Item 2. Management’s Discussion and Analysis of Financial Condition and Results of Operations
SAFE HARBOR FOR FORWARD-LOOKING STATEMENTS UNDER PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995; CERTAIN CAUTIONARY STATEMENTS
Certain portions of this report on Form 10-Q including the sections entitled “Overview,” "Expeditors' Culture and Strategy," "International Trade and Competition," "Seasonality," “Critical Accounting Estimates,” "Recent Accounting Pronouncements," “Results of Operations,” “Currency and Other Risk Factors” and “Liquidity and Capital Resources” contain forward-looking statements. Words such as "will likely result", "are expected to", "would expect", "would not expect", "will continue", "is anticipated", "estimate", "project", "plan", "believe", "probable", "reasonably possible", "may", "could", "should", "intends", "foreseeable future" and variations of such words and similar expressions are intended to identify such forward-looking statements. In addition, any statements that refer to projections of future financial performance, our anticipated growth and trends in the Company's businesses, and other characterizations of future events or circumstances are forward-looking statements. These statements must be considered in connection with the discussion of the important factors that could cause actual results to differ materially from the forward-looking statements. Attention should be given to the factors identified and discussed in the Company's annual report on Form 10-K filed on February 25, 2016.
Overview
Expeditors International of Washington, Inc. is a global logistics company. The Company's services include air and ocean freight consolidation and forwarding, customs clearance, warehousing and distribution, purchase order management, vendor consolidation, time-definite transportation services, cargo insurance and other logistics solutions. The Company does not compete for overnight courier or small parcel business. As a non-asset based carrier, the Company does not own or operate transportation assets.
The Company derives its revenues from three principal sources: 1) airfreight services, 2) ocean freight and ocean services, and 3) customs brokerage and other services. These are the revenue categories presented in the financial statements.
The Company generates the major portion of its air and ocean freight revenues by purchasing transportation services on a wholesale basis from direct (asset-based) carriers and reselling those services to its customers on a retail basis. The difference between the rate billed to customers (the sell rate) and the rate paid to the carrier (the buy rate) is termed “net revenue” (a non-GAAP measure), “yield” or “margin.” By consolidating shipments from multiple customers and concentrating its buying power, the Company is able to negotiate favorable buy rates from the direct carriers, while at the same time offering lower sell rates than customers would otherwise be able to negotiate themselves. The most significant drivers of changes in gross revenues and related transportation expenses are volume, sell rates and buy rates. Volume has a similar effect on the change in both gross revenues and related transportation expenses in each of the Company's three primary sources of revenue.
In most cases the Company acts as an indirect carrier. When acting as an indirect carrier, the Company will issue a House Airway Bill (HAWB), a House Ocean Bill of Lading (HOBL) or a House Seaway Bill to customers as the contract of carriage. In turn, when the freight is physically tendered to a direct carrier, the Company receives a contract of carriage known as a Master Airway Bill for airfreight shipments and a Master Ocean Bill of Lading for ocean shipments. In these transactions, the Company evaluates whether it is appropriate to record the gross or net amount as revenue. Generally, when the Company is the primary obligor, it is obligated to compensate direct carriers for services performed regardless of whether customers accept the service, has latitude in establishing price, has discretion in selecting the direct carrier, has credit risk or has several but not all of these indicators, revenue is recorded on a gross basis. Revenue is generally recorded on a net basis where the Company is not primarily obligated and does not have latitude in establishing prices. Such amounts earned are determined using a fixed fee, a per unit of activity fee or a combination thereof.
For revenues earned in other capacities, for instance, when the Company does not issue a HAWB, a HOBL or a House Seaway Bill or otherwise acts solely as an agent for the shipper, only the commissions and fees earned for such services are included in revenues. In these transactions, the Company is not a principal and reports only commissions and fees earned in revenue.
Customs brokerage and other services involve providing services at destination, such as helping customers clear shipments through customs by preparing and filing required documentation, calculating and providing for payment of duties and other taxes on behalf of customers as well as arranging for any required inspections by governmental agencies, and arranging for delivery. These are complicated functions requiring technical knowledge of customs rules and regulations in the multitude of countries in which the Company has offices.
The Company is managed along five geographic areas of responsibility: Americas; North Asia; South Asia; Europe; and Middle East, Africa and India (MAIR). Each area is divided into sub-regions which are composed of operating units with individual profit and loss responsibility. The Company’s business involves shipments between operating units that typically
involve more than one geographic area. The nature of the international logistics business necessitates a high degree of communication and cooperation among operating units. Because of this inter-relationship between operating units, it is very difficult to examine any one geographic area and draw meaningful conclusions as to its contribution to the Company’s overall success on a stand-alone basis.
The Company’s operating units share revenue using the same arms-length pricing methodologies the Company uses when its offices transact business with independent agents. Certain costs are allocated among the segments based on the relative value of the underlying services, which can include allocation based on actual costs incurred or estimated cost plus a profit margin. The Company’s strategy closely links compensation with operating unit profitability. Individual success is closely linked to cooperation with other operating units within the network.
The mix of services varies by segment based primarily on the import or export orientation of local operations in each region. In accordance with the Company's revenue recognition policy (see Note 1. E.
to the consolidated financial statements in the Company's annual report on Form 10-K filed on February 25, 2016
), almost all freight revenues and related expenses are recorded at origin and shipment profits are split between origin and destination offices by recording a commission fee or profit share revenue at destination and a corresponding commission or profit share expense as a component of origin consolidation costs.
Expeditors' Culture and Strategy
From the inception of the Company, management has believed that the elements required for a successful global service organization can only be assured through recruiting, training, and ultimately retaining superior personnel. The Company’s greatest challenge is now and always has been perpetuating a consistent global corporate culture which demands:
|
|
•
|
Total dedication, first and foremost, to providing superior customer service;
|
|
|
•
|
Compliance with Company policies and government regulations;
|
|
|
•
|
Aggressive marketing of all of the Company’s service offerings;
|
|
|
•
|
Ongoing development of key employees and management personnel via formal and informal means;
|
|
|
•
|
Creation of unlimited advancement opportunities for employees dedicated to hard work, personal growth and continuous improvement;
|
|
|
•
|
Individual commitment to the identification and mentoring of successors for every key position so that when inevitable change occurs, a qualified and well-trained internal candidate is ready to step forward; and
|
|
|
•
|
Continuous identification, design and implementation of system solutions, both technological and otherwise, to meet and exceed the needs of the Company's customers while simultaneously delivering tools to make the Company's employees more efficient and more effective.
|
The Company reinforces these values with a compensation system that rewards employees for profitably managing the things they can control. This compensation system has been in place since the Company became a publicly traded entity. There is no limit to how much a key, non-executive manager can be compensated for success. The Company believes in a “real world” environment in every operating unit where individuals are not sheltered from the profit implications of their decisions. If these decisions result in operating losses, management must make up these losses with future operating profits, in the aggregate, before any cash incentive compensation can be earned. Executive management, in limited circumstances, makes exceptions at the branch operating unit level. At the same time, the Company insists on continued focus on such things as accounts receivable collection, cash flow management and credit soundness in an attempt to insulate managers from the sort of catastrophic errors that might end a career.
The Company believes that any failure to perpetuate this unique culture on a self-sustained basis throughout the Company quite possibly provides a greater threat to the Company’s continued success than any external force, which would be largely beyond its control. The Company strongly believes that it is nearly impossible to predict events that, in the aggregate, could have a positive or a negative impact on future operations. As a result, management's focus is on building and maintaining a global corporate culture and an environment where well-trained employees and managers are prepared to identify and react to changes as they develop and thereby help the Company adapt and thrive as major trends emerge.
The Company's business growth strategy emphasizes a focus on the right markets and, within each market, on the right customers to drive profitable business growth. The Company’s teams are aligned on the specific markets of its focused priorities; on the targeted accounts within those markets; and on ways that the Company can continue to differentiate itself from its competitors.
The Company’s ability to provide services to its customers is highly dependent on good working relationships with a variety of entities including airlines, steamship lines, ground transportation providers and governmental agencies. The significance of maintaining acceptable working relationships with these entities has gained increased importance as a result of ongoing concern over terrorism and increased governmental regulation and oversight of international trade. A good reputation
helps to develop practical working understandings that will assist in meeting security requirements while minimizing potential international trade obstacles, especially as governments promulgate new regulations and increase oversight and enforcement of new and existing laws. The Company considers its current working relationships with these entities to be satisfactory.
The Company's business is also dependent on the financial stability and operational capabilities of the carriers it utilizes. Over the last two years, airline profitability has improved, although many air carriers remain highly leveraged with debt. Moreover, the ocean steamship line industry has incurred substantial losses in recent years, many carriers are highly leveraged with debt and certain carriers are facing significant liquidity challenges. This situation has required the Company to be selective in determining which carriers to utilize. Further changes in the financial stability, operating capabilities and capacity of asset-based carriers, space allotments available from carriers, governmental regulations, and/or trade accords could adversely affect the Company’s business in unpredictable ways.
International Trade and Competition
The Company operates in over 60 countries in the competitive global logistics industry and Company activities are closely tied to the global economy. International trade is influenced by many factors, including economic and political conditions in the United States and abroad, currency exchange rates, laws and policies relating to tariffs, trade restrictions, foreign investments and taxation. Periodically, governments consider a variety of changes to current tariffs and trade restrictions and accords. The Company cannot predict which, if any, of these proposals may be adopted or the effects the adoption of any such proposal will have on the Company’s business. Doing business in foreign locations also subjects the Company to a variety of risks and considerations not normally encountered by domestic enterprises. In addition to being influenced by governmental policies concerning international trade and commerce, the Company’s business may also be affected by political developments and changes in government personnel or policies, as well as economic turbulence, political unrest and security concerns in the nations in which it does business and the future impact that these events may have on international trade and oil prices.
The global logistics services industry is intensely competitive and is expected to remain so for the foreseeable future. Consistent with continuing uncertainty in global economic conditions, concerns over volatile fuel costs, disruptions in port services, political unrest and fluctuating currency exchange rates, the Company’s pricing and terms continue to be pressured by customers, carriers and service providers. We expect these competitive conditions to continue.
Currently, there is uncertainty as to how changes in oil prices will impact future buy rates. Because fuel is an integral part of carriers' costs and impacts both the Company's cargo space buy rates and its sell rates to customers, the Company would expect its gross revenues and costs to be impacted as carriers adjust rates for the effect of changing fuel prices. The Company would not expect an adverse effect on net revenues resulting from changes in oil prices.
The global economic environment remains uncertain and trade continues to slow, particularly in Europe. The Company cannot predict what impact this may have on its operating results, freight volumes, pricing, changes in consumer demand, carrier stability and capacity, customers’ abilities to pay or on changes in competitors' behavior. Additionally, the Company cannot predict the direct or indirect impact that changes in consumer purchasing behavior, such as on-line shopping, could have on it.
Seasonality
Historically, the Company’s operating results have been subject to seasonal trends with the first quarter being the weakest and the third and fourth quarters being the strongest; however, there is no assurance this seasonal trend will occur in the future. This pattern has been the result of, or influenced by, numerous factors including weather patterns, national holidays, consumer demand, new product launches, economic conditions and a myriad of other similar and subtle forces. In addition, this historical quarterly trend has been influenced by the growth and diversification of the Company’s international network and service offerings.
A significant portion of the Company’s revenues are derived from customers in retail industries whose shipping patterns are tied closely to consumer demand, and from customers in industries whose shipping patterns are dependent upon just-in-time production schedules. Therefore, the timing of the Company’s revenues are, to a large degree, impacted by factors out of the Company’s control, such as a sudden change in consumer demand for retail goods, product launches and/or manufacturing production delays. Additionally, many customers ship a significant portion of their goods at or near the end of a quarter and, therefore, the Company may not learn of a shortfall in revenues until late in a quarter.
To the extent that a shortfall in revenues or earnings was not expected by securities analysts or investors, any such shortfall from levels predicted by securities analysts or investors could have an immediate and adverse effect on the trading price of the Company’s stock. The Company cannot accurately forecast many of these factors or estimate accurately the relative
influence of any particular factor and, as a result, there can be no assurance that historical patterns will continue in future periods.
Critical Accounting Estimates
The preparation of consolidated financial statements in accordance with accounting principles generally accepted in the United States requires that the Company make estimates and judgments. The Company bases its estimates on historical experience and on assumptions that it believes are reasonable. The Company's critical accounting estimates are discussed in Part II, Item 7, "Management's Discussion and Analysis of Financial Condition and Results of Operations" section of the Company's annual report on Form 10-K for the year ended
December 31, 2015
, filed on February 25, 2016. There have been no material changes to the critical accounting estimates previously disclosed in that report.
Recent Accounting Pronouncements
In May 2014, the Financial Accounting Standards Board (FASB) issued an Accounting Standard Update (ASU) amending revenue recognition guidance and requiring related detailed disclosures to enable users of financial statements to understand the nature, amount, timing and uncertainty of revenue and cash flows arising from contracts with customers. This ASU is effective for the Company beginning on January 1, 2018. The Company is currently evaluating the impact of adopting the ASU on its consolidated financial statements and related disclosures. However, at this time, based on the nature of the Company's operations, the adoption is not expected to have a material impact on the amount or timing of revenue recognized or the Company's revenue recognition policies.
In November 2015, the FASB issued an ASU simplifying the accounting for income taxes by requiring all deferred tax assets and liabilities to be classified as non-current on the consolidated balance sheet. The Company expects to adopt this ASU in the fourth quarter of 2016. The Company is currently evaluating the method of adoption and expects this ASU will have an impact on its consolidated balance sheets as its current deferred tax assets were approximately
$20 million
and non-current deferred tax liabilities were
$34 million
as of
June 30, 2016
.
In February 2016, the FASB issued an ASU changing the accounting for leases and including a requirement to record all leases on the consolidated balance sheet as assets and liabilities. The ASU is effective for the Company beginning on January 1, 2019. Adoption of the ASU will impact the Company’s consolidated balance sheets as future minimum lease payments under noncancelable leases totaled approximately $131 million as of December 31, 2015. The Company is currently evaluating the full impact that the adoption of this ASU will have on its consolidated financial statements and related disclosures.
In March 2016, the FASB issued an ASU simplifying the accounting for stock compensation. The ASU also amends the classification of excess tax benefits both in accounting for income taxes and on the statement of cash flows. The Company expects to adopt this ASU in the first quarter of 2017. The Company is currently evaluating the impact this ASU will have on its consolidated financial statements.
Results of Operations
The following table shows revenues and directly related expenses for the Company's principal services and total net revenues (a non-GAAP measure calculated as revenues less directly related operations expenses attributable to the Company's principal services) and the Company’s expenses for the three and
six-month
periods ended
June 30, 2016
and
2015
, expressed as percentages of net revenues. Management believes that net revenues are a better measure than total revenues when analyzing and discussing management's effectiveness in managing the Company's principal services since total revenues earned by the Company as a freight consolidator include the carriers’ charges to the Company for carrying the shipment, whereas revenues earned by the Company in its other capacities include primarily the commissions and fees actually earned by the Company. Net revenue is one of the Company's primary operational and financial measures that demonstrates the ability of the Company to manage sell rates to customers with its ability to concentrate and leverage its purchasing power through effective consolidation of shipments from multiple customers utilizing a variety of transportation carriers and optimal routings. Using net revenue also provides a commonality for comparison among various services.
The table and the accompanying discussion and analysis should be read in conjunction with the condensed consolidated financial statements and related notes thereto which appear elsewhere in this quarterly report.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three months ended June 30,
|
|
Six months ended June 30,
|
|
|
2016
|
|
2015
|
|
2016
|
|
2015
|
|
|
Amount
|
|
Percent
of net
revenues
|
|
Amount
|
|
Percent
of net
revenues
|
|
Amount
|
|
Percent
of net
revenues
|
|
Amount
|
|
Percent
of net
revenues
|
|
(in thousands)
|
|
|
|
|
|
|
|
|
|
|
Airfreight services:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenues
|
$
|
582,093
|
|
|
|
|
$
|
693,812
|
|
|
|
|
$
|
1,142,946
|
|
|
|
|
$
|
1,401,256
|
|
|
|
|
Expenses
|
403,419
|
|
|
|
|
506,988
|
|
|
|
|
792,196
|
|
|
|
|
1,019,989
|
|
|
|
|
Net revenues
|
178,674
|
|
|
32
|
%
|
|
186,824
|
|
|
34
|
%
|
|
350,750
|
|
|
33
|
%
|
|
381,267
|
|
|
35
|
%
|
|
Ocean freight services and ocean services:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenues
|
464,692
|
|
|
|
|
576,772
|
|
|
|
|
918,884
|
|
|
|
|
1,142,489
|
|
|
|
|
Expenses
|
323,699
|
|
|
|
|
433,356
|
|
|
|
|
646,719
|
|
|
|
|
878,812
|
|
|
|
|
Net revenues
|
140,993
|
|
|
26
|
|
|
143,416
|
|
|
26
|
|
|
272,165
|
|
|
25
|
|
|
263,677
|
|
|
25
|
|
|
Customs brokerage and other services:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenues
|
428,379
|
|
|
|
|
420,969
|
|
|
|
|
831,806
|
|
|
|
|
825,334
|
|
|
|
|
Expenses
|
194,929
|
|
|
|
|
199,068
|
|
|
|
|
384,535
|
|
|
|
|
388,651
|
|
|
|
|
Net revenues
|
233,450
|
|
|
42
|
|
|
221,901
|
|
|
40
|
|
|
447,271
|
|
|
42
|
|
|
436,683
|
|
|
40
|
|
|
Total net revenues
|
553,117
|
|
|
100
|
|
|
552,141
|
|
|
100
|
|
|
1,070,186
|
|
|
100
|
|
|
1,081,627
|
|
|
100
|
|
|
Overhead expenses:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Salaries and related costs
|
293,532
|
|
|
53
|
|
|
287,065
|
|
|
52
|
|
|
576,887
|
|
|
54
|
|
|
565,943
|
|
|
52
|
|
|
Other
|
80,721
|
|
|
15
|
|
|
82,360
|
|
|
15
|
|
|
162,609
|
|
|
15
|
|
|
164,085
|
|
|
15
|
|
|
Total overhead expenses
|
374,253
|
|
|
68
|
|
|
369,425
|
|
|
67
|
|
|
739,496
|
|
|
69
|
|
|
730,028
|
|
|
67
|
|
|
Operating income
|
178,864
|
|
|
32
|
|
|
182,716
|
|
|
33
|
|
|
330,690
|
|
|
31
|
|
|
351,599
|
|
|
33
|
|
|
Other income, net
|
4,493
|
|
|
1
|
|
|
6,440
|
|
|
1
|
|
|
8,151
|
|
|
1
|
|
|
9,206
|
|
|
1
|
|
|
Earnings before income taxes
|
183,357
|
|
|
33
|
|
|
189,156
|
|
|
34
|
|
|
338,841
|
|
|
32
|
|
|
360,805
|
|
|
34
|
|
|
Income tax expense
|
66,918
|
|
|
12
|
|
|
70,827
|
|
|
13
|
|
|
125,355
|
|
|
12
|
|
|
135,144
|
|
|
13
|
|
|
Net earnings
|
116,439
|
|
|
21
|
|
|
118,329
|
|
|
21
|
|
|
213,486
|
|
|
20
|
|
|
225,661
|
|
|
21
|
|
|
Less net earnings attributable to the noncontrolling interest
|
387
|
|
|
—
|
|
|
569
|
|
|
—
|
|
|
850
|
|
|
—
|
|
|
1,197
|
|
|
—
|
|
|
Net earnings attributable to shareholders
|
$
|
116,052
|
|
|
21
|
%
|
|
$
|
117,760
|
|
|
21
|
%
|
|
$
|
212,636
|
|
|
20
|
%
|
|
$
|
224,464
|
|
|
21
|
%
|
|
Airfreight services:
Airfreight services revenues decreased 16% and 18%, respectively
in the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods for
2015
, primarily as a result of lower average sell rates in response to competitive market conditions across all regions. Airfreight tonnage increased 2% in the second quarter of
2016
and decreased 4% in the first half of
2016
. Airfreight services expenses decreased 20% and 22%, respectively, in the three and
six-month
periods of
2016
as a result of favorable buying opportunities throughout all regions, due primarily to excess available carrier capacity, and changes in tonnage. While not possible to quantify, sell rates and tonnage were favorably impacted in the first half of
2015
by customers converting a portion of their ocean freight shipments to airfreight due to port disruptions on the U.S. West Coast.
Airfreight services net revenues decreased 4% for the three-month period ended
June 30, 2016
, as compared with the same period for
2015
. This was principally due to a 10% decrease in net revenue per kilo, partially offset by a 2% increase in tonnage. North America net revenues decreased by 5% due to a 4% decrease in tonnage and competitive conditions that led to lower net revenue per kilo. North Asia, South Asia and Europe net revenues decreased 4%, 7% and 2%, respectively, primarily due to competitive market conditions that resulted in lower net revenue per kilo, partially offset by 5%, 4% and 3% increases in tonnage.
Airfreight services net revenues decreased 8% for the
six-month
period ended
June 30, 2016
, as compared with the same period for
2015
. This decrease was principally due to a 4% decline in airfreight tonnage and a 6% decrease in net revenue per kilo. North America, South Asia and Europe net revenues decreased by 10%, 7% and 1%, respectively, due principally to 9%, 5% and 2% decreases in tonnage. North Asia net revenues decreased 10% primarily due to competitive market conditions that resulted in lower net revenue per kilo while tonnage remained constant.
Aside from temporary disruptions such as those experienced with U.S. West Coast ports in 2015, the Company expects the global airfreight market to continue to be affected by carrier overcapacity and the timing of new product launches. Customers remain focused on improving supply-chain efficiency, reducing overall logistics costs by negotiating lower rates and utilizing ocean freight whenever possible. The Company expects these trends to continue in conjunction with carriers' efforts to manage available capacity. However, this could be affected by new product launches during periods that have historically experienced higher demands. These events, should they occur, could create a higher degree of volatility in volumes and ultimately buy and sell rates.
Ocean freight and ocean services:
Ocean freight consolidation, direct ocean forwarding and order management are the three basic services that constitute and are collectively referred to as ocean freight and ocean services. Ocean freight and ocean services revenues decreased 19% and 20%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods in
2015
, as the Company continued to lower average sell rates to customers in response to competitive market conditions and lower available buy rates from carriers. The Company experienced 1% and 2% declines in container volume in the second quarter and first half of
2016
, respectively. Ocean freight and ocean services expenses decreased 25% and 26%, respectively, for the three and
six-month
periods ended
June 30, 2016
, due to lower average buy rates, resulting from carrier overcapacity, and declines in volume.
Ocean freight and ocean services net revenues decreased 2% and increased 3%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods for
2015
. The largest component of the Company's ocean freight net revenue was derived from ocean freight consolidation, which represented 51% of ocean freight net revenue for both
six-month
periods ended
June 30, 2016
and
2015
, respectively.
Ocean freight consolidation net revenues decreased 3% in the second quarter of
2016
, as compared with the same period in
2015
, due primarily to a 2% decrease in net revenue per container and a 1% decrease in volume. Ocean freight consolidation net revenues increased 3% for the
six-month
period ended
June 30, 2016
, as compared with the same period in
2015
. This increase was due primarily to a 5% increase in net revenue per container, while volume decreased 2%. Direct ocean freight forwarding net revenues decreased 8% and 2%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods in
2015
, due to lower volumes principally in North America. Order management net revenues increased 10% for both the three and
six-month
periods ended
June 30, 2016
, mostly resulting from higher volumes with new and existing customers, primarily in North Asia and South Asia.
North America ocean freight and ocean services net revenues decreased 3% in the second quarter of
2016
due to lower direct ocean forwarding volumes. In the first half of
2016
, ocean freight and ocean services net revenues in North America increased 2%, primarily due to improved margins. North Asia net revenues decreased 6% and remained constant, respectively, for the three and six-month periods of
2016
. Lower volumes in the second quarter fully offset the increase achieved in the first quarter of
2016
. Europe net revenues decreased 4% in the second quarter as lower direct ocean forwarding volumes more than offset growth from ocean freight consolidation and order management. In the first half of
2016
, Europe increased 3% primarily as a result of growth in volume and higher margins, partially offset by lower direct ocean forwarding volumes.
The Company expects pricing volatility to continue as customers and carriers react to current market conditions, including carrier liquidity challenges and the recent expansion of the Panama Canal. Additionally, customers continue to solicit bids from competitors. These conditions could result in lower revenues and yields.
Customs brokerage and other services:
Customs brokerage and other services revenues increased 2% and 1%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods in
2015
, as a result of increased volumes from existing and new road freight customers. Customs brokerage and other services expenses decreased 2% and 1%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods for
2015
, principally as a result of reduced import services costs partially offset by an increase in road freight volumes.
Customs brokerage and other services net revenues increased 5% and 2%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods in
2015
, primarily as a result of an increase in road freight volumes. North America net revenues increased 6% and 5%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods for
2015
, primarily as a result of volumes from existing and new customers in road freight and lower import service costs. Europe net revenues increased 7% in the second quarter due to higher road freight services and decreased 1% for the six-month period. North Asia net revenues increased 20% and 11% in the three and six-month periods, respectively, due to growth in warehouse and distribution services.
Overhead expenses:
Salaries and related costs increased 2% for both the three and
six-month
periods ended
June 30, 2016
, as compared with the same periods in
2015
, principally as a result of an increase in the number of employees, primarily in North America and Europe, partially offset by reduced bonuses from lower operating income.
Historically, the relatively consistent relationship between salaries and net revenues is the result of a compensation philosophy that has been maintained since the inception of the Company: offer a modest base salary and the opportunity to share in a fixed and determinable percentage of the operating profit of the business unit controlled by each key employee. Using this compensation model, changes in individual incentive compensation will occur in proportion to changes in Company operating income, creating a direct alignment between corporate performance and shareholder interests. Bonuses to field and executive management for the
six-month
period ended
June 30, 2016
were down 6% as compared with the same period for
2015
, primarily as a result of a 6% decrease in operating income and reduced executive bonuses in 2015 to recoup the retirement bonus to the Company's former chief executive officer. The Company’s management incentive compensation programs have always been incentive-based and performance driven and there is no built-in bias that favors or enriches management in a manner inconsistent with overall corporate performance. Salaries and related costs as a percentage of net revenues increased 1% and 2%, respectively, for the three and six-month periods ended
June 30, 2016
, as compared with the same periods for
2015
.
Because the Company’s management incentive compensation programs are also cumulative, no management bonuses can be paid unless the relevant business unit is, from inception, cumulatively profitable. Any operating losses must have been offset in their entirety by operating profits before management is eligible for a bonus. Executive management, in limited circumstances, makes exceptions at the branch operating unit level. Since the most significant portion of management compensation comes from the incentive bonus programs, the Company believes that this cumulative feature is a disincentive to excessive risk taking by its managers. Due to the nature of the Company’s services, it has a short operating cycle. The outcome of most higher risk transactions, such as overriding established credit limits, would be known in a relatively short time frame. Management believes that when the potential and certain impact on the bonus is fully considered in light of this short operating cycle, the potential for short term gains that could be generated by engaging in risky business practices is sufficiently mitigated to discourage excessive and inappropriate risk taking. Management believes that both the stability and the long term growth in revenues, net revenues and net earnings are a result of the incentives inherent in the Company’s compensation program.
Other overhead expenses decreased 2% and 1%, respectively, for the three and
six-month
periods ended
June 30, 2016
, as compared with the same period in
2015
. Higher rent and maintenance costs were offset by recovery of legal and related costs. Other overhead expenses remained constant as a percentage of net revenues for both the three and
six-month
periods ended
June 30, 2016
, when compared with the same periods in
2015
.
Income tax expense:
The Company pays income taxes in the United States and other jurisdictions. The Company’s consolidated effective income tax rate was
36.5%
and
37.0%
, respectively, for the three and
six-month
periods ended
June 30, 2016
, and
37.4%
and
37.5%
for the same periods in
2015
. The Company's effective tax rate is subject to variation and the rate can be more or less volatile based on the amount of pre-tax income or loss. For example, the impact of discrete items and non-deductible expenses on the effective tax rate is greater when pre-tax income is lower.
Currency and Other Risk Factors
The nature of the Company's worldwide operations necessitates the Company dealing with a multitude of currencies other than the U.S. dollar. This results in the Company being exposed to the inherent risks of volatile international currency markets and governmental interference. Some of the countries where the Company maintains offices and/or agency relationships have strict currency control regulations which influence the Company's ability to hedge foreign currency exposure. The Company tries to compensate for these exposures by accelerating international currency settlements among its offices or agents. The Company may enter into foreign currency hedging transactions where there are regulatory or commercial limitations on the Company's ability to move money freely around the world or the short-term financial outlook in any country is such that hedging is the most time-sensitive way to mitigate short-term exchange losses. Any such hedging activity during the
three and six
months ended
June 30, 2016
and
2015
was insignificant. The Company had no foreign currency derivatives outstanding at
June 30, 2016
and
December 31, 2015
. During the
second
quarter of
2016
total net foreign currency gains, including amounts recorded in revenues, operating expenses and other income, net, were approximately
$2 million
. For the six months ended
June 30, 2016
, total net foreign currency losses were approximately
$2 million
. During the
three and six
months ended
June 30, 2015
, total net foreign currency gains were less than $1 million and
$3 million
, respectively.
International air and ocean freight forwarding and customs brokerage are intensively competitive and are expected to remain so for the foreseeable future. There are a large number of entities competing in the international logistics industry, many of which have significantly more resources than the Company; however, the Company’s primary competition is confined to a relatively small number of companies within this group. The industry continues to experience consolidations into larger firms striving for stronger and more complete multinational and multi-service networks. However, regional and local brokers and forwarders remain a competitive force.
The primary competitive factors in the international logistics industry continue to be price and quality of service, including reliability, responsiveness, expertise, convenience, and scope of operations. The Company emphasizes quality customer service and believes that its prices are competitive with those of others in the industry. Customers regularly solicit bids from competitors in order to improve service, pricing and contractual terms such as seeking longer payment terms, higher or unlimited liability limits and performance penalties. Increased competition and competitors' acceptance of less favorable contractual terms could result in reduced revenues, reduced margins, higher operating costs or lower volumes, any of which would damage the Company's results of operations and financial condition.
Larger customers utilize more sophisticated and efficient procedures for the management of their logistics supply chains by embracing strategies such as just-in-time inventory management. The Company believes that this trend has resulted in customers using fewer service providers with greater technological capability and more consistent global coverage. Accordingly, sophisticated computerized customer service capabilities and a stable worldwide network have become significant factors in attracting and retaining customers. Developing and maintaining these systems and a worldwide network has added a considerable indirect cost to the services provided to customers. Smaller and middle-tier competitors, in general, do not have the resources available to develop customized systems and a worldwide network.
Liquidity and Capital Resources
The Company’s principal source of liquidity is cash and cash equivalents, short-term investments and cash generated from operating activities. Net cash provided by operating activities for the
three and six
months ended
June 30, 2016
was
$105 million
and
$341 million
, as compared with
$182 million
and
$316 million
for the same periods in
2015
. The decrease of
$77 million
in the second quarter of
2016
is primarily due to changes in working capital accounts. The increase of
$25 million
for the
six
-month period ended
June 30, 2016
is primarily due to changes in working capital accounts, partially offset by lower earnings. At
June 30, 2016
, working capital was
$1,233 million
, including cash and cash equivalents of
$980 million
. The Company had no long-term debt at
June 30, 2016
. Management believes that the Company’s current cash position and operating cash flows will be sufficient to meet its capital and liquidity requirements for at least the next 12 months and thereafter for the foreseeable future, including meeting any contingent liabilities related to standby letters of credit and other obligations.
As a customs broker, the Company makes significant cash advances for a select group of its credit-worthy customers. These cash advances are for customer obligations such as the payment of duties and taxes to customs and tax authorities in various countries throughout the world. Cash advances are a “pass through” and are not recorded as a component of revenue and expense. The billings of such advances to customers are accounted for as a direct increase in accounts receivable from the customer and a corresponding increase in accounts payable to governmental authorities. As a result of these “pass through” billings, the conventional Days Sales Outstanding or DSO calculation does not directly measure collection efficiency. For customers that meet certain criteria, the Company has agreed to extend payment terms beyond its customary terms. Management believes that the Company has effective credit control procedures, and historically has experienced relatively insignificant collection problems.
The Company’s business is subject to seasonal fluctuations. Cash flow fluctuates as a result of this seasonality. Historically, the first quarter shows an excess of customer collections over customer billings. This results in positive cash flow. The increased activity associated with peak season (typically commencing late second or early third quarter and continuing well into the fourth quarter) causes an excess of customer billings over customer collections. This cyclical growth in customer receivables consumes available cash.
Cash used in investing activities for the
three and six
months ended
June 30, 2016
was
$9 million
and
$23 million
, respectively, compared to
$60 million
and
$29 million
in the same periods of
2015
. The Company made minor net investments in short-term investments for both the
three and six
months ended
June 30, 2016
compared to net investments of $47 million and $7 million for the same periods in
2015
. The Company had capital expenditures of
$13 million
and
$27 million
, respectively, for the
three and six
-month periods ended
June 30, 2016
, as compared with capital expenditures of
$13 million
and
$22 million
for the same periods in
2015
. Capital expenditures in the
three and six
months ended
June 30, 2016
related primarily to investments in technology, office and warehouse furniture and equipment and building and leasehold improvements. The Company does have need, on occasion, to purchase buildings to house staff and to facilitate the staging of customers’ freight. Total capital expenditures in
2016
are currently estimated to be $90 million. This includes routine capital expenditures plus additional real estate development.
Cash used in financing activities during the
three and six
months ended
June 30, 2016
was
$120 million
and
$149 million
, respectively, as compared with
$172 million
and
$213 million
for the same periods in
2015
. The Company uses the proceeds from stock option exercises, employee stock purchases and available cash to repurchase the Company’s common stock on the open market to reduce outstanding shares. During the
three and six
months ended
June 30, 2016
, the Company used cash to repurchase
1.9 million
and
3.4 million
shares, respectively, to reduce the number of total outstanding shares, compared to
2.7 million
and
4.3 million
shares in the same periods in
2015
.
The Company follows established guidelines relating to credit quality, diversification and maturities of its investments to preserve principal and maintain liquidity. The Company’s investment portfolio has not been adversely impacted by the disruption in the credit markets. However, there can be no assurance that the Company’s investment portfolio will not be adversely affected in the future.
The Company maintains international unsecured bank lines of credit. At
June 30, 2016
, the Company was contingently liable for $76 million from standby letters of credit and guarantees. The standby letters of credit and guarantees relate to obligations of the Company’s foreign subsidiaries for credit extended in the ordinary course of business by direct carriers, primarily airlines, and for duty and tax deferrals available from governmental entities responsible for customs and value-added-tax (VAT) taxation. The total underlying amounts due and payable for transportation and governmental excises are properly recorded as obligations in the books of the respective foreign subsidiaries, and there would be no need to record additional expense in the unlikely event the parent company is required to perform.
The Company's foreign subsidiaries regularly remit dividends to the U.S. parent company after evaluating their working capital requirements and needs to finance local capital expenditures. In some cases, the Company’s ability to repatriate funds from foreign operations may be subject to foreign exchange controls. At
June 30, 2016
, cash and cash equivalent balances of
$531 million
were held by the Company’s non-United States subsidiaries, of which
$55 million
was held in banks in the United States. Earnings of the Company's foreign subsidiaries are not considered to be indefinitely reinvested outside of the United States and, accordingly, a deferred tax liability has been accrued for all undistributed earnings, net of foreign related tax credits that are available to be repatriated.