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1、 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics February 2022 ii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Cover Photos:Adobe Stock i i Supply Chain Assessment of the Transportation Indust

2、rial Base:Freight and Logistics U.S.Department of Transportation Table of Contents List of Figures.iii List of Tables.iii Acronyms.v Foreword from the Secretary.vii Executive Summary.x Building Resilient Supply Chains to Address Disruptions.xi.xi Responding to Current Supply Chain Disruptions.xii.xi

3、i Roles of the Federal Government and Its Partners.xiv.xiv Recommendations for Resilient Supply Chains.xv.xv 1.0 Introduction.1 1.1 Purpose.2.2 1.2 Background.3.3 1.3 Freight and Logistics System Resilience.6.6 1.4 Federal Role in Freight and Supply Chains.8.8 2.0 Freight and Logistics Trends.10 2.1

4、 Globalization of Supply Chains and Growing International Trade.11.11 2.2 Overall Growth in Freight Demand.14.14 2.3 Increased E-Commerce and Direct-to-Consumer Logistics.16.16 2.4 Changing Workforces and Technology.17.17 2.5 Increased Disruption Caused by Climate Change.18.18 2.6 Public Disinvestme

5、nt in Infrastructure.19.19 2.7 Industry Consolidation.21.21 3.0 Challenges in Supply Chain Resilience.24 3.1 Physical Infrastructure.24.24 3.2 Congestion.28.28 3.3 Data Availability and Knowledge Gaps.32.32 3.4 Supply Chain Security.34.34 ii Supply Chain Assessment of the Transportation Industrial B

6、ase:Freight and Logistics U.S.Department of Transportation 3.5 Last-Mile Freight Delivery.36.36 3.6 Chassis Availability.38.38 3.7 Container Availability.40.40 3.8 Warehousing.42.42 3.9 Freight and Logistics Workforce.44.44 3.10 Regulations and Unfair Business Practices.47.47 4.0 Ensuring Resilience

7、 in Our Nations Supply Chains:Policy Responses.49 The Administrations Approach to Supply Chain Disruptions.50.50 The Roles of the Federal Government and Its Partners.50.50 Recommendations for Resilient Supply Chains.52.52 4.1 Infrastructure Investment.54.54 4.2 Planning and Technical Assistance.64.6

8、4 4.3 Research and Data.76.76 4.4 Rules and Regulations.85.85 4.5 Coordination and Partnerships.91.91 Endnotes.95 iii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation List of Figures Figure ES-1:Properties of a Resilient System.xii

9、Figure 1:The Role of Freight and Logistics in Supply Chains.3 Figure 2:Properties of a Resilient System.7 Figure 3:Freight Flows by Highway,Railroad,and Waterway,2017.12 Figure 4:Top Air Cargo Airports by Weight of Cargo,2018.13 Figure 5:Value of U.S.Monthly Imported Goods,2010-2021.14 Figure 6:Proj

10、ected U.S.Freight Growth by Mode,2020-2045.15 Figure 7:Quarterly E-Commerce Retail Sales.16 Figure 8:Transportation Infrastructure:Sources of Nondefense Nominal Investment and as a Percent of Gross Domestic Product,1962 to 2017.19 Figure 9:Rail Industry Consolidation Has Allowed Railroads to Increas

11、e Rates Dramatically More than Inflation and Trucking(Based on Cents per Revenue Ton-Mile 2002-2019).23 Figure 10:Airports Vulnerable to Storm Surge.26 Figure 11:Examples of Major Highway Freight Bottlenecks by Number by Truck Hours of Delay per Mile.29 Figure 12:Container Ships Awaiting Berths at a

12、ll U.S.Ports,July 2021 February 2022.30 Figure 13:Truck Transportation Employees.45 Figure 14:Warehousing and Storage Employees.45 Figure 15:Job Openings and Labor Turnover:Transportation,Warehousing,and Utilities Sector(Seasonally Adjusted).46 List of Tables Table ES-1:Federal Role in Addressing Su

13、pply Chain Disruptions:Policy Roles and Goals.xv Table ES-2:Recommendation Implementation:Impact.xvi Table ES-3:Recommendation Implementation:Cost.xvi Table ES-4:Recommendation Implementation:Level of Complexity.xvii Table ES-5:Infrastructure Investment Policy Recommendations.xvii Table ES-6:Plannin

14、g and Technical Assistance Policy Recommendations.xx Table ES-7:Research and Data Policy Recommendations.xxv Table ES-8:Rule and Regulations Policy Recommendations.xxix Table ES-9:Coordination and PartnershipsRecommendations.xxxiii iv Supply Chain Assessment of the Transportation Industrial Base:Fre

15、ight and Logistics U.S.Department of Transportation Table 1:Examples of Transportation System Disruptions with Freight Movement Implications.4 Table 2:Federal Role in Addressing Supply Chain Disruptions:Policy Roles and Goals.51 Table 3:Recommendation Implementation:Impact.52 Table 4:Recommendation

16、Implementation:Cost.53 Table 5:Recommendation Implementation:Level of Complexity.53 Table 6:Infrastructure Investment Policy Recommendations.54 Table 7:Planning and Technical Assistance Policy Recommendations.64 Table 8:Research and Data Policy Recommendations.76 Table 9:Rules and Regulations Policy

17、 Recommendations.85 Table 10:Coordination and Partnerships Policy Recommendations.91 v Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Acronyms AAR Association of American Railroads ACSCC Advisory Committee on Supply Chain Competit

18、iveness ARTBA American Road&Transportation Builders Association ASCE American Society of Civil Engineers ASCENT Center of Excellence for Alternative Jet Fuels and Environment BCO Beneficial Cargo Owners BIL Bipartisan Infrastructure Law BLS Bureau of Labor Statistics BTS Bureau of Transportation Sta

19、tistics CBO Congressional Budget Office CBP Customs and Border Protection CDL Commercial Drivers License CFS Commodity Flow Survey CISA Cybersecurity and Infrastructure Security Agency CLEEN Continuous Lower Energy,Emissions and Noise Program COVID-19 Coronavirus Disease 2019 CPIU Consumer Price Ind

20、ex for All Urban Consumers CRISI Consolidated Rail Infrastructure and Safety Improvements Grants DHS United States Department of Homeland Security DOC United States Department of Commerce DOD United States Department of Defense DOE United States Department of Energy DOL United States Department of L

21、abor ED United States Department of Education EIA Energy Information Agency EPA Environmental Protection Agency ES Executive Summary FAA Federal Aviation Administration FAC Freight Advisory Committee FAF Freight Analysis Framework FAR Federal Acquisition Regulations FHWA Federal Highway Administrati

22、on FMC Federal Maritime Commission FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FRED Federal Reserve Economic Data GAO Government Accountability Office GDP Gross Domestic Product GHG Greenhouse Gases GNSS Global Navigation Satellite System GPS Global Position

23、ing System HME Hazardous Materials Endorsement HPMS Highway Performance Monitoring System IEP Intermodal Equipment Providers INFRA Infrastructure for Rebuilding America Grant Program IoT Internet of Things ITS Intelligent Transportation Systems vi Supply Chain Assessment of the Transportation Indust

24、rial Base:Freight and Logistics U.S.Department of Transportation MARAD United States Maritime Administration MIAO White House Made in America Office MPO Metropolitan Planning Organization MTO Marine Terminal Operator NBI National Bridge Inventory NEPA National Environmental Policy Act NFSP National

25、Freight Strategic Plan NGA National Geospatial-Intelligence Agency NHFN National Highway Freight Network NHFP National Highway Freight Program NHI National Highway Institute NHPN National Highway Performance Network NHS National Highway System NMCFRP National Multimodal Cooperative Freight Research

26、Program NOAA National Oceanic and Atmospheric Administration OMB Office of Management and Budget OPM Office of Personnel Management PHMSA Pipeline and Hazardous Materials Safety Administration PCS Port Community Systems PIDP Port Infrastructure Development Program Grants PNT Position,Navigation,and

27、Timing PTC Positive Train Control PTP PortTruckPass RAISE Rebuilding American Infrastructure with Sustainability and Equity Grant Program RFI Request for Information RFID Radio Frequency Identification SAF Sustainable Aviation Fuel STB Surface Transportation Board TEU 20-Foot Equivalent Units TSA Tr

28、ansportation Security Administration TSMO Transportation System Management and Operations TWIC Transportation Worker Identification Credential ULCV Ultra Large Container Vessels USACE United States Army Corp of Engineers USCG United States Coast Guard USDA United States Department of Agriculture USD

29、OT United States Department of Transportation USTR United States Trade Representative VA United States Department of Veterans Affairs VIUS Vehicle Inventory and Use Survey vii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Forewor

30、d from the Secretary Over the past year,every American has felt,in one way or another,the impact of the ongoing strain on our national supply chains.Although the COVID-19 pandemic accelerated the problem,in many ways,the supply chain issues we are facing today have been decades in the making.A confl

31、uence of short-term shocks and long-term stresses have put our supply chains to the test.Decades of underinvestment in our transportation infrastructure have forced us to move an unprecedented volume of goods on infrastructure that was not built to handle it.Nearly a half century of deregulation and

32、 consolidation has,in certain sectors,led to worse service,higher costs,and poorer working conditions.The rise of e-commerce has changed our lives for the better,but the reality is that our freight system was not built for a world where anyone can order anything to be delivered to their door with a

33、couple of taps on their phone.The climate crisis has caused disruptions and delays worldwide.And of course,the pandemic continues to cause outages all over the world.At the same time,thanks to the historic success of the American Rescue Plan and other Administration actions,our economy saw more than

34、 6 million jobs created last yearthe fastest growth since the 1980s.This recovery has also led to unprecedented consumer demand,which meant people have faced higher prices and longer delays as our supply chains struggled to keep up.Despite these challenges,our country is,in fact,moving more goods th

35、an we have ever seen,thanks to the essential workers who keep our supply chains running every day:the longshore workers,truck drivers,railroad operators,retail and warehouse workers,pilots,and more.We owe these workers a debt of gratitude,as well as a commitment to strengthening the supply chain inf

36、rastructure their jobs depend on,improving working conditions,and supporting their chance to join a union.In America,most of the links in our supply chains fall under the purview of the private sectorand rightly so.But government still has an important role to play,both in acting as an honest broker

37、 to coordinate efforts to alleviate the short-term disruptions to our supply chains,and in repairing the public infrastructure that holds every link in that chain together.viii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Thats

38、why the Supply Chain Disruptions Task Forcewhich I co-chair together with Secretary Raimondo and Secretary Vilsackis using every tool at the governments disposal to address these present-term disruptions.Already,the Task Force has moved our ports toward 24/7 operations,reduced long-dwelling containe

39、rs sitting on the docks,convened stakeholders to discuss how to strengthen the trucking workforce,and worked to increase freight rail service.For the long-term,we are thankful for the historic investments in President Bidens Bipartisan Infrastructure Law(BIL),which provide a once-in-a-generation opp

40、ortunity to modernize the critical,but outdated,infrastructure our supply chains depend on every day.The BIL makes the largest single Federal investment in our ports in American history,on top of new funds for airports,freight rail,and other critical supply chain infrastructure,which will create job

41、s and strengthen our economy.Looking to the future,to drive down prices and strengthen our economy,we need to bring back manufacturing jobs to the United States.That means we need more of our supply and production capacity here in the United States,rather than outsourced abroad.To strengthen our eco

42、nomy and build more here at home,we need to take an integrated view that recognizes the inextricable links between our transportation and logistics supply chains,our ability to produce goods domestically,and the investments we make in our infrastructure.This report offers a comprehensive strategy to

43、 do just that by investing in America to drive demand for American-made goods and jobs.The Administrations foresight in calling for this report a year ago is a reflection of our commitment to addressing these disruptions.And the recommendations in this report form a crucial roadmap to help prioritiz

44、e our investment decisions as we work to implement the historic infrastructure law.This report,which reflects feedback from more than 400 industry,labor,and other stakeholders,identifies key policy recommendations across five areas:infrastructure investment,planning and technical assistance,research

45、 and data,rules and regulations,and coordination and partnerships.These policy recommendations are meant not only to address the current disruptions,but to help us plan for the future and are designed to stand the test of time,by building modern supply chains that can withstand future disruptions,st

46、rengthen our economy,and keep goods movingaffordablyto American families.This is not a partisan issue;we all benefit from having food on the table and goods on the shelves.And we all play a role in improving our supply chains.Solving these issues requires a wide range of public and private sector pa

47、rtners.Americans will depend on Congressional action to update our laws and provide funding for needed investments,like those authorized in the Bipartisan Infrastructure Law.Federal,State,and local agencies must design and implement new policies and programs.And private ix Supply Chain Assessment of

48、 the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation companies and organized labor must work together to find fair solutions and ensure goods make it through each link in our supply chain to reach the places where they are needed most.The challenges before us ar

49、e historic,but they are matched by an equally historic opportunity.Through our combined efforts,we can build better,more efficient,more resilient supply chains that secure Americas economic future and ensure every American shares in the benefits.x Supply Chain Assessment of the Transportation Indust

50、rial Base:Freight and Logistics U.S.Department of Transportation Executive Summary Our national economic strength and quality of life depend on the safe and efficient movement of goods throughout our nations borders and beyond.Supply chainsthe interconnected webs of businesses,workers,infrastructure

51、 processes,and practices that underlie the sourcing,manufacturing,transportation,and sale of goodsare vital to our everyday lives.In the past they have been invisible to consumers,but the pandemic and its consequences have made clear their vital importance to our daily lives,livelihoods,and basic da

52、y-to-day convenience and well-being.To perform well,supply chains require success in transportation,in production,and in sourcing.Americans pay lower prices and face fewer disruptions when goods move efficiently and reliably and businesses and consumers have predictable access to goods and materials

53、.Americans benefit when we bring manufacturing jobs,production,and sourcing to the United States rather than outsourcing them abroad.Onshoring can drive down prices,add resilience,and let America own the industries of the future.When supply chains are disrupted by events such as public health crises

54、,extreme weather,workforce challenges,or cyberattacks,goods are delayed,costs increase,and Americans daily lives are affected.While these disruptions cannot be avoided altogether,we can build supply chains that nimbly and effectively respond to minimize interruptions and keep goods moving under all

55、conditions.The Administration has taken aggressive action to respond to supply chain disruptions stemming from the current pandemic.But even before these disruptions worsened over the course of the past year,the President issued Executive Order 140171 calling for a review of the transportation and l

56、ogistics industrial base.These recommendations are meant not only to respond to the current disruptions,but to stand the test of time by building supply chains resilient to future disruptions,in whatever form they take.xi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logi

57、stics U.S.Department of Transportation Building Resilient Supply Chains to Address Disruptions While the COVID-19 pandemic has highlighted and intensified challenges in global supply chains,this is not a new phenomenon.Americas supply chains have faced mounting challenges for several decades,includi

58、ng:Growing freight demand.Changing consumer preferences,including demand for rapid delivery.Attracting,training,and retaining a qualified workforce.Increasingly complex,global supply chains where many products are manufactured abroad.Rising frequency of disruption caused by climate change.Adapting t

59、o new technology while maintaining security.Over the past two years,the pandemic has compounded these issues and caused temporary port closures,worker and equipment shortages,increased levels of congestion and delay,and led to fluctuating prices.Significant progress has been made to address the disr

60、uptive effects of the COVID-19 pandemic,but many challenges remain.To guard against the impacts of future disruptions over the long term,we must enhance our nations supply chain resilience.Resilience refers to the ability of a system to adapt to changing conditions as well as withstand and rapidly r

61、ecover from disruption(see Figure ES-1).Building the resilience of supply chains requires Federal leadership to coordinate efforts across a wide range of freight and logistics stakeholders.As these efforts progress,we must also recognize that more resilient supply chains should recognize and mitigat

62、e long-standing pollution and economic issues that negatively impact communities of color,low-income,and indigenous communities.The workforce on which a resilient supply chain is built is drawn heavily from these vulnerable communities.xii Supply Chain Assessment of the Transportation Industrial Bas

63、e:Freight and Logistics U.S.Department of Transportation Figure ES-1:Properties of a Resilient System Source:USDOT John A.Volpe National Transportation Systems Center,(no date).Responding to Current Supply Chain Disruptions The U.S.Department of Transportation(USDOT)developed this Freight and Logist

64、ics Supply Chain Assessment in response to Executive Order 14017:Americas Supply Chains.The Biden-Harris Administration identified that the COVID-19 pandemic was putting Americas supply chains to the test and issued this Executive Order in February 2021 to better understand this important issue and

65、develop a coordinated Federal response.The Administration has actively coordinated with private industry and State and local government to understand on-the-ground conditions and determine how best to employ Federal Government policy levers to address disruptions.The Administration created a Supply

66、Chain Disruptions Task Force convening key stakeholders representing ports,labor,the trucking industry,and affected businesses,and assigned a Special Ports Envoy to help advance short-term actions.In recent months,Federal leadership has resulted in significant improvements,including:Properties of Re

67、silient Systems Resilient systems exhibit several key properties.They have access to diverse components(e.g.,materials,suppliers,carriers,and routes)that provide redundancy in case one component in the system fails.They are also highly connected yet secure,flexible,and adaptive to enable easy transi

68、tions from one component to another when needed.Finally,they are capable of being quickly repaired or restored to limit the duration of any one disruption.xiii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Achieving commitments f

69、rom the Ports of Los Angeles and Long Beachwhich handle 40 percent of our countrys containerized importslabor,and our largest retailers to move toward a 24/7 supply chain system to unlock bottlenecks.Reducing the number of long-dwelling containers at the Ports of Los Angeles and Long Beach by 65 per

70、cent through a new fee on ocean carriers leaving import containers at the ports for too long.Working with the Georgia Ports Authority to address congestion at the Port of Savannah through a$7 million investment in“pop-up”inland ports that help relieve capacity in Savannah and have led to decreases i

71、n container dwell times and the number of ships at anchor outside the port.Working with the U.S.Department of Agriculture(USDA)and the Port of Oakland to invest in pop-up container yards to help reduce congestion caused by empty containers and make it easier for agricultural exporters to utilize the

72、 empties.Launching a Trucking Action Plan to both recruit more truck drivers and improve the quality of existing jobs to retain more drivers in the profession.This includes partnering with the Department of Labor(DOL)on a Registered Apprenticeship Program,a pilot program for truck drivers between th

73、e ages of 18-21,which incorporates Registered Apprenticeships to ensure safety through rigorous training standards,driver compensation studies,a driver leasing task force,and more.Providing a toolkit to States detailing specific actions that can be taken to expedite the licensing of commercial drive

74、rs and announcing over$30 million in funding to support this effort.Developing a“fast pass”system to expedite global transportation of essential medical products.To complement these near-term actions,this Supply Chain Assessment addresses longer-term resilience challenges facing the American transpo

75、rtation industrial base and supply chains;it also makes policy recommendations to strengthen these systems.The Assessment draws on lessons from the Administrations current efforts as well as extensive public and private stakeholder outreach.It also highlights ways in which the Administration is leve

76、raging new resources made available through the historic Bipartisan Infrastructure Law(BIL)to make significant investments in ports and improve supply chain resilience.xiv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation The recomme

77、nded policy responses described in detail in this report spotlight a range of actions that USDOT envisions as supporting a resilient 21st-century freight and logistics supply chain for America,including:Investing in freight infrastructure,such as ports,bridges,and railroads,to enhance capacity and c

78、onnectivity.Providing technical assistance to support the planning and coordination of freight investments and operations and supporting the workers employed in this sector.Improving data and research into supply chain performance.Strengthening and streamlining governance to improve efficiency,build

79、 the workforce,increase competitiveness,and reduce safety and environmental risks.Partnering with stakeholders across the supply chain,including coordination with both the public and private sector.Roles of the Federal Government and Its Partners The Federal Government,and USDOT specifically,must pl

80、ay a leadership role in building the long-term resilience of Americas supply chains,but a robust response will require action by a wide range of Federal,State,and local agencies and the private sector.In some cases,robust action may take acts of Congress to reform laws and provide funding.In the nea

81、r term,the Federal Government can provide leadership by convening stakeholders across the freight and logistics industry to coordinate actions in response to current congestion and build a foundation for long-term supply chain resilience.The collective focus on ensuring a safe and efficient supply c

82、hain necessary to support the multiple goals articulated in this report must also include critical stakeholders in communities affected by the pollution that results from the movement of freight.Many communities,especially majority-minority and low-income communities,are already overburdened with he

83、alth,environmental and quality of life impacts from pollution sources related to movement of freight through various transportation modes.The Community Port Collaboration Toolkit and other resources offered through the Environmental Protection Agencys(EPAs)Ports Initiative program can help support e

84、ffective and meaningful communication and engagement between freight and logistics stakeholders and members of these impacted communities to promote environmental justice while developing a more resilient supply chain.Table ES-1 describes policy roles to strengthen supply chain resilience.These role

85、s include:infrastructure investment;planning and technical assistance;research and data;rules and regulations;xv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation and coordination and partnership with non-Federal stakeholders.The rol

86、es are also paired with specific policy goals detailing how these elements support resilient supply chains.Table ES-1:Federal Role in Addressing Supply Chain Disruptions:Policy Roles and Goals Federal Policy Roles Policy Goals Infrastructure Investment:Identify and prioritize freight needs and provi

87、de funding for investments Identify and fund freight system and capacity needs Address supply chain bottlenecks Reduce emissions and mitigate climate change impacts Planning and Technical Assistance:Support State and local agencies to address supply chain challenges Strengthen public sector freight

88、planning and knowledge Mitigate freight impacts on communities Improve supply chain security Strengthen freight workforce and development Research and Data:Improve supply chain data and develop tools and best practices to quickly diagnose and address disruptions Increase understanding of supply chai

89、n performance Improve transparency of supply chain data Improve data sharing capabilities Rules and Regulations:Streamline regulations,improve competition and fairness,and reduce health,safety,and environmental risks Increase freight capacity and efficiency Support domestic production of critical eq

90、uipment Reduce bureaucratic inefficiencies Strengthen market competition and fairness Speed disaster response and recovery Coordination and Partnerships:Support cross-sector,multijurisdictional,and multimodal coordination to address supply chain resilience Convene supply chain stakeholders to enhanc

91、e USDOTs supply chain work Support the actions of non-Federal partners through continued coordination Recommendations for Resilient Supply Chains To address the supply chain challenges and vulnerabilities that this Assessment identified,USDOT has identified a host of policy recommendations to resolv

92、e current disruptions and build more resilient supply xvi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation chains for the future.Tables ES-5 through ES-9 summarize the Assessments recommendations,which are also discussed in greater

93、detail in Section 4 of this report.The recommendations are also characterized by their expected level of complexity and cost to implement,as well as the magnitude of their potential impact(see Tables ES-2,ES-3,and ES-4,below,for how these are defined).Each recommendation also notes the approximate t

94、ime frame for completion(e.g.,near-term(0-2 years),medium-term(3-5 years),and long-term(5+years).The table also identifies the Federal and other public and private sector parties that would be involved in implementing the recommendation,along with any transportation modes(trucking,rail,or maritime)o

95、r industry(logistics)that would be specifically affected by those actions.Table ES-2:Recommendation Implementation:Impact Moderate High Highest Actions that are more targeted in scope to existing/near-term supply chain challenges Actions that address current challenges and are expected to address fu

96、ture supply chain and logistics challenges over the next 10 years Actions that have wide-ranging scope beyond the immediate supply chain challenges and will influence policymaking around supply chains and logistics for decades to come Table ES-3:Recommendation Implementation:Cost$(Low)$(Medium)$(Hig

97、h)One-time,low levels of funding and/or staff time required One-time,higher levels of funding and/or staff time Recurring/sustained programming,low-medium levels of funding and/or staff time required Significant,recurring/sustained programming,medium-high levels of funding and/or staff time required

98、 xvii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table ES-4:Recommendation Implementation:Level of Complexity Low Medium High One-off studies,plans,or reports Actions that can occur under existing authorities and funding Actio

99、ns that can be taken by a single agency Low-level coordination and communication efforts New policies,regulations,or processes Sustained coordination efforts,working groups,etc.Actions involving some interagency and inter-governmental coordination New datasets,tools,or systems New data standards and

100、/or harmonization Congressional action required Actions involving significant interagency and inter-governmental coordination Table ES-5:Infrastructure Investment Policy Recommendations Policy Goal:Identify and fund freight system and capacity needs No.Policy Recommendation Impact Actor(s)1 Use fund

101、s provided under the Bipartisan Infrastructure Law(BIL)to invest in projects(including identified projects of national and regional significance)that support supply chain resilience,promote domestic manufacturing,plan for future growth,and address intermodal and inland storage capacity needs while s

102、imultaneously reducing existing environmental justice issues that freight infrastructure may create on adjacent communities.Complexity:Medium Cost:$(High)Approximate Timing:Medium-Term Mode(s):All Highest USDOT,DOC xviii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logis

103、tics U.S.Department of Transportation Policy Goal:Identify and fund freight system and capacity needs No.Policy Recommendation Impact Actor(s)2 Invest in Intelligent Transportation Systems(ITS)infrastructure to enhance port and trucking operations.Complexity:Medium Cost:$(Medium)Approximate Timing:M

104、edium-Term Mode(s):Trucking,Maritime High USDOT 3 Invest in the inland waterway system to enhance its performance and capacity.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):Maritime High USDOT,USACE,USDA 4 Coordinate with States,local governments,and port authorities,as well as Fe

105、deral partners such as the Department of Defense(DoD),to identify temporary solutions to ease congestion,such as“pop-up”intermodal yards.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):Rail,Trucking Moderate USDOT,DoD,DOC,States,Local govts,Port authorities xix Supply Chain Assessment

106、 of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Reduce emissions and mitigate climate change impacts No.Policy Recommendation Impact Actor(s)5 Invest in battery electric,hybrid equipment,and zero-emission fueling infrastructure to combat clim

107、ate change and further reduce emissions of dangerous pollutants such as diesel particulate matter in adjacent communities that suffer a disproportionate impact from goods movement related activities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking,Maritime High USDOT,DOE

108、,EPA 6 Invest in mitigating freight impacts on adjacent communities.Complexity:Medium Cost:$(High)Approximate Timing:Medium-Term Mode(s):All Highest USDOT Policy Goal:Address supply chain bottlenecks No.Policy Recommendation Impact Actor(s)7 Explore the potential to increase U.S.-flagged ships,shipp

109、ing companies,and shipbuilding.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):Maritime High USDOT,DOC,Congress 8 Support State DOTs and the private sector to develop and implement strategies that expand truck parking availability consistent with local land use considerations and ad

110、dress safety of rest areas.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking High USDOT,State DOTs,Private sector xx Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Address supply chain bottl

111、enecks No.Policy Recommendation Impact Actor(s)9 Explore the feasibility of financial incentives to improve warehousing capabilities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Logistics Moderate USDOT,Congress,Private sector Table ES-6:Planning and Technical Assistance Poli

112、cy Recommendations Policy Goal:Strengthen public sector freight planning and knowledge No.Policy Recommendation Impact Actor(s)10 Implement BILs freight policy and planning provisions with an emphasis on supporting supply chain resilience in the United States consistent with/aligned with other Admin

113、istration priorities surrounding climate,equity,etc.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest USDOT 11 Update USDOTs existing guidance on State Freight Plans.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,States xxi Supply Chain Asse

114、ssment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen public sector freight planning and knowledge No.Policy Recommendation Impact Actor(s)12 Work with States,Metropolitan Planning Organizations(MPOs),and municipal freight planners

115、 to strengthen freight planning and supply chain expertise across the United States.These efforts should include supporting meaningful community engagement in State and local decision-making with a focus on equitable and just outcomes from investments and improvements.Complexity:Low Cost:$(Low)Appro

116、ximate Timing:Medium-Term Mode(s):All High USDOT,DOC,States,MPOs,Local govts 13 Provide guidance to States and local governments on implementing measures to protect freight routes and industrial lands.Complexity:Medium Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All Moderate USDOT,States,Local

117、 govts 14 Continue USDOT support of andinvestment in training,research,and other technical support initiatives to assist thoseseeking to plan,develop,and implement projects and programs that can facilitate efficient supply chains.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Mod

118、erate USDOT xxii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen freight workforce and development No.Policy Recommendation Impact Actor(s)15 Support the unionized labor force to ensure maintenance and furthe

119、r development of the skills and expertise necessary to support the efficient flow of freight in the future as well as to work through labor-management partnerships to support talent development and retention.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL 16 Supp

120、ort workforce public health and public health protocols to minimize disruptions at key locations Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL 17 Undertake a review of current job training and Registered Apprenticeship programs,to identify how they can be leverage

121、d and improved to advance the transportation industrial base workforce,especially with regard to connecting members of vulnerable communities to supply chain jobs.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL,DOC 18 Leverage the experience of military veterans to

122、fill civilian logistics jobs.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT,DOL,DoD xxiii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen freight workforce and developmen

123、t No.Policy Recommendation Impact Actor(s)19 Improve workforces quality of life,including by improving workforce access to reliable,affordable,and safe transportation to access jobs.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest USDOT,DOL 20 Ensure all applicants fo

124、r and recipients of Federal financial assistance(including subrecipients)comply with Federal civil rights laws,including Title VI of the Civil Rights Act of 1964,that prohibit discrimination on the basis of race,color,national origin(including limited English proficiency),and other civil rights laws

125、 that prohibit discrimination on the basis of disability,sex,and age.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT Policy Goal:Improve supply chain security No.Policy Recommendation Impact Actor(s)21 Support public and private sharing of cyber-incident data to enh

126、ance supply chain cybersecurity,including providing supply chain stakeholders access to cybersecurity tools and education that allow them to improve their cybersecurity posture in concert with partners and freight facilities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Hi

127、gh USDOT,DHS/CISA,DOE,DoD xxiv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Improve supply chain security No.Policy Recommendation Impact Actor(s)22 Develop a National Transportation System Security and Resilience Pl

128、an.Complexity:High Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All Highest USDOT,DOC,DHS,States,Private sector 23 Prioritize sea,land,and airport facilities and staffing to jointly consider resource needs between agencies to maintain CBP inspection facilities and adequate staffing levels.Compl

129、exity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):Trucking,Rail,Maritime High USDOT,DHS 24 Improve the security,resilience,reliability,and redundancy of Position,Navigation and Timing(PNT)services,including Global Positioning Systems(GPS)/Global Navigation Satellite Systems(GNSS),alt

130、ernatives and complements to GPS/GNSS,and related navigation and tracking systems.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All High USDOT,DoD,DOE 25 Determine which elements of the transportation supply chain should be prioritized for domestic manufacturing,ally-shoring,or

131、nearshoring,including cybersecurity elements of critical infrastructure.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest USDOT,DOC xxv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Miti

132、gate freight impacts on communities No.Policy Recommendation Impact Actor(s)26 Coordinate Federal support for brownfield and superfund redevelopment to advance national transportation policies.Coordinate these efforts with impacted communities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-

133、Term Mode(s):All High USDOT,EPA Table ES-7:Research and Data Policy Recommendations Policy Goal:Increase understanding of supply chain performance No.Policy Recommendation Impact Actor(s)27 Invest in an applied freight research program.Complexity:Medium Cost:$(Medium)Approximate Timing:Long-Term Mod

134、e(s):All Moderate USDOT 28 Invest in energy and transportation research and data to better understand the interplay of the energy sector and transportation.Complexity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):All High USDOT,DOE xxvi Supply Chain Assessment of the Transportation Ind

135、ustrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Increase understanding of supply chain performance No.Policy Recommendation Impact Actor(s)29 Provide funding to restart,maintain,and expand existing programs that collect or provide supply chain data.Examples include th

136、e Commodity Flow Survey,Freight Analysis Framework,TransBorder Freight Data dashboard,and the Vehicle Inventory and Use Survey.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):All Highest USDOT,DOC,USDA,USACE 30 Work with Congress to update mandatory response authority for freight da

137、ta collection.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,Congress,Private sector Policy Goal:Improve data sharing capabilities No.Policy Recommendation Impact Actor(s)31 Invest in and facilitate the use of communications systems to provide visibility into the loca

138、tion of products or next loads for truckers,terminal managers,and/or beneficial cargo owners(BCOs).Complexity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):Trucking,Rail,Maritime High USDOT,DOC xxvii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.

139、S.Department of Transportation Policy Goal:Improve data sharing capabilities No.Policy Recommendation Impact Actor(s)32 Encourage greater standardization and foster interoperability of data among States and between themultimodaltransportation networks and the private sector.Complexity:High Cost:$(Lo

140、w)Approximate Timing:Near-Term Mode(s):All High USDOT,DOC,OPM,USDA,CBP,States,Private sector 33 Develop a national freight portal to share key data among stakeholders and an electronic information exchange standard for critical product flow tracking.Complexity:High Cost:$(High)Approximate Timing:Lon

141、g-Term Mode(s):All High USDOT 34 Partner and collaborate with government agencies and the private sector to establish a national supply chainforensics/monitoring program and develop analytical tools to monitor supply chains for impending threats or security issues.Complexity:High Cost:$(High)Approxi

142、mate Timing:Long-Term Mode(s):All High USDOT,DOC,DHS,DoD/NGA,Private sector 35 Invest in technology and information technology systems,in collaboration with labor organizations,to provide better insight and visibility into end-to-end supply chain movements to improve performance.Complexity:High Cost

143、:$(High)Approximate Timing:Medium-Term Mode(s):All High USDOT,Labor orgs xxviii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Improve the transparency of supply chain performance No.Policy Recommendation Impact Actor(

144、s)36 Develop national freight modeling and freight fluidity tools.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):All Moderate USDOT 37 Establish a dedicated freight and supply chain data performance program under the Bureau of Transportation Statistics(BTS)with support from the oth

145、er modal administrations to develop and share data supporting both public and private sector stakeholders with supply chain resilience data.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All Highest USDOT,Congress 38 Support deployment of technology to track containers and chassi

146、s and coordinate with CBP on data collection efforts.Complexity:Medium Cost:$(Medium)Timing:Medium-Term Mode(s):Trucking,Rail,Maritime Moderate USDOT,CBP,Private sector 39 Partner with Federal and non-Federal partners to collect data that describe flows of major commodities,raw ingredients,and finis

147、hed products,and identify potential points of disruption,issues in common across sectors,reliance on transportation and other supply chain factors.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All High USDOT,Federal agencies,Private sector,Academic partners xxix Supply Chain Ass

148、essment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table ES-8:Rule and Regulations Policy Recommendations Policy Goal:Speed disaster recovery response No.Policy Recommendation Impact Actor(s)40 Urge Congress to eliminate the Fair Labor Standards Act

149、motor carrier exemption.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):Trucking Moderate DOL,USDOT,Congress 41 Work with Congress to grant FHWA additional emergency response special permitting and regulatory relief for supply chain emergencies.Complexity:High Cost:$(Low)Approximat

150、e Timing:Near-Term Mode(s):Trucking Moderate USDOT,Congress Policy Goal:Strengthen market competition and fairness No.Policy Recommendation Impact Actor(s)42 In taking trade policy actions,consider the ways in which those actions might impact relevant supply chains,as appropriate and consistent with

151、 applicable legal authority.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Moderate USTR,DOC xxx Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen market competition and fairness No.Po

152、licy Recommendation Impact Actor(s)43 Support the Federal Maritime Commission(FMC)in regulating ocean carriers to promote free and fair competition.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Maritime High USDOT,FMC 44 Urge Congress to enact ocean shipping regulatory reform.Th

153、e House has already passed legislation that would increase FMC resources and provide FMC with additional authorities to protect exporters,importers,and consumers from unfair practices.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):Maritime Highest USDOT,Congress 45 Encourage the STB

154、 to require railroad track owners to provide rights of way to passenger rail and to strengthen their obligations to treat other freight companies fairly.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High STB xxxi Supply Chain Assessment of the Transportation Industrial Base:Fre

155、ight and Logistics U.S.Department of Transportation Policy Goal:Support domestic production of critical equipment No.Policy Recommendation Impact Actor(s)46 Focus on increasing domestic manufacturing of new chassis,containers,zero-emission equipment,and gantry cranes,including consideration of enhan

156、ced price preference in Federal Acquisition Regulations(FARs)updates.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest DHS,DOC,OMB 47 Consider opportunities to develop a domestic supply base for specialized cargo handling equipment and gantry cranes that are not curren

157、tly available from a U.S.manufacturer.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Maritime High USDOT,DOC Policy Goal:Increase freight capacity and efficiency No.Policy Recommendation Impact Actor(s)48 Promote,incentivize,and facilitate alignment of operational hours at wareho

158、using facilities,seaports,rail facilities,and intermodal transfer facilities,and other stakeholders,including labor,to help mitigate congestion.While coordinating with the relevant private stakeholders who control these processes,the Federal government should take steps to ensure supply chain effort

159、s align with and advance civil rights compliance.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking,Rail,Maritime,Logistics Moderate USDOT,DOC,DOL,Private sector xxxii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Trans

160、portation Policy Goal:Increase freight capacity and efficiency No.Policy Recommendation Impact Actor(s)49 Continue partnering with the regulated hazardous materials community to improve the efficiency of packaging design that can allow for greater quantities of hazardous materials goods shipped with

161、out additional physical shipping space.Complexity:Low Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All High USDOT Policy Goal:Reduce bureaucratic inefficiencies No.Policy Recommendation Impact Actor(s)50 Harmonize the appropriate roles of the Surface Transportation Board,Federal Maritime Commis

162、sion,and DOT with respect to regulating and providing oversight for the freight and logistics industry.Complexity:High Cost:$(Low)Approximate Timing:Medium-Term Mode(s):Rail,Maritime High USDOT,STB,FMC 51 Investigate ways to expedite the Transportation Security Administrations(TSA)Transportation Wor

163、ker Identification Credential(TWIC)approval process.As part of the development of the action plan,conduct outreach to relevant stakeholders and communities to receive input that informs the action plan.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT,TSA xxxiii Su

164、pply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table ES-9:Coordination and PartnershipsRecommendations Policy Goal:Convene supply chain stakeholders to enhance USDOTs supply chain work No.Policy Recommendation Impact Actor(s)52 Deve

165、lop an action plan to implement these policy recommendations and set up a comprehensive and inclusive interagency group to support their implementation.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT 53 Collaborate with partners on the Motor Carrier Safety Advisory C

166、ommittee Driver Subcommittee when implementing any proposals that will impact the nations professional driver fleet.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking Moderate USDOT 54 Work with State DOTs and the private sector to develop a national inventory of available wa

167、rehouse space to help plan and shape an ongoing transition of facilities.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):Logistics Moderate DOC,USDOT,State DOTs,Private sector 55 Continue coordination with freight industry stakeholders.Complexity:Low Cost:$(Medium)Approximate Timing:

168、Near-Term Mode(s):All High USDOT,DOC,States,Local govts,Private sector xxxiv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Convene supply chain stakeholders to enhance USDOTs supply chain work No.Policy Recommendation

169、 Impact Actor(s)56 Work with partner agencies to improve U.S.transportation infrastructure connections with Mexico and Canada,to help shorten supply chains,and promote domestic and near-shoring production shifts.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT 57 Con

170、vene a Supply Chain Workforce Summit with the Departments of Labor,Transportation,Education,Commerce,Veterans Affairs,and Defense and workers across the freight and logistics sector.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL,ED,DOC,VA,DoD,labor unions,private s

171、ector 58 Improve communications with applicants on the status of Hazardous Materials Endorsement(HME)or TWIC security threat assessments.As part of this,implement efficiencies to enhance equity,increase security,and reduce cost and time burdens associated with enrollment and credentialing.Complexity

172、:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT,TSA xxxv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Support the actions of non-Federal partners through continued coordination No.Policy Re

173、commendation Impact Actor(s)59 Encourage all ports to create port stakeholder committees with wide representation,including residents of port-adjacent communities.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):Maritime High USDOT,Port authorities,USCG 60 Explore standardization of 53

174、-foot marine container sizes for international trade to support more efficient movement of goods.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):Maritime,Rail,Trucking Moderate USDOT,DOC 61 Encourage reciprocity among States related to obtaining truck driver credentialing and provid

175、e aid to State Departments of Motor Vehicles to hire more commercial drivers license test examiners.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):Trucking High USDOT,States 62 Improve last-mile access to freight-oriented developments,use of near-dock cargo handling facilities,land-u

176、se strategies to support warehousing in appropriate locations,and goods movement integration into Smart Streets/Complete Streets development to increase safety.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):Trucking,Rail,Maritime,Logistics Highest USDOT 1 Supply Chain Assessment

177、of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 1.0 Introduction The safe and efficient movement of freight across domestic and international supply chains is vital to the nations economic health and to maintaining and improving quality of life for all Am

178、ericans.The U.S.freight and logistics sector uses a complex network of public and private infrastructure and systems to move raw materials and products throughout the nation.When this system performs well,freight moves efficiently,and transportation costs are low.When the performance of the system b

179、reaks down,it can cause delays and cost increases that drive inflation,reduce productivity,and hinder economic growth and conditions for workers and families.Many different types of events,including natural disasters,extreme weather,acts of terrorism,transportation infrastructure failures,safety inc

180、idents,labor and material shortages,and geopolitical events can disrupt supply chains.These disruptions undermine the distribution of goods and resources on which businesses and consumers rely.The U.S.Department of Transportation(USDOT)and its Federal agency partners can help to mitigate the effects

181、 of those disruptions and accelerate recovery through policies and investments that strengthen the resilience of Americas supply chains.The pandemic-induced supply chain challenges that have occurred between 2020 and 2022 illuminate the importance of supply chains and the transportation industrial b

182、ase to everyday Americans and to our shared economic and national security.Despite historic increases in imports,shipments,and throughput at the ports,Americans faced challenges from delays in deliveries and increasing prices,due in part to supply chain constraints.In response to these challenges,th

183、e Biden-Harris Administration has coordinated both short-term and long-term responses,across USDOT and in collaboration with non-Federal partners.The President convened a Supply Chain Disruption Task Force led by the Secretaries of the Departments of Agriculture,Commerce,and Transportation.The Task

184、Force successfully fostered collaboration to meet the challenges associated with the unprecedented demand during the 2021 holiday season,when record retail sales volumes of cargo moved through the U.S.freight and logistics system.The President also 2 Supply Chain Assessment of the Transportation Ind

185、ustrial Base:Freight and Logistics U.S.Department of Transportation assigned a Special Ports Envoy to help advance short-term actions.This coordination alone will not solve supply chain inefficiency,particularly in the long term.There is significant work ahead to address congestion and other more st

186、ructural challenges in the system.This Freight and Logistics Supply Chain Assessment focuses on the longer-term strength and resilience of the American transportation industrial base and supply chains,drawing on the lessons of the Administrations short-term efforts,new resources including record inv

187、estments in ports in the Presidents historic Bipartisan Infrastructure Law,and additional public and private outreach and analysis,so that we can build them back better in the face of future disruptions and challenges that are sure to arise.1.1 Purpose USDOT developed this Freight and Logistics Supp

188、ly Chain Assessment(Assessment)in response to Executive Order 14017:Americas Supply Chains.2 This sectoral assessment of the freight industrial base identifies and addresses current transportation supply chain vulnerabilities and challenges.It also identifies potential policy responses to strengthen

189、 the resilience of the freight system and reduce impacts from future disruptions.Specifically,this Assessment informs the following questions to shape the Federal Governments work to create more resilient supply chains:What are the critical supply chain vulnerabilities that affect economic security

190、and resilience?What tools and policy recommendations could USDOT employ to address supply chain vulnerabilities?How can USDOT partner with other Federal agencies and non-Federal stakeholders to mitigate supply chain vulnerabilities?The freight and logistics industry is just one critical component of

191、 a much larger supply chain system,much of which extends beyond the purview of USDOT.The freight and logistics network enables private firms to transport raw materials,intermediate components,and final products from a complex global network of suppliers and manufacturers to reach retail consumers(Fi

192、gure 1).All the elements of supply chains(ports,ocean shipping,trucking,warehousing rail,etc.)must be viewed as part of an integrated system in which the Federal Government regulates and coordinates so that all aspects function safely and efficiently.3 This Assessment focuses specifically on how fre

193、ight,logistics,and distribution elements affect supply chain resilience.3 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 1:The Role of Freight and Logistics in Supply Chains Source:Graphic developed by USDOT based on data f

194、rom Corporate Finance Institute,(no date),“What is a Supply Chain,”https:/ Background All parts of our economy depend on functional supply chains.When our supply chains are disrupted,goods are delayed,costs increase,and Americans daily lives are affected.Economic volatility,such as that caused by th

195、e COVID-19 pandemic,magnifies supply chain vulnerabilities across the nation and the world.Insufficient investment in infrastructure makes our supply chains vulnerable.Labor markets have also been affected as some workers have left the workforce,delayed returning to work,or switched careers as the r

196、esult of the pandemic.Volatile economic conditions have persisted throughout the pandemic.The surge in demand for goods,coupled with unpredictable interruptions to manufacturing and port operations,has caused a rapid rise in shipping prices.Workforce shortages prompted by public health measures and

197、other factors 4 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation compounded these effects and helped contribute to unprecedented levels of congestion at ports and rail terminals.Supply chains did show a degree of resilience during t

198、hese disruptions,however.For instance,passenger airlines converted empty flights to freight cargo routes,making up for lost passenger traffic revenue and providing shippers an alternative to ocean shipping.4 This type of flexible response helped to reduce the enormous supply shortages of essential g

199、oods seen early in 2020,such as food products and personal protective equipment.Despite these adaptations,more than two years into the pandemic,supply chain disruptions continue,proving that the system needs to be much more resilient.While the scale of disruption caused by the COVID-19 pandemic is e

200、normous,it is not the first event to disrupt supply chains and it will not be the last.In the past,infrastructure failures,workforce challenges,natural disasters,cybersecurity breaches,changing international trade policies,and global conflicts have upset supply chains,causing price fluctuations,unfi

201、lled orders,challenges for workers and families,and lost economic productivity(see Table 1).Table 1:Examples of Transportation System Disruptions with Freight Movement Implications Type of Disruption Example Infrastructure Failures In May 2021,a crack in a steel beam forced the closure of the Inters

202、tate 40 bridge that connects Arkansas and Tennessee over the Mississippi River at Memphis,a critical freight hub.Hundreds of barges were held up on the Mississippi River for days and the more than 35,000 vehicles that cross the bridge dailyabout a third of them commercial traffichad to rely on the o

203、nly other nearby bridge or reroute more than 100 miles north.5 Transportation Safety Incidents When the Ever Given,one of the largest container ships ever built,became stuck in the Suez Canal for 6 days in March 2021,it inhibited worldwide shipping and froze nearly$10 billion in trade a day.6 At pea

204、k,at least 366 vessels were stuck waiting to pass through the Suez Canal.7 Severe Weather In early 2021,unusually cold temperatures in Texas led to energy outages that affected chemical manufacturing facilities and other supply chains in Houston,Texas.The energy outages caused facilities to shut dow

205、n for months and led to one of the most expensive weather events in U.S.history.The Texas freeze impacted 25-33 percent of the chemical industry;one example was a glue shortage for the cardboard box industry.8 5 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.

206、Department of Transportation Type of Disruption Example Cyberattacks A ransomware attack on the Colonial Pipeline halted pipeline operations for several hours on May 7,2021.Delays in restoring pipeline operations threatened fuel supplies and refinery operations leading to panic buying.9 In response

207、to the delays,the Federal Motor Carrier Safety Administration(FMCSA)issued a regional emergency declaration to keep fuel supply lines open for 17 States.10 Terrorism The terrorist attacks on the United States on September 11,2001,killed nearly 3,000 people.This attack severely disrupted aviation as

208、well as the flow of both people and goods along the eastern seaboard in the weeks and months after the attacks.Workforce Challenges The COVID-19 pandemic exacerbated longstanding workforce challenges in the trucking industry,including high turnover rates,an aging workforce,long hours away from home,

209、and time spent waitingoften unpaidto load and unload at congested ports,warehouses,and distribution centers.Changes to International Trade Regimes Changes in trade and immigration rules in the United Kingdom related to its withdrawal from the European Union on January 31,2020,resulted in shortages o

210、f critical goods,and severely disrupted the regional and international economy.Public Health Strict COVID-19 restrictions in southeastern Asia caused widespread closures of port facilities in 2020 and 2021,resulting in shipping bottlenecks in the South China Sea and intermittent disruptions in manuf

211、acturing and port operations in China.6 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 1.3 Freight and Logistics System Resilience Resilience refers to the ability of a system to adapt to changing conditions or withstand and rapid

212、ly recover from disruption due to emergencies or shocks.Disruptions to freight systems alter the flow of goods,affecting business operations by causing delays and missed shipments,and incurring costs borne by businesses,workers,and consumers.Increasing freight flows place strain on the nations trans

213、portation system.When coupled with aging transportation infrastructure and constrained capacity,increased flows can contribute to reducing the resilience of the nations freight system,increasing the effects of disruptions,and slowing recovery from disruptive events.Resilient systems allow for reliab

214、le service after small disruptions and a quick return to service after large disruptions(see Figure 2).Properties of resilient systems include maintaining excess capacity or adaptive strategies that enable systems to absorb shocks.Resilient systems are less dependent on single nodes,conduits,or sour

215、ces that can become bottlenecks or points of failure during a disruption.Resilient systems may instead rely on diverse and often redundant sources or conduits that provide alternatives should one node or conduit fail.Resilient systems tend to be highly connected yet secure and are flexible and adapt

216、ive so that they can easily switch from one option to another.Resilient systems are also repairable and can also be quickly restored to limit the duration of a disruption.It is worth noting that resilience describes how a systemnot its component partsperforms or functions.Resilience is a characteris

217、tic of the long-term performance of a system.A systems resilience is generally only tested and known when that system is subject to a disruption or changed conditions.7 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 2:Prope

218、rties of a Resilient System Source:USDOT John A.Volpe National Transportation Systems Center,(no date).A resilient freight system should:Demonstrate responsive and flexible operations,such as an ability to reroute supply chains quickly and add capacity where needed in response to surges in demand.Ha

219、ve infrastructure capable of maintaining performance and security,and resisting damage under stress and,when damaged,be able to be repaired quickly.Demonstrate a high degree of connectivity to enable the shifting of supply chains to alternative routes or modes.Building the resilience of the nations

220、supply chains requires Federal leadership to coordinate efforts across a wide range of freight and logistics stakeholders,including coordination among and between the public and private sectors to ensure efficient freight transportation flows for both emergency response and economic recovery activit

221、ies.Business strategies to strengthen supply chain resilience include diversifying sources of supplies and routes,improving the ability of the private sector to pivot to alternative processes and products,and,relatedly,increasing the visibility of supply chains and freight movements.11 The public se

222、ctor can support supply chain resilience by improving the connectivity,capacity,and resilience of freight infrastructure,adapting regulations and policies that affect(or constrain)freight movements,convening stakeholders and conducting contingency planning to coordinate 8 Supply Chain Assessment of

223、the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation responses in case of disruption,and enhancing freight data and data accessibility.As these efforts progress,we must also recognize that a more resilient supply chain should recognize and mitigate long-standing

224、pollution and economic issues that negatively impact communities of color,low-income,and indigenous communities.The workforce on which a resilient supply chain is built also draws largely from these vulnerable communities.1.4 Federal Role in Freight and Supply Chains The Federal Government plays an

225、important role in supporting and overseeing our nations freight transportation system.This role is enumerated in the U.S.Constitutions Commerce Clause,which authorizes Congress to regulate commerce among the States and with foreign nations.12 Interstate and international commerce are major component

226、s of the nations economy:more than half(52 percent)of all freight by value crosses State lines and more than a quarter(27 percent)of freight movement is attributed to international imports and exports.13 Broadly,the Federal role in freight and logistics can be described by the following activities:F

227、unding:Provide funds to construct,maintain,and rehabilitate highways,bridges,railroads,tunnels,ports,locks,and other public transportation infrastructure.Regulation:Establish rules and standards to ensure safety and efficient interstate commerce.Oversight and enforcement:Ensure all stakeholders foll

228、ow the laws,rules,and regulations that make the freight and logistics system safe and fair.Data:Compile and publish data describing freight system performance to support decision-making.Cooperation:Improve coordination among freight stakeholders to identify freight policy priorities and enhance oper

229、ational communications.Technical support and guidance:Provide training,share notable practices,and offer other technical assistance to State,regional,and local governments to enhance public sector freight expertise as well as to relevant private sector entities(e.g.,railroads,pipelines).Due to the i

230、nterconnected nature of supply chains,the Federal Governments role in supporting resilient freight and logistics systems extends beyond the purview of any one department or agency.The Departments of Commerce,Labor,and Homeland Security,and independent regulatory agencies such 9 Supply Chain Assessme

231、nt of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation as the Federal Maritime Commission and the Surface Transportation Board,and others,each play a significant role in supporting supply chain resilience.The Federal Government cannot do this work without the

232、 support of non-Federal partners,however.Many freight facilities are owned by State,regional,or local governments or by private industry.Most supply chain operations are handled by the private sector.The public sector manages,funds,and oversees some of the transportation infrastructure that connect

233、these nodes,with the notable exceptions of railroads and the logistics sector(e.g.,warehousing,distribution centers,etc.).Government agencies must work closely withand ensure proper oversight and regulation ofprivate sector supply chain stakeholders to support a resilient supply chain.10 Supply Chai

234、n Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2.0 Freight and Logistics Trends The demand for consumer goods has surged during the COVID-19 pandemic as consumers have shifted their spending from services to goods.Many of these goods are imp

235、orted or rely on parts or materials sourced from abroad.At the same time,the pandemic has created disruptions in supply chains,including for businesses and workers.Surging demand for imported containerized goods and supply chain disruptions are among the numerous factors that have contributed to unp

236、recedented levels of congestion at ports and intermodal facilities.These short-term changes have been coupled with long-term,macro-scale trends in the freight and logistics industry,brought on by deregulation of the ocean shipping industry,that have produced conditions that make the nations freight

237、system more vulnerable to disruption than in the past.As one industry expert noted,“this current supply chain challenge is 40 years in the making.”14 Over time,increased international trade,rising demand for consumer goods,sustained macroeconomic growth,and other factors have increased demands on ou

238、r transportation industrial base.U.S.manufacturers and retailers increasingly rely on global supply chains for products and resources.In recent decades,U.S.firms trying to lower their labor and inventory costs have turned to strategies such as outsourcing,offshoring,and“lean manufacturing,”which opt

239、imizes processes and limits waste.While these strategies have in some circumstances reduced prices for consumers and increased profits,contributing to economic growth,they have also contributed to increasing the vulnerability of supply chains to disruption.Rising e-commerce and increased consumer de

240、mand for rapid home delivery have led to significant changes in how supply chains operate,as retailers seek to increase the speed and efficiency of their networks to distribute goods directly to consumers.The evolution of supply chain distribution has led to rising consumer expectations for rapid de

241、livery,and this demand has put increasing pressures on logistics,warehousing,and last-mile delivery services.11 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Retailers face steep competition to move goods efficiently to consumers

242、 at increasing speed.This dynamic is driving demand for land to support distribution centers for both retail and last-mile delivery,and for labor to stock warehouse shelves and make deliveries.At the same time,the labor force has aged,and parts of the logistics industry have increasingly struggled t

243、o recruit and retain new workers due to challenging working conditions and reductions in take-home pay,especially in industries like trucking.In addition to demographic and economic changes,climate changeparticularly the increased frequency and severity of extreme weather eventshas increased the pot

244、ential for disruptions to supply chains.2.1 Globalization of Supply Chains and Growing International Trade Over time,businesses have become increasingly dependent on a mix of global and domestic supply chains to provide products and services that meet the demands of U.S.consumers.Increasingly,U.S.su

245、pply chains rely on materials,technologies,labor,and production facilities located abroad.Since 1970,trade relative to gross domestic product(GDP)has more than doubled,growing from 10.7 percent of GDP to 26.3 percent of GDP in 2019.15 Americas ports,airports,border crossings,and intermodal corridors

246、 facilitate much of this international trade.For example,of the roughly 2.1 billion tons of goods imported to and exported from the United States in 2020,70 percent passed through American seaports.16 A significant portion of these goods arrive and depart from U.S.ports in 40-foot containers stacked

247、 onto large cargo ships.An increase in trade with China has resulted in more trade moving through Pacific coast ports,and the newly expanded Panama Canal allows larger vessels to transit between the Atlantic and Pacific Oceans.From 2015 to 2019,the number of 20-foot equivalent units(TEUs)of containe

248、rized cargo handled by the top 25 U.S.ports increased by 18.6 percent.17 As global container trade has grown,container ships have steadily increased in size.Modern ultra large container vessels(ULCVs)can carry more than 21,000 TEUs of containerized cargo.Many U.S.ports have bridge height or channel

249、depth limitations that restrict their ability to receive the largest classes of vessels.Many U.S.ports also lack the capacity and equipment to efficiently dock,unload,and load larger vessels.The surge of cargo coming off larger vessels can also strain landside infrastructure and operations.As a resu

250、lt,more container traffic flows through a smaller number of U.S.ports with the offshore and onshore capacity to handle the largest vessels and their cargo.Today,about more than 95 percent of containers handled in the U.S.flow through the top 25 container ports,with almost 80 percent coming from the

251、top 10.18 Forty percent of these containers flow through just two portsLos Angeles and 12 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Long Beach.19 See Figures 3 and 4 for additional context on how freight flows through the tra

252、nsportation system.Figure 3:Freight Flows by Highway,Railroad,and Waterway,2017 Notes:Waterway and port tonnages are based on data for 2017 and rail is based on 2016 data.One short ton=2,000 lbs.Sources:Bureau of Transportation Statistics(BTS)Freight Facts and Figures 2018,Figure 3-3.Highway:U.S.Dep

253、artment of Transportation(USDOT),Bureau of Transportation Statistics and Federal Highway Administration,Freight Analysis Framework,version 4.5,2019.Rail:USDOT,Federal Railroad Administration,2019.Inland Waterways:U.S.Army Corps of Engineers,Institute of Water Resources,Annual Vessel Operating Activi

254、ty and Lock Performance Monitoring System data,2018.13 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 4:Top Air Cargo Airports by Weight of Cargo,2018 Note:Data from Bureau of Transportation Statistics,Air Carrier Statistic

255、s:T-100 Domestic Market(All Carriers),https:/www.bts.gov/browse-statistical-products-and-data/bts-publications/%E2%80%A2-data-bank-28dm-t-100-domestic-market-data-us Source:National Freight Strategic Plan,(2020),https:/www.transportation.gov/sites/dot.gov/files/2020-09/NFSP_fullplan_508_0.pdf Domest

256、ically,trucks carry the most freight as measured by tonnage and value.Trucks are also essential for drayage operations at ports,which involves moving containers short distances to storage facilities or intermodal terminals.Railroads and waterways also carry significant volumes of freight,particularl

257、y for freight moving longer distances and for international trade.Increasing international trade has spurred demand for intermodal traffic on railroads,where trains carry trailers or containers on flatcars.According to the Association of American Railroads(AAR),at least 42 percent of the carloads an

258、d intermodal units that railroads carry are directly associated with international trade.U.S.rail intermodal volume grew from 9 million containers and trailers in 2000 to 14.5 million units in 2018.While intermodal traffic declined on an annual basis in 2020,demand for intermodal traffic at West Coa

259、st ports surged in the second half of 2020.20 Our neighboring countries are the nations biggest trading partners.Trade with Mexico and Canada accounted for nearly 30 percent of U.S.foreign trade in 2019.21 North American trade increased 14 Supply Chain Assessment of the Transportation Industrial Bas

260、e:Freight and Logistics U.S.Department of Transportation significantly in recent decades,intensifying congestion at border crossings.Between 2008 and 2018,total North American trade increased by 27 percent22 and the weight of goods shipped to and from our North American neighbors by truck and train

261、increased by 28 percent.23 The most heavily trafficked border crossings for truck freight are in Laredo,Texas,and Detroit,Michigan.A 2019 Government Accountability Office(GAO)report cited several infrastructure constraints at land border crossings including limited inspection capacity,technology cha

262、llenges,and security limitations.24 Figure 5:Value of U.S.Monthly Imported Goods,2010-2021 Source:U.S.Census Bureau,(No Date),“U.S.International Trade Data,”https:/www.census.gov/foreign-trade/data/index.html 2.2 Overall Growth in Freight Demand Population and economic growth are increasing demand f

263、or goods and freight transportation.The U.S.population has grown by about 18 percent since 2000,adding about 50 million additional people.25 Meanwhile,freight demand grew by more than 16 percent as measured by total ton-mileage moved since 1997.26 Freight demand has grown even more rapidly during th

264、e COVID-19 pandemic.As Americans spent more time at home,consumers have shifted spending on services like dining out,traveling,and gym memberships to the purchase of physical goods such as home gym and office equipment and yard 050,000100,000150,000200,000250,000300,000Mar-10Aug-10Jan-11Jun-11Nov-11

265、Apr-12Sep-12Feb-13Jul-13Dec-13May-14Oct-14Mar-15Aug-15Jan-16Jun-16Nov-16Apr-17Sep-17Feb-18Jul-18Dec-18May-19Oct-19Mar-20Aug-20Jan-21Jun-21Nov-21Millions of dollars 15 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation furniture.Goods

266、consumption has risen by 23 percent above pre-pandemic levels and new orders for products have continued to be placed at record levels in late 2021.27 While increased goods consumption has contributed significantly to COVID-19 related freight bottlenecks,this trend may only be temporary.While most e

267、conomists expect consumer spending to revert to services in the future as the pandemic wanes,28 the lasting impacts of this public health crisis are difficult to predict.Figure 6:Projected U.S.Freight Growth by Mode,2020-2045 Notes:FAF5 projections are based on 2017 base year data.FAF aggregates dat

268、a from the Commodity Flow Survey(CFS),Census Foreign Trade Statistics;Economic Census data;the Department of Agricultures Census of Agriculture;Vehicle Inventory and Use Survey(VIUS),National Highway Planning Network(NHPN);Highway Performance Monitoring System(HPMS),Energy Information Administration

269、(EIA),and other industrial data.Additional documentation and technical specification for how these data are aggregated for base year values and projections can be found at:https:/faf.ornl.gov/faf5/data/FAF5_Base_Year_Method_12-2021_FINAL.pdf Source:Federal Highway Administration,(no date),“Freight A

270、nalysis Framework 5,”https:/faf.ornl.gov/faf5/dtt_total.aspx Demand for freight is expected to grow by about 40 percent by 2045.Air cargo(a projected 84 percent increase by tonnage),shipping by multiple modes(58 percent increase),and truck freight(42 percent)are projected to grow at the fastest rate

271、s during this time.Even as these modes grow rapidly in the coming decades,trucking is projected to remain the predominate method of shipping in the U.S.,moving 66 percent of total volume in 2045.29 If demand for truck and air transportation grow faster than demand for other modes,as expected,it may

272、generate more congestion on heavily traveled truck routes and increase airspace and runway competition at major distribution hub airports.05,00010,00015,00020,00025,00030,0002020202520352045THOUSANDS OF TONSTruckRailWaterAir(include truck-air)Multiple modes&mailPipelineOther and unknown 16 Supply Ch

273、ain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2.3 Increased E-Commerce and Direct-to-Consumer Logistics The rise of e-commerce has changed how retailers and consumers interact with each other.Increasingly,consumers purchase goods online a

274、nd retailers deliver purchases directly to the consumers home.In 2019,e-commerce sales grew by more than 16 percent and accounted for more than 11 percent of all retail sales,but in 2020,e-commerce sales increased by more than 30 percent and comprised 14 percent of all retail sales.30 This trend has

275、 increased the number of short-haul and last-mile truck trips.It has also spurred demand for warehousing,especially at sites near urban consumer markets,resulting in rising warehouse purchase and development costs.Figure 7:Quarterly E-Commerce Retail Sales Source:Federal Reserve Economic Data(FRED)a

276、nd U.S.Census Bureau.https:/www.census.gov/retail/ecommerce/historic_releases.html As retailers seek to deliver products to consumers as quickly as possible,same-day delivery is now the fastest-growing service type for e-commerce deliveries.According to a 2020 survey,67 percent of U.S.consumers expe

277、ct either same-,next-,or two-day delivery.The pressures associated with shorter delivery windows and just-in-time inventory management have emphasized last-mile delivery.However,increased time pressures on delivery can incentivize the use of more costly or less-efficient freight 050,000100,000150,00

278、0200,000250,000Q1 2016 Q3 2016 Q1 2017 Q3 2017 Q1 2018 Q3 2018 Q1 2019 Q3 2019 Q1 2020 Q3 2020 Q1 2021 Q3 2021Millions of Dollars 17 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation transportation services,such as truckload carrier

279、services and air freight.Furthermore,an estimated 15 to 30 percent of all online orders are returned,placing further demands on delivery services and warehouses.31 2.4 Changing Workforces and Technology Transportation industry activities represent more than 8 percent of U.S.GDP.32 Approximately 14.5

280、 million jobsabout 9 percent of the U.S.civilian workforceare transportation related,including approximately 2.7 million people employed as truck drivers.33 Millions of new workers will be needed to fill vacancies as the industry grows and the current workforce ages.Yet many freight industry employe

281、rs are experiencing challenges recruiting and retaining qualified applicants due to challenging working conditions.As e-commerce creates additional demand for warehousing jobs and short-haul freight,long-haul trucking positions may become harder to fill.The barriers for new drivers entering the work

282、force are also high:there are age and licensing requirements for commercial truck drivers due to the safety sensitivity of the job,and it takes time,training,and money to obtain a commercial drivers license(CDL).Challenging working conditions,including long hours spent away from home,have contribute

283、d to high turnover rates in long-haul trucking.34 Coupled with increasing wages in other sectors,such as construction,warehousing,local truck transportation,and an aging workforce;these factors may result in many potential truck driver applicants looking elsewhere for employment.Adoption of new tech

284、nologies and business practices promises to reduce waste and improve safety and efficiency,but poor implementation can come at the cost of jobs and resilience,as workers are asked to do more with less.For example,the number of Class I railroad employees has declined by nearly 25 percent over the pas

285、t two years.35 Railroads have increasingly adopted precision railroading,due at least partially to pressure from investors seeking to prioritize reducing operating ratios and increasing stock value over transportation efficiency and resilience.This business practice relies on longer trains to reduce

286、 costs;however,some shippers have complained that the practice has reduced performance and resilience,disrupted service schedules,and increased demurrage charges.36 In addition,as the freight and logistics industry becomes increasingly reliant on interconnected systems to track global supply chains

287、and meet the demands of just-in-time logistics,these systems also become more vulnerable to risks associated with cyberattacks or other outages.Trucking,shipping,and pipeline companies have become a target for attacks that have crippled critical information technology systems and cost firms millions

288、 of dollars.18 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2.5 Increased Disruption Caused by Climate Change Environmental factorsspecifically climate changefurther stress our nations freight and logistics system.Increases in h

289、eavy precipitation events,coastal flooding,heat,wildfires,and other extreme weather threaten our aging and deteriorating transportation infrastructure.Much of our nations critical freight infrastructure is in regions vulnerable to flooding,including many ports,airports,and rail lines.Storm-related f

290、loodingexacerbated by rising sea levels in coastal areascan close railyards,low-lying roads,and maritime port cargo facilities.High temperatures can accelerate the deterioration of pavement on roads and runways,and cause railroad track failure.37 Beyond affecting physical infrastructure,extreme weat

291、her events can disrupt the supply of equipment,technology,and labor on which our freight system depends.To address the threats from climate change,freight and logistics systems will need to both reduce emissions to keep climate disruptions from becoming worse and build them to withstand the climate

292、disruptions that are already occurring.Transportation accounted for the largest portion(29 percent)of total U.S.greenhouse gas(GHG)emissions in 2019.More than one-third of that amount came from freight transportation,especially medium and heavy trucks,which accounted for 24 percent of U.S.transporta

293、tion sector GHG emissions despite making up only 9 percent of total vehicle travel.38 Concerns about freight-related emissions have led consumers,shareholders,local communities,and governing bodies to increase pressure on shippers and carriers to reduce their environmental impacts,including by optim

294、izing their operations to lower greenhouse gas emissions and shifting to clean vehicles and fuels.As part of this effort,the Biden-Harris Administration has set an ambitious goal that at least half of all new vehicles(including both light-and heavy-duty vehicles)sold in the United States by 2030 wil

295、l be zero-emissions vehicles,including battery electric,plug-in hybrid electric,or fuel cell electric vehicles.39 In addition,the Administration has announced a comprehensive approach to addressing emissions from cargo and passenger aviation with a goal of net-zero emissions by 2050.40 The approach

296、includes the Sustainable Aviation Fuel(SAF)Grand Challenge,41 setting ambitious goals for three billion gallons of SAF by 2030 and 35 billion gallons of SAF by 2050,enough to supply 100 percent of U.S.fuel demand in 2050.In response,carriers are exploring the use of electric and alternative fuel veh

297、icles and making sustainability commitments.Examples include United becoming the first airline to use 100 percent SAF for a demonstration flight42 and Maersk planning to operate its first zero-emission container ship starting in 2023.43 Major U.S.cargo and passenger airlines have committed to net-ze

298、ro carbon emissions by 19 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2050.44 Furthermore,as the demand for short-haul trucking increases due to e-commerce and home delivery trends,the use of bicycles and smaller electric vehic

299、les to deliver cargo in dense urban areas have been identified as options to reduce truck-related fuel consumption and emissions.2.6 Public Disinvestment in Infrastructure Investment in the roads,bridges,canals,ports,and other infrastructure that freight moves through,on,and over has not kept pace w

300、ith the growth of the U.S.economy.While nominal investment in the nations transportation system has steadily increased since 1980,the economy has grown faster,as shown in Figure 8.Without investment in upgrades,aging infrastructure can result in unanticipated repair costs and reduce the efficiency o

301、f supply chains.For example,weight-restricted bridges may lead to route detours for large trucks and uneven pavement conditions(e.g.,potholes)cause lower travel speeds for goods-carrying vehicles traveling by road.Figure 8:Transportation Infrastructure:Sources of Nondefense Nominal Investment and as

302、 a Percent of Gross Domestic Product,1962 to 2017 Source:Congressional Budget Office,(2019).“Federal Investment,1962 to 2018,”https:/www.cbo.gov/system/files/2019-06/55375-Federal_Investment.pdf,24 20 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department

303、of Transportation The nations aging inland waterway system is a source of major delay for its users,particularly U.S.agriculture and chemical industries.The U.S.Army Corps of Engineers reported in 2017 that the average age of all locks in the nation was 62 years.45 In 2020,nearly half(47 percent)of

304、all vessels traveling through public locks experienced delays,and the average delay for a locked vessel was over two hours.46 Investment in the nations inland ports and facilities has steadily decreased since the 1960s,and State and local governments have taken on an increasing burden to invest in t

305、he facilities.47 The Congressional Budget Office reported that public investment in waterborne infrastructure as a share of GDP was at a 55-year low in 2017.48 Public investment has lagged in all parts of the transportation system,though the extent of disinvestment varies by mode and region.Limited

306、data availability makes it difficult to precisely measure freight network conditions.For example,while the Federal Government collects and publishes data on bridge and pavement conditions on roads and runways,data on rail and pipeline conditions(which are typically privately owned)are far more limit

307、ed.Even when data is publicly available,the processes to collect,standardize,vet,and publish are lengthy,and data are often several years out of date by the time they are published.The American Society of Civil Engineers(ASCE)estimates that the deficient and declining state of surface transportation

308、 could cost Americans almost$3 trillion in declining business productivity and personal budget impacts by 2040.49 In addition to declines in infrastructure investments,expenditures related to infrastructure operations and maintenance have increased by nearly 10 percent over the past decade.50 This m

309、eans that the nation now spends more money to maintain existing infrastructure across the country than to build new facilities or invest in significant upgrades to infrastructure.While public investment in infrastructure has declined,infrastructure needs have continued to grow.Consistent and predict

310、able investments across the freight and logistics sector are necessary to adapt to changing business trends and new technologies to secure and upgrade data and collection systems to gather more frequent metrics and to enhance physical and cybersecurity systems.Investments are also needed to ensure a

311、dequate capacity and system connectivity,and to create more resilient infrastructure in response to climate change impacts like storm surge,sea level rise,and extreme weather events.Investment in the nations freight transportation system is set to increase over the next decade due to funding provide

312、d by the Bipartisan Infrastructure Law(BIL),the single largest investment in repairing and reconstructing the countrys roads,and bridges since the construction of the Interstate Highway System.The BIL includes a 40 percent increase to Federal-aid funding programs,$17 billion in port infrastructure 2

313、1 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation and waterways funding,and$25 billion in airport funding to address maintenance backlogs and reduce congestion.51 2.7 Industry Consolidation Large sectors of the freight market have

314、experienced significant consolidation over the last several decades,leading to increased shipping rates.Freight carriers across these sectors have merged to form fewer,larger companiesnearly all of which are foreign-ownedthat control larger market shares.These massive companies can use their large m

315、arket shares to influence shipping capacity and rates and disadvantage American exporters.52 The ocean carrier industry is essential to our supply chains because it carries the majority of the nations international trade.Today,the vast majority of oceangoing international trade moves in containers,w

316、hich has streamlined costs by limiting the number of times a product is handled in transport,reducing liability costs,and enabling goods to be easily transferred to trucks or rail for movement to customers.53 Over the past 20 years,vessel sizes have increased dramatically,with the largest vessels gr

317、owing from around 15,000 containers in 2006 to more than 24,000 today.54 As in other industries,maritime shipping firms have pursued mergers and alliances between carriers to gain economies of scale and competitive advantages in the global marketplace.In 2000,the ten largest ocean shipping companies

318、 controlled 51 percent of the shipping market.Today,that figure is more than 80 percent.55 Major ocean carriersnone of which are U.S.ownedhave also formed alliances through which they pool vessels and capacity along defined routes.This allows them to reduce the total number of ships needed to operat

319、e and facilitates the use of increasingly large ships.Ocean carriers,both alone and through their operating alliances,use their market power to control capacity and maintain shipping rates.56 For example,many container exporters and importers have raised concerns about ocean carriers and marine term

320、inal operators charging high detention and demurrage fees,which are often passed onto shippers and cannot be avoided due to a lack of suitable alternative carriers at a given port.57 In the global maritime container manufacturing industry,China has near-total control of production.Three Chinese comp

321、anies account for 96 percent of the worlds dry cargo containers and 100 percent of the refrigerated containers.58 While shipping container shortages dominated news coverage during the early days of the COVID-19 pandemic,overall global supply of containers was likely adequate to meet demand,however,c

322、ontainers were not located where they were needed(see Section 3.7:Container Availability).However,the concentrated control Chinese firms have over the container market creates 22 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation supp

323、ly chain vulnerabilities,given that the entire global container market may be affected by an emergency shutdown or reduced production capacity at just a handful of manufacturing plants.Both the concentration of container chassis ownership and changing corporate equipment leasing strategies have cont

324、ributed to bottlenecks in the supply chain that predate the COVID-19 pandemic.Prior to the 2008 recession,ocean carriers generally owned and provided container chassis as part of their overall shipping packages and rates.59 Since that time,most ocean carriers have shifted their business models to us

325、e third-party intermodal equipment providers(IEPs)to provide chassis.60 Today just three companies own and lease nearly all international container chassis in the U.S.and these businesses maintain exclusivity clauses in their agreements with the major ocean carriers.As an analysis by the Maritime Tr

326、ansportation Research&Education Center concluded,this means“a motor carrier with permission to pick up a container from one ocean carrier would not have permission to use anothers chassis,despite complete interchangeability of equipment.”61 U.S.freight rail has also seen significant consolidation in

327、 the past several decades.Congress largely deregulated the rail industry in 1980 under the Staggers Act,due in part to concerns about the long-term economic stability of the 26 Class I railroads that existed at the time.Initially,rail shipping rates dropped quickly.However,subsequent mergers among c

328、arriers in the 1980s and 1990s left just seven Class I railroads by 2001.Today,across much of the country,Class I railroads have few competitors within the geographies they serve.One analysis by a rail industry advocacy group indicates that rail shippers are bearing the financial burden of railroad

329、consolidation(Figure 9).Between 2002 and 2019,long-distance trucking rates increased by 40 percent,at a similar rate to economy-wide inflation,while rail rates increased 96 percent,and non-competitive revenue has increased 230 percent on average since 2004.62 23 Supply Chain Assessment of the Transp

330、ortation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 9:Rail Industry Consolidation Has Allowed Railroads to Increase Rates Dramatically More than Inflation and Trucking(Based on Cents per Revenue Ton-Mile 2002-2019)Note:Author cites the following data sources:Rail R

331、ate Increases are taken from the AAR Railroad Facts Books.Trucking Rates utilize the BLS Long Haul Truck Rate Index.Inflation uses the Consumer Price Index for All Urban Consumers(CPIU)Source:Rail Customer Coalition,(2021),“Economic Analysis:Consolidation and Increasing Freight Rail Rates”https:/ 24

332、 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 3.0 Challenges in Supply Chain Resilience The resilience of Americas supply chains relies on quality physical infrastructure,access to human capital,and a growing need for technologi

333、es and data that support how goods are moved.These facets of the nations supply chains face numerous challenges,many of which have been exacerbated by the COVID-19 pandemic.They include congestion,last-mile freight delivery,chassis and container availability,infrastructure outages,warehousing capacity,workforce conditions,regulatory flexibility,and data availability.The current pandemic-induced su