Capacity constraints in auto logistics represent a significant challenge, affecting the entire supply chain from manufacturing to delivery. Several factors contribute to these constraints, creating a complex scenario for logistics managers.
One of the primary causes is the shortage of drivers, which is exacerbated by an ageing workforce. Many drivers are nearing retirement age, and there are insufficient younger drivers entering the profession to replace them. This issue is further compounded by stringent regulatory changes, such as the Hours-of-Service standards, which limit the number of hours a driver can be on the road. While important for safety, these regulations reduce the trucking industry's overall capacity (1).
Economic pressures also play a role. Increasing operational costs, including fuel and maintenance, have led to numerous bankruptcies within the trucking sector. For instance, nearly 400 carriers filed for bankruptcy in a single quarter recently, significantly reducing available capacity in the market. This financial strain forces remaining operators to increase prices, further complicating logistics for automotive companies (2).
In addition to driver shortages and economic pressures, the physical infrastructure itself is often a limiting factor. Ports, railways, and warehouses frequently operate at or near maximum capacity. This is particularly evident in busy periods or when demand spikes unpredictably. For example, bottlenecks at ports and railheads can lead to significant delays in vehicle delivery, impacting the entire supply chain (3).
Managing these capacity constraints requires innovative strategies. Companies are increasingly turning to technology for solutions. Utilizing advanced telematics and real-time tracking systems helps optimize route planning and improve truck utilization. Moreover, shifting some logistics operations to intermodal transportation, where goods are transported using multiple modes like rail and road, can alleviate some pressure from overburdened trucking networks.
Another effective strategy is outsourcing logistics operations to third-party providers. This allows companies to leverage the expertise and resources of specialized logistics firms, often leading to better capacity management and cost savings. Additionally, demand forecasting and inventory optimization can help predict and plan for capacity needs more accurately, ensuring that resources are allocated efficiently and effectively (delve deeper into our article about "Vehicle Logistics Software").
As we have seen above, managing auto logistics is crucial to maintaining production flow and meeting delivery deadlines. BMW Group's San Luis Potosí plant in Mexico faced significant challenges due to transport capacity constraints. Raúl Gamboa, head of logistics, production control, and production systems at the plant, provided insights into how his team addressed these issues (4).
Background
The San Luis Potosí plant produces 450 vehicles daily, exporting 32% to North America and 50% to Europe. In 2023, the plant encountered several external disruptions impacting outbound logistics, including port congestion, a shortage of haulage equipment and drivers, and limited rail capacity for finished vehicle deliveries. These issues caused the plant's vehicle inventory to swell from around 2,000 to more than 14,000 vehicles.
Challenges
Port congestion was a major issue caused by delays in ro-ro vessels and a shortage of transport capacity. The federal government's decision to deploy the Marine Corps for customs control further complicated logistics as they needed industry-specific knowledge, particularly impacting operations at the Veracruz port. Road transport limitations were another significant problem. A shortage of haulage equipment and drivers restricted the movement of vehicles from the plant to the ports. This bottleneck was exacerbated by the logistical gridlock at the ports, trapping truck capacity. Additionally, limited rail capacity for vehicle deliveries contributed to the backlog, compounding the inventory issues at the plant.
Strategic Responses
BMW responded by acquiring additional capacity on the spot market, utilizing flatbed carriers and containerizing vehicles to mitigate transport shortages. The logistics team also arranged additional storage space at the port of Altamira to alleviate the congestion at Veracruz. Enhancing supply chain transparency was another critical strategy. By centralizing all logistics information, the team enabled quicker and more informed decision-making. The development and deployment of digital tools helped monitor and manage outbound logistics more effectively. Redefining key performance indicators allowed BMW to steer mitigation actions better. Lessons from inbound logistics, including predictive tools, were adapted to improve outbound logistics efficiency. Strengthening partnerships with logistics service providers was also a priority. BMW emphasized long-term relationships with these providers, integrating them into the digitalization efforts to ensure transparency and collaboration.
Outcomes
These strategic measures significantly reduced the vehicle inventory at the San Luis Potosí plant to 4,000 vehicles. The enhanced transparency and predictive tools improved efficiency in the plant yard and port operations, ensuring compliance with delivery schedules. BMW's proactive approach has fostered a more sustainable logistics strategy, enabling quicker responses to ongoing and future challenges.
Conclusion
The case of BMW's San Luis Potosí plant underscores the importance of agility, transparency, and strong partnerships in overcoming logistics challenges. Through innovative strategies and collaborative efforts, BMW has navigated significant disruptions and established a more resilient and efficient logistics framework for the future.
For a regional perspective, have a look at finished cars logistics in Mexico.
Volkswagen Group of America faced significant logistical challenges in North America due to unexpected obstacles that necessitated innovative solutions. Anu Goel, Executive Vice-President for Group Aftersales and Service, details how the company adapted to these challenges using data-driven decision-making and strong collaborative relationships with logistics providers (4).
Background
By May 2023, Volkswagen Group of America's sales had surged by 73%, prompting a revision of its production plan across North America. Production was doubled in June, but by July, the company faced a crisis. The expected transport capacity to move vehicles from its Puebla factory in Mexico to the rest of North America was unavailable. The backlog of vehicles, worth $1.6 billion, was caused by several factors, including a shortage of railcars, port congestion at Veracruz due to late vessel arrivals, tight ro-ro capacity worsened by bad weather, and a lack of road haulage equipment and drivers.
Challenges
The transport capacity required to move vehicles from Puebla to North America did not materialize. A shortage of railcars and severe congestion at the port of Veracruz exacerbated this situation. Vessel arrivals were delayed by 5-8 days, and bad weather further tightened ro-ro capacity. Additionally, there was a significant shortage of road haulage equipment and drivers to transport vehicles to the port, making plant-to-port logistics highly inefficient.
Strategic Responses
Immediate action was necessary to support North American sales and reduce working capital. VW Group of America restructured its operations, thinking of North America as a single region and forming a virtual North American task force that met daily to coordinate vehicle movement across the region.
To address the railcar shortage, VW signed a long-term contract with one of the two finished vehicle rail providers operating out of Mexico. Additionally, VW opened a third port facility at Tuxpan, north of Veracruz, and chartered a dedicated short-sea vessel to the port of Houston. They expanded yard capacity at Veracruz, optimized shipping schedules with two additional ro-ro vessels, and achieved full visibility on vessel arrivals. To further alleviate the backlog, VW transported 20,000 vehicles in containers to the US over a 6-8 week period, increasing the number of cars per container from two to between four and five, significantly reducing the cost.
VW Group of America also began moving short-sea volumes to the port of Freeport, which has a storage capacity for 15,000 vehicles. The overarching goal was to expedite vehicle movement from Mexico to the US, aiming for a 30-day delivery schedule from the assembly line in Puebla to the US dealer network. Each day reduced from this schedule freed up approximately $10-14 million in working capital.
Outcomes and conclusion
Volkswagen Group of America's innovative and agile response to logistical challenges has led to a more efficient and integrated regional logistics structure. This restructuring has enhanced the transparency, coordination, and efficiency of their logistics operations, allowing for faster vehicle movement and reduced working capital.
Due to several key factors, effective space management in vehicle yards is crucial for optimizing auto logistics. These include maximizing storage capacity, ensuring efficient vehicle handling, minimizing operational costs, and enhancing safety and security.
Firstly, maximizing storage capacity is a primary concern in vehicle yards. Efficient space management allows for the maximum number of vehicles to be stored within the available area without overcrowding. This is essential for handling fluctuations in vehicle volumes, especially during peak production periods or when there are delays in transportation. Properly planned layouts and strategic use of vertical and horizontal space can significantly enhance yard capacity, enabling the facility to accommodate more vehicles and thus support uninterrupted production and distribution processes.
Efficient vehicle handling is another critical aspect. Well-organized vehicle yards facilitate vehicles' quick and easy movement within the yard, reducing the time it takes to locate, retrieve, and prepare vehicles for dispatch. This efficiency is particularly important for just-in-time delivery systems, where the timely availability of vehicles can directly impact the supply chain's overall performance. Properly marked and segmented areas for different types of vehicles and operations (such as loading, unloading, and maintenance) streamline the workflow and reduce handling times.
Minimizing operational costs is also a significant benefit of effective space management. Poorly managed yards can lead to inefficiencies that increase operational costs, such as increased fuel consumption for moving vehicles around the yard and higher labour costs due to longer handling times. Optimized space management reduces these inefficiencies, leading to cost savings. Additionally, it can help avoid the need for costly expansions or additional storage facilities by making better use of existing space.
Safety and security are paramount in vehicle yards, and effective space management plays a crucial role in enhancing both. A well-organized yard reduces the risk of accidents, such as collisions between vehicles or between vehicles and personnel. Clearly defined traffic routes and storage zones minimize confusion and ensure safe movement within the yard. Moreover, strategic placement of security measures, such as surveillance cameras and access control systems, is more effective in a well-organized yard, reducing the risk of theft and vandalism (learn more about effective vehicle yard management).
What is auto logistics?
Auto logistics involves the complex processes of managing and transporting vehicles from manufacturers to dealerships or end customers. This includes handling capacity constraints, supply chain disruptions, regulatory compliance, and meeting customer expectations for delivery timelines and transparency.
Auto logistics faces significant challenges, including capacity constraints, supply chain disruptions, technological integration, and regulatory compliance. Effective strategies like leveraging advanced technology, utilizing intermodal transportation, and outsourcing logistics operations can help manage these issues. BMW and Volkswagen's success stories highlight the importance of agility, transparency, and strong partnerships in overcoming logistical hurdles and improving efficiency.
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Sources:
(1) https://supplychainnuggets.com/capacity-constraints-in-supply-chain/
(2) https://www.inboundlogistics.com/articles/understanding-capacity-constraints/
(3) https://www.automotivelogistics.media/finished-vehicle-logistics/capacity-constraints-continue-finished-vehicle-logistics-survey-q2-2023/44638.article
(4) https://www.automotivelogistics.media/finished-vehicle-logistics-north-america-2024-highlights/finished-vehicle-logistics-north-america-recap-blog/45594.article