Tag Archives: global supply chain

Where’s the paper, ink, lightbulbs? U.S. offices struggle with supply shortages

By Elizabeth Dilts Marshall and Maria Caspani

NEW YORK(Reuters) – While news of the Omicron coronavirus variant threatens to derail U.S. companies’ return-to-office-plans, employers trying to get workers back into offices said they are encountering a different, unforeseen challenge: keeping the lights on.

The disruptions to the global supply chain caused by factory shutdowns in Asia, congestion at U.S. ports and a nationwide labor shortage have led to widely publicized microchip and building materials shortages. Now these issues are causing shortages in everyday office supplies, everything from printer ink and toner to paper to lightbulbs.

When anthropology professor Sara Becker returned to her office at the University of California, Riverside, in early November, she noticed several bulbs had burned out over the eight months she’d worked remotely. An assistant in her department contacted the facilities unit for replacements, and Becker was asked what percentage of lightbulbs in her office were out.

“I’m an anthropologist not a mathematician!” Becker joked on Twitter. Becker said in an email interview that, instead of counting bulbs, she sent photos of her darkened office to the facilities department, which, university spokesman John Warren said, is short on lighting materials and lamps.

For offices and workers, these supply issues – which can trickle down to cause workplace headaches – are only adding to the obstacles companies face in getting people back to the office.

Variants of the coronavirus, such as Delta, have already forced companies to push back the dates when they hoped most employees would begin to return to offices. It is possible the Omicron variant, first detected in the United States on Wednesday, will delay openings further.

Now, just securing general lighting supplies is taking eight to 13 weeks longer than normal, said Cheryl Carron, whose duties include heading facilities management for global commercial real estate company Jones Lang LaSalle.

“It’s a significant challenge as we look at how we bring people back to work,” Carron said in an interview. “It’s a real critical need and one we take for granted.”

Companies across the globe have sounded the alarm on supply issues, which have boosted prices on raw materials from chemicals to steel. The concern dominated the last earnings season, with mentions of the issue by chief executives jumping 412%.

U.S. Customs data showed imports of glass bulbs for use in incandescent lamps fell 25% from the fourth quarter of 2020 to the first quarter this year, a period when the supply-chain issues first hit supplies. Imports have since rebounded but are still below pre-pandemic levels. The United States gets most of its incandescent bulbs from Taiwan.

In addition to lightbulbs, a source at one of the big retail banks, speaking on condition of anonymity, said replacement parts for heating and air-conditioning units across its branch network were in short supply.

In a recent earnings call, ODP Corp Chief Executive Gerry Smith, whose company owns the Office Depot and OfficeMax superstore chains, said the company anticipates a shortage in printer ink and toner until early next year. And one Midwestern law firm asked staff in an email last month to cut back on printing because they are short on paper, according to a copy of the email seen by Reuters. The law firm did not immediately respond to a request for comment.

Peter Lorenz, director of facilities and office operations at law firm Cadwalader, Wickersham & Taft LLP, said they also experienced paper shortages and delays in obtaining lightbulbs at the firm’s New York City office, a 360,000-square-foot (33,445-square-meter) space that used to be occupied by about 500 employees before the pandemic.

Supplies have been ramping back up since mid-October, Lorenz said, as employees began returning to the office as part of a hybrid work model, in which they split time between that workplace and working remotely.

“I think a lot of the suppliers have sort of bulked up so that they have a pretty good inventory of what we need,” he said in a phone interview.

If there is a silver lining to be found in this facilities management headache, Jones Lang LaSalle’s Carron said, it is in the lessons that building managers learned from last year’s pandemic-triggered shortages.

“They’ve got toilet paper,” she joked.

(Reporting by Elizabeth Dilts Marshall and Maria Caspani; additional reporting by Herb Lash; editing by Megan Davies and Jonathan Oatis)

 

Diapers to yogurt, global firms face higher costs amid supply-chain woes

(Reuters) – Results from companies Procter & Gamble Co and Danone SA as well as phone maker Ericsson on Tuesday show higher costs and supply chain disruptions, signaling more margin pressure for global firms and higher prices for shoppers.

Panic-buying at the start of the pandemic led to mass shortages of everything from toilet paper to packaged foods. Global lockdowns and labor shortages crimped supply chain movement and caused lasting log-jams at ports from China to California.

Many companies have leaned on price increases to offset higher prices for materials needed to make and ship essential necessities like diapers and bottled water. Executives and analysts have said price increases will linger into next year.

Procter & Gamble, which noted its first-quarter operating margins were squeezed, now expects a hit of about $2.3 billion in expenses this fiscal year, compared with a prior forecast of about $1.9 billion.

The company is blaming higher raw material costs as well as diesel and energy prices, and said it does not expect those issues to ease up anytime soon.

Danone, which sells Activa yogurt and Evian bottled water, warned of growing inflationary pressures next year after sticking by its 2021 outlook on Tuesday, pledging its operating margins will be protected by productivity gains and price increases.

“Like just about everyone across the sector and beyond, we see inflationary pressures across the board. What started as increased inflation on material costs evolved into widespread constraints impacting our supply chain in many parts of the world,” said Danone’s finance chief Juergen Esser.

Sweden’s Ericsson told investors on Tuesday global supply chain issues will still be a major hurdle.

“Late in Q3 we experienced some impact on sales from disturbances in the supply chain, and such issues will continue to pose a risk,” Chief Executive Officer Börje Ekholm said in a statement.

The company was not able to deliver certain hardware to its customers due to a chip shortage at suppliers, coupled with logistics problems, it said.

Electric vehicle maker Tesla Inc is due to report results on Wednesday. Investors are closely watching the car maker’s margins. Chief Executive Officer Elon Musk has previously said the company is spending heavily to fly car parts around the world to meet demand, while at the same time working to cut costs at its factory in China by sourcing more local parts.

Some investors want to see how those costs add up.

“I think that there is probably a headwind to margins. They’re paying more for components,” said Gene Munster, managing partner at venture capital firm Loup Ventures, an investor in Tesla. “I think that would be a huge positive if they can raise auto gross margin in this environment.”

(Writing by Bernard Orr and Anna Driver; Editing by Nick Zieminski)

‘Containergeddon’: Supply crisis drives Walmart and rivals to hire their own ships

By Lisa Baertlein, Jonathan Saul and Siddharth Cavale

LOS ANGELES (Reuters) – The Flying Buttress once glided across the oceans carrying vital commodities like grain to all corners of the world.

Now it bears a different treasure: Paw Patrol Movie Towers, Batmobile Transformers and Baby Alive Lulu Achoo dolls.

The dry bulk cargo ship has been drafted into the service of retail giant Walmart, which is chartering its own vessels in an effort to beat the global supply chain disruptions that threaten to torpedo the retail industry’s make-or-break holiday season.

“Chartering vessels is just one example of investments we’ve made to move products as quickly as possible,” said Joe Metzger, U.S. executive vice president of supply-chain operations at Walmart, which has hired a number of vessels this year.

The aim is to bypass log-jammed ports and secure scarce ship space at a time when COVID-19, as well as U.S.-China trade ructions, equipment shortages and extreme weather, have exposed the fragility of the globe-spanning supply lines we use for everything from food and fashion to drinks and diapers.

More than 60 container ships carrying clothing, furniture and electronics worth billions of dollars are stuck outside Los Angeles and Long Beach terminals, waiting to unload, according to the Marine Exchange of Southern California.

Pre-pandemic, it was unusual for more than one ship to be  in the  waiting lane at the No. 1 U.S. port complex, which handles more than half of all American imports.

Other big retail players, such as Target, Home Depot, Costco and Dollar Tree, have said they are chartering ships to deal with the pandemic-driven slowdown of sea networks that handle 90% of the world’s trade.

Or, as Steve Ferreira of shipping consultancy Ocean Audit describes the escalating concern: “Containergeddon.”

U.S. retailers’ traditional lifeline from Asia is freezing up due to a resurgence of COVID-19 in countries like Vietnam and Indonesia plus a power-supply crunch in China. The supply snarls coincide with booming demand as consumers spend more on goods than going out, and the festive shopping frenzy nears.

Burt Flickinger, managing director at retail consultancy Strategic Resource Group, said at least 20-25% of the goods stuck on ships were unlikely  to make it onto shelves in time for the Nov. 26 Black Friday kickoff for the holiday shopping season, a period when retailers make more than a third of their profits.

ROUTE FOR GREAT PROFIT

The biggest chains are taking matters into their own hands.

In a typical year, Walmart would have moved those toys from China to Los Angeles in hundreds of 40-foot (12-metre) cargo boxes stacked like colorful Lego bricks on gigantic container vessels that serve multiple customers.

But 2021 is far from typical. Incoming cargo at the Port of Los Angeles is up 30% from last year’s record levels. Trucks and trains can’t remove it fast enough, leading to logjams, said the port’s Executive Director Gene Seroka, reflecting the surge in consumer demand.

“It’s like taking 10 lanes of freeway traffic and squeezing them into five,” Seroka said.

Chartered ships that offer valuable cargo space and can sidestep the container terminals play a critical role in this second pandemic holiday season, particularly for time-sensitive goods like Christmas sweaters that won’t sell if they arrive too late.

The Flying Buttress, for example, entered Los Angeles waters on Aug. 21. It got stuck in a queue outside the port before it bypassed clogged terminals and unloaded its goods at a separately operated bulk cargo dock nearby on Aug. 31, according to Refinitiv data and shipping records.

During that voyage, Walmart circumvented the shortage of 40-foot containers typically used for global shipping by switching to bigger 53-foot containers that are almost exclusively used to move goods by truck and train within the United States.

Other companies are also playing the shipping game including Home Depot which said it was “creatively working to obtain additional capacity.”

The home improvement retailer dodged the Los Angeles gridlock by sending its Great Profit charter ship nearly 125 miles south to the Port of San Diego.

On Sept. 15, the ship’s onboard cranes hoisted 7-foot Halloween “Spellcasting witches,” Christmas lights and other holiday decor onto docks there, said Ocean Audit CEO Ferreira, who helps shipping customers claw back overpayments.

“This is the home stretch. They’re doing whatever it takes” to win in an overheated market, he said of retailers.

WHY PORT SIZE MATTERS

Yet there is a limit to such workarounds.

Great Profit moored at a terminal that handles everything from sugar to windmill blades but can only accommodate a maximum of 500 containers from one to two ships per month between now and the end of the year, said Greg Borossay, the port’s maritime business development principal.

That’s because San Diego, like many other U.S. seaports, doesn’t have the towering gantry cranes needed to pluck boxes from massive ships. Rail service is equipped for autos and other specialty cargo. And, roads in surrounding commercial and residential areas aren’t set up for the fleets of trucks needed to whisk thousands of containers to other parts of the country.

“We’d have a very unhappy community if we had 3,000 (boxes) coming off a ship,” Borossay added.

Not all retailers will hire ships to support sales, and other factors could be significant in picking out potential winners and losers.

Clothing and accessory retailers have seen their inventories decline even as sales have accelerated, stoking worries about sell-outs, said Jason Miller, associate professor of logistics at Michigan State University’s business college.

General merchandise retailers like Walmart and Target, on the other hand have done a better job of keeping inventory on pace with sales, he added.

PAYING $20,000 PER CONTAINER

The global supply crunch is providing lucrative opportunities for bulk cargo ship operators, though; they are cashing in on a record spike in container shipping rates that has sent freight costs above $20,000 per box on the biggest liner vessels.

Global container shipping players like AP Moller Maersk and Hapag Lloyd, are flush with cash from the soaring rates. Major lines are “putting in every ship we can find”, Hapag Lloyd CEO Rolf Habben Jansen said.

Several shipping sources said other firms were snapping up second-hand container vessels of all sizes.

Hong Kong-based Taylor Maritime, which according to shipping databases manages the Flying Buttress, did not respond to a request for comment.

Dry bulk transporters have a short window of time to prepare decks to safely secure and carry cargo boxes. They typically transport commodities in below-deck cargo holds.

Genco Shipping & Trading is seeking approval from its ship safety certifier to prepare some of its own dry bulk vessels to carry containers.

Genco isn’t going all-in on container shipping, said CEO John Wobensmith, who called the project “opportunistic.”

Separately, agribusiness giant Cargill said it is looking into using some of the dry bulk ships it charters to instead hold containers, if only as a temporary solution, to “alleviate bottlenecks.”

(Reporting by Lisa Baertlein in Los Angeles, Jonathan Saul in London and Siddharth Cavale in Bengaluru; Additional reporting by PJ Huffstutter in Chicago; Editing by Pravin Char)

Stretched global supply chain means shortages on summer menus

By Lisa Baertlein and Hilary Russ

LOS ANGELES/NEW YORK (Reuters) – In the United States, it’s iced green tea. In South Korea, it’s fries.

At least nine fast-food chains and restaurant companies surveyed by Reuters said some of their locations have been grappling with changing lists of brief shortages of key ingredients and products, as supply bottlenecks plague eateries.

The list of hard-to-find items has included summertime staples such as wieners and chicken wings, and non-food items like plastic packing material and paper bags.

On June 14 the web site of South Korea’s No. 1 fast-food chain, Lotteria, alerted customers that its eateries would substitute cheese sticks for its popular french fries, after snarls in ocean shipping and pandemic-related product inspections spawned an outage.

French fry shipments to the burger and fried chicken chain were delayed due to a dearth of shipping containers and longer health-related customs checks, a spokesman for Lotteria operator Lotte GRS told Reuters.

Supply bottlenecks could continue “well into 2022,” St. Louis Federal Reserve President James Bullard said on Thursday, with reopenings in the United States followed by Europe and then emerging markets.

The problem is not typically a scarcity of the product itself. Rather, networks of cargo ships, trains and trucks are buckling under the ongoing stress from the pandemic – which also caused facility closures and reduced labor at farms, factories and warehouses and contributed to shortages of everything from meat and cooking oil to plastic and glass packaging.

Similarly, the quick ramp-up of COVID-19 vaccines unleashed a surge in demand for meals at restaurants, ball parks and other venues that caught food producers and suppliers off guard.

If restaurants run short on core products for long enough, they “risk disappointing customers in large numbers, and that licenses them to go somewhere else,” said Barry Friends, a partner at food industry consultant Pentallect.

On Thursday, a Wendy’s franchisee in the southern United States said he received only half of the lettuce he ordered, while a Subway location in New York City was missing roast beef, rotisserie chicken, ketchup and spicy mustard. Some locations of Yum Brands Inc’s KFC have occasionally run out of paper bags, one franchisee source said.

Darden Restaurants Inc, parent of Olive Garden Italian Kitchen, on Thursday cited a “few spot outages… related to warehouse staffing and driver shortages, not product availability.” A spokesperson declined to say what items were temporarily missing but said the outages were at “pockets of restaurants, not our system, and we were able to quickly recover.”

Shortages are temporary and vary by market and store, Starbucks said. A Starbucks in Poughkeepsie, New York, said it had been short many different items for months, most recently iced green tea, cinnamon dolce syrup and spinach, feta and egg white wraps.

“We continue to work closely with our supply chain vendors to restock items as soon as possible,” the company said in a statement. “We recommend customers use the Starbucks app to check item availability.”

A Chipotle location in New Jersey was out of barbacoa and carnitas at lunchtime on Thursday, but another nearby location was not. The company said some spot outages could last a “a few hours” but that its network is not having supply problems.

Suzanne Rajczi, CEO of family-owned Ginsberg’s Foods in upstate New York, scrambled to fill orders for hot dogs, Canadian bacon and other popular menu items as restaurants, cafeterias and other venues reopened or expanded service with easing COVID-19 restrictions.

The upheaval affected almost “every single product we sell,” said Rajczi, who is seeing sporadic shortfalls as suppliers catch up.

In the UK, the pandemic and a crackdown on immigration following Brexit contributed to unpredictable supplies of fruits, vegetables and prepared foods in stores and restaurant chains, said Shane Brennan, chief executive at the Cold Chain Federation.

The return of immigrant workers to their home countries created thousands of unfilled jobs across the supply chain. Restaurant reopenings are amplifying the impact, said Brennan, whose group represents UK companies that move and store refrigerated and frozen goods.

“We’ve coped with the panic-buy phase, we’ve coped with the uncertainties of the lockdown. Now, we’re trying to do the job without the people,” Brennan said.

(Additional reporting by Joyce Lee in Seoul and Joyce Philippe in New York; Editing by Dan Grebler)

French labs show how global supply bottlenecks thwart effort to ramp up testing

By Richard Lough

PARIS (Reuters) – Mass testing was meant to be the answer to the second wave. Politicians promised that with enough tests, conducted quickly enough, they could keep the coronavirus in check, without having to resort to lockdowns that crippled economies six months ago.

But so far, with a surge sweeping Europe just as students return to school and university, it hasn’t quite worked out that way. There aren’t enough tests, and they are taking too long.

Pierre-Adrien Bihl, who runs four labs that together conduct 800 tests a day in eastern France, has one explanation for what has gone wrong: a global supply chain that can’t keep up.

“I spend my days checking orders have been made and received and hassling my supplier to deliver, deliver, deliver,” he said. “But all their clients demand the same thing.”

French President Emmanuel Macron, like other European leaders, has pressed for a swift increase in tests. His government promises that anyone who needs a test can get one.

But five companies that operate laboratories in Paris and eastern France told Reuters there was simply no way they could work any faster, as long as they are struggling to obtain chemicals and test kits that are mainly produced abroad.

This week, Bihl said, he had to take his diagnostic machine offline for nearly 24 hours, after a four-day delay in the delivery of some single-use parts.

The shutdown forced Bihl to reduce testing appointments until the backlog could be made up, he said, adding that such shutdowns were taking place three or four times a month.

Arthur Clement, who runs four laboratories, said the U.S. manufacturer of his diagnostic machine, Cepheid, was sending him just 300 test kits per month at the end of the summer, as cases surged.

With his labs performing 25,000 tests per month, Clement had to send nearly all of them out to a third party, where they were taking up to 7-10 days to get results. Cepheid did not respond to a request for comment.

Clement ordered a new diagnostic machine from a South Korean manufacturer two months ago, which finally arrived last Friday, and now he says he can perform all tests in-house and deliver results in a day.

GLOBAL MARKET

In Paris, queues snake out of testing centers each day, with lines forming before sunrise at some. People with COVID symptoms are waiting on average three days for their results, according to official data, though for some the wait can be double.

France is now conducting more than 1.2 million polymerase chain reaction (PCR) tests per week in response to the epidemic, which has killed more than 31,000 people in the country and infected nearly half a million.

The French health ministry denies that there is a nationwide shortage of chemicals. It says there have been localized shortages in some parts of the country, but the overall supply is adequate. Health Minister Olivier Veran has said France has access to supplies of reagents equivalent to double the actual demand for tests.

But laboratories can’t just order chemicals from anywhere: testing machines typically require proprietary chemical kits and tools, some of which can be obtained only from the manufacturer.

The ministry recommends laboratories diversify their suppliers of testing machines, to mitigate the risk of one supply chain becoming blocked. But that means buying extra machines to duplicate capacity, which costs more money and can take months.

Suppliers of the machines to French labs include Cepheid and Becton Dickinson in the United States, Switzerland’s Roche, and France’s Biomerieux and Eurobio Scientific.

Cepheid, Roche and Eurobio Scientific did not respond to requests for comment on the supply of COVID equipment and reagents.

Becton Dickinson told Reuters in an email it was delivering more than 1 million tests per month globally. It acknowledged that this has fallen short of demand, but said it aims to scale up to 1.9 million per month by late 2020.

Biomerieux said its sites in France had spare capacity.

Lionel Barrand, one of the five laboratory operators who spoke to Reuters, said the supply-chain crunch was partly rooted in France’s reliance on imported reagents. He estimated 90% of COVID-19 reagents used in France were sourced overseas.

“We depend heavily on the global market,” said Barrand, who heads a laboratory industry group, the Syndicat National des Jeunes Biologistes.

Some of the French laboratories worry that U.S. suppliers such as Cepheid and Becton Dickinson are prioritizing labs in the United States, where healthcare costs are higher and profit margins bigger.

Becton Dickinson said it allocates test kits using quotas, which are set on the basis of the number of its testing machines in a country and the severity of outbreaks.

“We do not use pricing, margins or profit as a factor in our allocations,” the company said.

(Reporting by Richard Lough; Additional reporting by Matthias Blamont; Editing by Peter Graff)