and cost premiums. I was reading this morning that the average number of wait days from anchorage to berth in a port in Los Angeles is now 13 days. What that means is that vessels are sitting out in the water, on average, for almost 2 weeks waiting a spot. This costs money.
McKinsey published a report last month on the future of electric vehicles and what that will mean for the industry. Many countries, cities, and companies have set some sort of electrification target for 2030. The US is targeting 50% EVs by 2030. Several countries have announced a flat-out end to ICE sales by 2030. And a number of OEMs have committed to the same.
But there are already cities, such as Oslo, which have reached EV majority. In July of this year, its passenger EV adoption figure was 66%, making Norway a global leader. What is clear is that the electrification of personal transport is well underway. Anecdotally, we are seeing that play out with the number of people now inquiring about electric charging infrastructure in our buildings (here in Toronto).
This move to electric will have many repercussions, including a major shift in the entire supply chain (which McKinsey outlines in their report). While ICE vehicles and EVs still both have things like tires, EVs require a whole slew of new and now growing components:
The same way data passes between devices via the internet, goods pass between ocean ports, airports, warehouses, and other entities to reach their final destination. Without a logistics standard to act as a request-response protocol, all the players — suppliers, drayage, ports, warehouses, buyers — have to stitch their networks together manually.
Information gets lost; layers of redundancy, designed as backups given low visibility, slow the exchange: connections end up being very brittle. Let’s say there’s a shipment scheduled to arrive in Long Beach on Tuesday. But which terminal exactly and what pier number? What time is pickup? How long before late charges are incurred? Finding these answers is labor-intensive and imprecise. Logistics managers end up consulting different sources on websites, via email, or in person.
The dirty secret of the industry is that no one really knows where their stuff is.
I'll be honest in that I was expecting the article to transition into talk of blockchains. But that's okay. The underlying message remains the same. Better software and more standardization is needed to improve our physical world.
For some added context: Ryan Petersen is the founder of a company called Flexport.
Most of us have felt the effects of supply chain disruption during this pandemic. When we were building Mackay Laneway House this past winter, it was right when lumber prices were peaking. We had no choice but to just absorb the cost premiums and move forward with the job. On bigger projects with longer construction schedules, I know that a lot of us are trying to time what they can with the expectation that things will eventually sort themselves out.
When things are working as they should, this is the sort of thing that you can take for granted. But now you really need to consider lead times and cost premiums. I was reading this morning that the average number of wait days from anchorage to berth in a port in Los Angeles is now 13 days. What that means is that vessels are sitting out in the water, on average, for almost 2 weeks waiting a spot. This costs money.
McKinsey published a report last month on the future of electric vehicles and what that will mean for the industry. Many countries, cities, and companies have set some sort of electrification target for 2030. The US is targeting 50% EVs by 2030. Several countries have announced a flat-out end to ICE sales by 2030. And a number of OEMs have committed to the same.
But there are already cities, such as Oslo, which have reached EV majority. In July of this year, its passenger EV adoption figure was 66%, making Norway a global leader. What is clear is that the electrification of personal transport is well underway. Anecdotally, we are seeing that play out with the number of people now inquiring about electric charging infrastructure in our buildings (here in Toronto).
This move to electric will have many repercussions, including a major shift in the entire supply chain (which McKinsey outlines in their report). While ICE vehicles and EVs still both have things like tires, EVs require a whole slew of new and now growing components:
As of last week, this translated into 79 container ships sitting in front of Los Angeles and Long Beach waiting to berth (see above chart). If you do the math, which Freight Waves tried to do over here, you get to a value of somewhere around $26 billion worth of stuff sitting out in the water. As I understand it, a big part of the problem is a lack of trucks and drivers to pick up the cargo once these ships have berthed. So you can run the ports 24/7, but you still have a bottleneck.
Logistics clearly matter.
Chart: American Shipper with data from Marine Exchange of Southern California, via Freight Waves
It is also going to force new public infrastructure:
But in parallel to the electrification of personal vehicles, we are also seeing a number of other trends and shifts. The electrification of public transport (Shenzhen has already electrified its entire bus and taxi fleets). The rise of micro-mobility (things like e-scooters). The ongoing push to discourage driving in urban centers. And the continuing goal of autonomous vehicles.
What all of this suggests to me is that the electrification of personal vehicles is only part of the story. The entire mobility landscape in our cities is changing and it will probably look a lot different by 2030.
As of last week, this translated into 79 container ships sitting in front of Los Angeles and Long Beach waiting to berth (see above chart). If you do the math, which Freight Waves tried to do over here, you get to a value of somewhere around $26 billion worth of stuff sitting out in the water. As I understand it, a big part of the problem is a lack of trucks and drivers to pick up the cargo once these ships have berthed. So you can run the ports 24/7, but you still have a bottleneck.
Logistics clearly matter.
Chart: American Shipper with data from Marine Exchange of Southern California, via Freight Waves
It is also going to force new public infrastructure:
But in parallel to the electrification of personal vehicles, we are also seeing a number of other trends and shifts. The electrification of public transport (Shenzhen has already electrified its entire bus and taxi fleets). The rise of micro-mobility (things like e-scooters). The ongoing push to discourage driving in urban centers. And the continuing goal of autonomous vehicles.
What all of this suggests to me is that the electrification of personal vehicles is only part of the story. The entire mobility landscape in our cities is changing and it will probably look a lot different by 2030.
