Training Education Archives - Material Handling Wholesaler

Steady Hands in Shifting Sands: Maintaining Your Dealership’s Edge

Wed, 20 Aug 2025 05:00:57 +0000

In the September issue, we typically cover the latest developments in finance, rental, and leasing, providing input that dealers can use to modify their systems and procedures, ultimately leading to higher profits and increased cash flow. To accomplish meaningful results, you dig into industry data sources, talk to bankers, and put together comparative data year-to-year, explanations of why results shifted, and if you are lucky, compile estimates about the future 12 months at a minimum. This year, however, it appears that every avenue regarding equipment, interest rates, unit costs, customer requirements, rental activity, technology, new tax bills, and almost everything you look at is in a state of flux, meaning that any short-term analysis is probably going to be tough to work with because assumptions used could change at any time. Let’s start with a brief review of the industry, and then we’ll move on to the more significant changes you will need to address. If you recall, my previous series of articles focused on performance gaps and potential changes a dealer may encounter, which, if left unaddressed, would reduce the value of their investment. However, as I prepared this article, I realized that the five-year timeframe for AI and technology we have been hearing about will soon be upon us, requiring a decision to be made. Short-term decisions require a conservative approach to business planning. Dealers may also want to consider bringing in outsiders to help contemplate their personal technological literacy and access to expertise. This same method should be applied to risk management and prioritizing technology investments. Obtaining input from peer groups and OEMs is also essential. The most significant change will be in the metrics used to compare your statements with those of the standard industry results. For many of you, current metrics will no longer be comparable against your “new “numbers. This was one of the reasons I covered Free Cash Flow in a recent column: to determine how much free cash you have available for growth and technology. This conservative approach will impact both dealers and customers. Consequently, purchases of equipment will be kept to a minimum, with units in use receiving more attention from customers. Interest rates will lead customers to avoid higher-priced units, instead opting for rental or refurbished units that are available for purchase. Taking a conservative approach to the balance sheet is also essential. Clean up the AR, review the parts inventory, and eliminate slow-moving items. The same applies to used units with low time utilization. New unit purchases should be kept to a minimum until we get a better understanding of the market. You may also need capital for new types of inventory. Continue this review with your rental fleets to keep them available when needed. Also consider what units would be refurbished for sale. Squeeze as much capital out of the balance sheet that you can. The income statement line items should also be reviewed to see what can be eliminated and when. After completing these reviews and adjusting, you will have a much better story to take to the bank in support of additional capital needs Now let’s get to the potential change that will change the way you do business and, as a result, change the metrics from what they were to what they are after making both product and technological changes. What is going to change? AI development Technology ROBOTS Believe it or not, you will be in the ROBOT business because manufacturing and warehouse customers are going to demand it. Because China has built the most automated manufacturing empire in human history. Producing products faster and cheaper than anyone thought possible. China installed 276,000 industrial robots in 2023- more than half of all robots deployed worldwide that year. In 2021, more industrial robots were produced than ever before; China also produces 50% of the industrial robots it installs. And now they are starting to build robots themselves. And once they perfect this cycle of robots building better robots, US companies become permanent customers of Chinese factories. US companies are demanding a national robotics strategy. Every single factory or warehouse being built will be more automated than anything the US has ever built. Let’s face it, labor costs make traditional manufacturing uncompetitive. To beat China at this game, we need to out-automate them. Steal the robot jobs from China and use our robots to produce goods and services in the US. What is great about this is that your services and some products are what these manufacturers and distribution companies need to transition to full automation using robots. You sell, rent, maintain, and assist with the construction or rehabilitation process to modify an existing facility. Material Handling dealers should take steps to access robots, technology, and AI expertise to make it available to their customers. At the same time, they should have an arrangement with service providers to refer new customers they encounter. Now you understand, based on the “state of flux” comment I made earlier, as well as my earlier comment about the performance gap. Most dealers will be entering a new business with fewer personnel, lower prices, and fewer inventory units because of the AI/Technology opportunity. I also want to mention that Steve Pierson, CPA, and dealer tax expert, is available if you have questions about the new tax bill. Jim Margner, CPA, is the state and local tax expert who may be impacted by the new tax bill. If enough people are interested, we can set up a podcast to discuss the tax bill in more detail. Please let Dean know if you are interested. His email is dmillius@MHwmag.com. BDO sent me their summary of the tax bill, which I sent to Dean. Let him know if you need a copy. Last comment. Where do you fit into this new business environment? Where does your product fit in going forward? I suspect that there will be a few M&A deals available for dealers who are not willing to make the switch to this new

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Seeking Nominations: 25th Salute To Women in Material Handling Cover Story

Wed, 30 Jul 2025 16:20:20 +0000

Do you know an exceptional woman making an impact in the material handling industry? Material Handling Wholesaler is now accepting nominations for our 25th Annual Salute to Women issue! DEADLINE: Friday, August 8th, 2025 This person must be recognized as a leader in their field by their peers and have made significant contributions to the industry through their efforts. Please submit their name, contact information, and a short paragraph of why you feel this person deserves to be recognized in the October issue of Material Handling Wholesaler. Submit Now

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The PTDA Manufacturer-Distributor Idea Exchange evolves as the largest direct networking event for PT/MC Channel Partners

Wed, 30 Jul 2025 14:25:14 +0000

In response to demands for more effective tools for accelerating supply chain relationships, the Power Transmission Distributors Association (PTDA) will be introducing significant upgrades to its signature program—the Manufacturer-Distributor Idea Exchange (MD-IDEX)—at the PTDA 2025 Industry Summit. Long recognized as the largest, most focused networking opportunity for channel partners in the power transmission/motion control (PT/MC) industry, connecting will be even more focused and effective. Taking place October 24–25 at the JW Marriott San Antonio Hill Country, MD-IDEX gives manufacturers and distributors exclusive opportunities to build relationships, solve problems and pursue new partnerships—all in one space. The event is regularly praised by attendees as one of the most cost- and time-efficient means to conduct business and maximize the Industry Summit experience. “This is the event everyone talks about—and for good reason,” says Industry Summit Planning Task Force Chair Michael Whitesides, Nachi America Inc., Executive Sales Manager—East. “There’s no better way to engage directly with the people who power our industry forward. Participants can condense weeks’ worth of meetings into just a few high-impact hours.” For 2025, MD-IDEX eliminates appointment scheduling through PTDA (including the required acceptance of appointments)—giving attendees greater flexibility and freedom to connect in meaningful, high-impact ways across two days: Friday: Representatives from PTDA manufacturer member companies that purchased a booth will be present in their assigned “remote office” while representatives from PTDA distributor member companies may visit informally and engage in business development conversations up to 20-minutes in length. Saturday: PTDA distributor member companies that register at least one representative for the Industry Summit will be assigned a booth—free of charge—and will be present in it as representatives from PTDA manufacturer member companies walk the floor prepared to meet additional contacts discussions of up to 20 minutes. Only PTDA manufacturer member companies with a reserved booth and all PTDA distributor member companies will have access to the MD-IDEX hall throughout the two days. Booths are filling quickly, and space is limited. Manufacturer companies that reserve by August 15 will save $100 on their booth fee. More information including Industry Summit registration and MD-IDEX booth reservation forms can be found at ptda.org/IndustrySummit. Interested in participating in MD-IDEX but not a PTDA member? Visit ptda.org/join to download a membership application.

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The new irreplaceables – six questions only generalists know how to answer in an AI world

Wed, 30 Jul 2025 13:16:37 +0000

Let's start with the argument every aspiring leader loves to have—even if they don't say it out loud:

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transport logistic Americas and air cargo Americas return to Miami in November 2025

Mon, 28 Jul 2025 15:11:02 +0000

From Munich to Miami: transport logistic Continues to Build Global Bridges 2,722 exhibitors from 73 countries, over 77,000 visitors from more than 130 countries, and 65% international exhibitor share – these record-breaking figures from the recent transport logistic and air cargo Europe in Munich underline the industry’s need for strong, global platforms for exchange and innovation. Following the successful trade fair in Munich, the international logistics and air cargo industry is looking ahead to the next major event: transport logistic Americas and air cargo Americas, which will take place in Miami from November 11 to 13, 2025. As global trade talks are increasingly characterized by changing customs policies and economic uncertainty, experts emphasize the importance of international platforms where stakeholders can assess and respond to these developments. “Changes in global trade policies directly impact companies’ network design, logistics flows, and total cost of ownership within their supply chains,” said Dr. Monique Murfield, Associate Professor and Director of the Center for Supply Chain Excellence, Farmer School of Business, Miami University. “Global supply chains cannot be upended overnight, so in times of uncertainty, conferences are particularly important to provide opportunities for supply chain executives to exchange ideas and strategies.” This need for dialogue is not only about policy, it also extends to the innovation and resilience that modern supply chains demand. “One of the core challenges in global supply chain design today is balancing efficiency with resilience—especially when operating across diverse regulatory and risk environments,” adds Dr. Adegoke Oke, Professor and Chair of Department of Supply Chain Management, W.P. Carey School of Business at Arizona State University. “Bringing decision-makers together at events like this allows the industry to translate complex requirements into actionable strategies.” The Miami Beach Convention Center will once again be the meeting place for key players from across the global supply chain. Organized by Messe München, the event is the largest fair for logistics and intermodal freight transportation in the USA and brings together logistics and air cargo professionals, supply chain executives, and shippers from key industries. The format combines high-level networking on the show floor with a diverse educational program in seminars and sessions, attracting participants from North and South America, Europe, and Asia. “The strong momentum from Munich shows that the industry values structured exchange, especially when many markets are in transition,” says Dr. Robert Schönberger, Global Industry Lead transport logistic & air cargo exhibitions at Messe München. “With transport logistic Americas and air cargo Americas, we aim to offer exactly that kind of orientation and focus—tailored to the realities of the Americas.” Held at the intersection of key trade routes between North and South America, Miami offers the ideal location to foster international dialogue. A comprehensive seminar program will accompany the exhibition, covering topics such as regional infrastructure, nearshoring, sustainability, digitalization, and multimodal logistics. “The topics on the agenda are highly relevant to current industry developments.” Dr. Schönberger adds. “We look forward to welcoming the global logistics community to one of the most dynamic trade regions in the world.”

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NAW applauds Trump Administration’s AI Plan reflecting key industry priorities

Fri, 25 Jul 2025 14:24:05 +0000

The National Association of Wholesaler-Distributors (NAW) welcomes President Trump’s newly released AI Action Plan, a forward-looking roadmap for federal artificial intelligence (AI) policy that speaks directly to the future of the material handling and distribution sectors. We’re especially encouraged to see several of NAW’s recommendations—submitted earlier this year during the Administration’s Request for Information—reflected in the plan, including: A unified federal framework to drive long-term AI innovation and infrastructure development, keeping close collaboration with supply chain and distribution stakeholders at the forefront. Streamlined regulations, leveraging existing federal laws and funding to minimize the patchwork of state-by-state AI rules that add complexity for material handling operations. Clarification of legal barriers that slow adoption, including revisiting prior Federal Trade Commission (FTC) investigations that have created uncertainty. Workforce strategies built for tomorrow, with an emphasis on AI skills development and identifying high-demand roles across warehouses, logistics, and distribution centers. Updated tax guidance confirming that AI training programs qualify as eligible educational assistance under Section 132 of the Internal Revenue Code. NAW has been a champion of AI adoption in distribution and material handling, particularly through our leadership in the AI Applied Consortium (AAIC), which promotes responsible innovation through collaborative research, advisory groups, and cross-industry partnerships. We look forward to collaborating with the Administration to ensure the AI Action Plan drives meaningful outcomes that enhance AI deployment and adoption across the wholesale distribution and material handling industries.

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ASSP and SAIA form alliance to advance worker safety

Wed, 23 Jul 2025 13:53:32 +0000

The American Society of Safety Professionals (ASSP) and the Scaffold and Access Industry Association (SAIA) signed a memorandum of understanding today to advance worker safety and health nationwide. The three-year agreement was finalized by organizational leaders at the Safety 2025 Professional Development Conference and Exposition at the Orange County Convention Center. “We recognize the benefits of collaboration to improve occupational safety and health practices while elevating the voice of our profession,” said ASSP President Linda Tapp, CSP, ALCM, CPTD. “Together we strive to strengthen advocacy efforts that reduce worker illnesses, injuries, and fatalities across the board.” The two organizations will take advantage of opportunities to jointly advance national consensus standards and explore key regulatory and legislative issues. They will also cross-promote volunteer opportunities while sharing content and amplifying stories of member communities. The purpose is to build a larger and more engaged safety community and encourage the sharing of trusted guidance to drive positive workplace safety outcomes. “Our mutual interests in increasing engagement and advancing worker safety will create many opportunities to work together in areas of professional practice,” said SAIA President Michael Bredl. “It’s important for organizations to share best practices in workplace safety and health for the benefit of the greater community.” The new alliance is among many joint agreements ASSP has in place to improve the well-being of workers in all industries. SAIA has also created several partnerships to promote the safe use of scaffold and access equipment. ASSP is the world’s oldest professional safety organization with 36,000 members advancing worker well-being and the safety and health profession since the Society’s inception in 1911. ASSP provides member communities, serves as a trusted advisor and elevates safety through workforce development. SAIA aims to ensure that those who make, install, depend on or govern the use of scaffold and access equipment pursue the highest standards of safety, craftsmanship and ethics.

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Internal email is killing companies. What happens if we just kill it first?

Mon, 21 Jul 2025 15:42:32 +0000

Email is not just killing productivity—it’s killing people’s time, focus, and sanity. Studies show that 50-70% of people check email before they get out of bed. They check it on weekends, and even during vacations. Research from Adobe and Statista found the average employee spends over 3 hours per day on email. That’s 15 hours a week — 750 hours a year doing what? Mostly scanning old, irrelevant threads, deciphering tone, and trying not to miss something important buried in the noise. We do it because we’re afraid. Afraid of being out of the loop. Afraid of missing a thread that spirals into a decision we weren’t part of. Afraid of appearing unresponsive or disconnected. Email can be a safety net at times, but it’s also a shackle. But the real problem isn’t email. It’s how we’ve let it replace real communication. Email helps people hide. It’s a place to delay decisions. To cover your ass with “per my last email.” To CC ten people so no one’s accountable. And when everyone’s defaulting to email, everything slows down. Decisions take days. Misunderstandings pile up. Transparency disappears. Companies like Atos launched a “zero internal email” policy and cut internal email traffic by 60%, saving employees 20 hours a month. Digital agency Klick built its own internal platform to replace email and saw productivity explode—revenue tripled without inbox clutter. But switching from email to Slack, Teams, or another tool doesn’t solve the problem if we treat those tools the same way. You’re not fixing anything by moving your chaos to a new location. The goal isn’t just to change the tool. The goal is to change the behavior. We need communication systems that force: Real-time conversation, not passive deferral Clear documentation that lives where the work lives Fewer silos, more visibility Fewer messages, more meaning So, what could that look like? 1. A marketing team where all project communication happens in a shared workspace. Feedback goes in the design file. No inbox, no guesswork, no “just following up.” Everything is visible, trackable, and discussed live. When someone needs clarity, they hop on a call or drop into a real-time channel. It’s human, fast, and frictionless. 2. Or an HR team where onboarding is handled in a shared portal with embedded guidance, real-time Q&A, and task ownership visible to all stakeholders. No emailing PDFs back and forth. No waiting days for simple approvals. Just aligned people doing aligned work. Email gave us the illusion of control. But clarity doesn’t come from careful threading. It comes from shared context, open dialogue, and purposeful tools. We don’t need to ban email everywhere. But we do need to stop pretending it’s the best way to work. About the Author Trained as a behavioral scientist and customer-centricity expert, Andrea Belk Olson helps companies operationalize corporate strategy through understanding mindsets and behaviors. She is the author of three business books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You. She is a 4x ADDY award winner and contributing writer to Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is also an entrepreneurial adjunct instructor at the University of Iowa and TEDx speaker coach. More information is also available on www.pragmadik.com and www.andreabelkolson.com.

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Leave a message and I’ll be glad to return your call. Not!

Sun, 20 Jul 2025 05:00:55 +0000

Press one if you’d like to leave a message. I’ll be glad to return your call as soon as I can. Right. And Santa will bring you toys if you’re a good little boy. Press two if you’re selling something I don’t want. That’s a lot closer to the truth. Why won’t they call me back? When you get someone’s voicemail and decide to leave a message, what steps can you take to ensure that your call will be returned? Lots. If you leave a message, here is a collection of techniques that have gotten calls returned: First name and number only (in a very businesslike manner). It seems that calls are returned in inverse proportion to the amount of information left. Be funny, Clean wit will get a response. Be indirect “I was going to mail you important information, and I wanted to confirm your address.” Offer fun, “I had two extra tickets to the Knights game, and I thought you might be interested. (Here’s the sure shot) Please call me if you can’t go so I’m able to give the tickets to someone else.” If it was positive first meeting, remind the prospect where you met. Dangle the carrot. Leave just enough information to entice. Ask a provocative or thought-provoking question. Note: There is never a reason to give your sales pitch on voicemail. No one is there to say yes. Your objective is to make contact. Your objective is to provide enough information to create a positive response. An all-time classic technique was offered by Thomas J. Elijah, III, of Elijah & Co. Real Estate, at a SalesMasters meeting. He said to leave a partial message that includes your name and phone number, then pretend to get cut off in mid-sentence, as you’re getting to the important part of the message. “Cut it off in midword,” Elijah says, “it works like a charm because the prospect can’t stand not knowing the rest of the information, or thinks his voicemail is broken.” “Leave a partial message that includes your name and phone number and pretend to get cut off in mid-sentence as you’re getting to the important part of the message.” ~Thomas J. Elijah, III Here are a few examples of the “Elijah Method.” Leave your name and number then deliver half a sentence to peak interest: Your name came up in an important conversation today with Hugh… They were talking about you and said… I have a deal that could deliver you a hundred thou… I’m interested in your… I have your… I found your… I have information about your… Your competition said… I’m calling about your inheritance… Are you the (person’s full name) who… We wanted to be sure you got your share of… I’m calling about the money you left at… I had to call Elijah this week to get some information. I tried his technique on him, cutting off my message in midword. I said, “I’m going to quote you in my column this week and I need…” He called me back in under three minutes, laughing hysterically. This technique could revolutionize message leaving. I’ve been using it all week, and it works. Be careful about how far you go on the humor with someone you don’t know. If you’re making several calls, make sure you document your messages so you can be on top of it immediately if/when your call is returned. Nothing worse (or more stupid) than getting a returned call and having no idea who it’s from. Bob Hofmann, of Hofmann Network Services, a voice mail and voice messaging company, says that voice mail helps companies route messages faster, and the recording system offered by voice messaging reduces errors, allowing complete messages to be left. If you’re thinking about buying voice mail, don’t just look at the benefit of your convenience. Before committing to a specific system, consider its impact on your customers. Will they be better served? Will you maintain a friendly, human touch in spite of the voicemail system? Don’t confuse voicemail with automatic attendant systems. Automatic attendant, where the computer actually answers the phone, is the single worst business invention ever. Here is the most customer-friendly type of voice mail system to use: Human answers. Human determines if the person you’re calling is in by ringing their phone and monitoring the response. If not in, the human returns and says, “Mr. Jones is not in. Would you like me to help you personally, take your message personally, or would you like to leave a detailed message on his or her voicemail?” You faint from the shock. If you do leave a message, ask yourself, “Would I return this call?” If you hesitate to say yes, change your message. Press one if you hate voicemail. Press the hot button of the prospect if you want to get a call back and make the sale in spite of it. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Creating high-performance teams with engagement and results

Sun, 20 Jul 2025 05:00:49 +0000

When most forklift dealerships evaluate the success of their aftermarket departments and functions, they focus on the usual Key Performance Indicators or KPIs — fill rates, technician utilization, work in process, and parts revenue. But if you look closer, the true driver behind consistent performance isn’t just better tools or sharper pricing. It’s the team culture that holds it all together. With today’s challenges in our industry, such as labor shortages, rising costs, and increasing customer expectations, the most effective dealerships are doing more than tracking metrics. They’re creating teams that function with clarity, confidence, and accountability — not just compliance. In speaking with dealership leaders across the country, I have identified three traits that consistently set their high-performing teams apart, and how your dealership can implement them. Productive Disagreement is a Strength, not a Disruption Successful aftermarket departments don’t avoid conflict — they embrace it. Productive disagreement allows your parts, service, and sales teams to challenge assumptions, raise red flags, and debate better solutions before mistakes happen. For example, if a technician questions a parts substitution or a counter rep challenges a commonly overlooked repair item, those moments shouldn’t be shut down — they should be welcomed. Friction, when rooted in professional respect and common goals, leads to better outcomes. In the hustle of daily operations, it’s easy to prioritize speed over discussion. But taking time to pause and ask, “Is this really the best way to do it?” can uncover inefficiencies that have gone unnoticed for months or even years. Whether it’s a recurring delay in ordering key components or confusion around repair quote approvals, healthy disagreement can be the spark that leads to long-overdue process improvements. What You Can Do: Encourage your teams to bring up inefficiencies, even if it ruffles feathers. Create “What Went Wrong” sessions where the team openly discusses recent service issues or miscommunications. Train frontline leaders to ask: “Is there a better way to do this?” This approach doesn’t slow you down — it sharpens your edge. In a business where reputation is everything, the ability to catch and correct problems early can be the difference between gaining a loyal customer and losing one forever. Psychological Safety Builds a Smarter, More Agile Team When people are afraid to speak up, they stay quiet — even when they know something is off. That silence can cost you time, customers, and even safety. The highest-performing service and parts teams foster an environment where everyone feels safe to raise concerns, admit mistakes, or suggest new ideas. This doesn’t mean lowering standards or tolerating excuses. It means removing fear from the learning and improvement process. This is especially important in multi-generational teams. Younger technicians may hesitate to offer input when seasoned veterans are present. Conversely, experienced employees may be reluctant to ask questions about new systems or technologies. A culture that encourages openness across all levels of experience allows the entire department to grow together. How to Build It: Acknowledge when leadership makes mistakes — it sets the tone for the team to do the same. Celebrate team members who identify potential problems, not just those who solve them. Provide anonymous feedback channels and act on what you learn. Psychological safety also boosts adaptability. In today’s aftermarket world, teams need to pivot quickly — whether it’s adjusting to supply chain delays, implementing new scheduling software, or adapting to customer service policies that shift overnight. Teams that feel safe are more responsive, creative, and aligned. When your people believe their voice matters, they bring more than their labor — they bring their insight. Shared Ownership Drives Engagement and Results One of the most overlooked performance drivers is ensuring that your team feels their work matters to the bigger picture. When counter staff, field technicians, and support roles understand how their work contributes to customer satisfaction and dealership profitability — and when they have a stake in the outcome — accountability increases. So does retention. We’ve all seen what happens when employees feel like cogs in the machine: enthusiasm wanes, quality dips, and turnover climbs. However, when employees are treated as contributors to the bottom line, they are not just labor costs — their mindset shifts. They care more about the outcome and take more pride in their role. Some dealerships are implementing this through bonus structures tied to department performance, while others have clearly communicated KPIs that are visible to everyone. The goal isn’t to turn every employee into an executive — it’s to help every employee act like one. Ways to Create Ownership: Post service efficiency, quote conversion rates, and parts fill rate goals in common areas. Tie quarterly bonuses to department-wide targets like first-time fixed rate or parts margin improvement. Involve employees in planning inventory strategies, scheduling changes, or tool upgrades. A shop floor bulletin board or digital dashboard can go a long way in making dealership performance visible and relevant to everyone. Even a brief monthly meeting that recaps progress toward shared goals can help people feel more connected to the mission. When the whole team is rowing in the same direction, performance becomes a collective outcome, not just a manager’s responsibility. Culture Is the Competitive Advantage You Control Every dealership is facing similar headwinds: technician shortages, rising input costs, and customers who expect the same level of service as Amazon. But not every dealership is creating the kind of culture that turns those challenges into opportunities. It doesn’t take a massive overhaul. Often, it just takes a consistent effort to change the conversations happening in the breakroom, during team meetings, and at the parts counter. By encouraging disagreement, fostering safety, and building ownership, you’ll make more than just a high-functioning team — you’ll create a dealership where people want to stay, customers want to come back, and performance sustains itself. That’s the kind of competitive advantage you don’t have to wait for the market to deliver. It’s one you build from the inside out. About the Author: Chris Aiello is the Business Development

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Dealing effectively with the competition

Sun, 20 Jul 2025 05:00:23 +0000

“This would be a great business if it weren’t for the competition!” Unfortunately, the existence of the competition impacts every industry, every business, and every sales position. What the competition does or does not do can make a dramatic impact on a company and a salesperson. That impact can range from squeezing you to the point where you go out of business on one extreme, to creating tremendous opportunities for growth and profits on the other. The competition and its potential impact on your business are a fact of life. No matter how hard you wish, you are not going to be able to make the competition go away. While we can’t change the competition, we certainly are responsible for our attitudes and behaviors toward the competition. What we say and how we act regarding the competition can have a daily impact on our bottom line. An appropriate attitude and set of practices for dealing with the competition should be an essential part of every salesperson’s repertoire. This article is an attempt to describe some of the salient parts of that mindset. Respect the competition. Speaking poorly about the competition, looking down on them, finding fault with them, and generally disparaging them are all common behaviors that I frequently observe among the companies with whom I work. It is easy enough to understand why. In sales meetings, we are constantly told how our products compare to the competition, what makes our service superior, and why our people are more experienced and knowledgeable than theirs, among other things. In my role as a consultant and sales educator, I am uniquely positioned to test the validity of these claims. I’ve occasionally worked with a company, for example, and then a few years later found myself involved with one of their competitors. Or, I may have two or more competitors in one of my seminars. This unique position has allowed me to make observations about such claims. One of the observations I have made is this: There is usually some degree of truth in the details of these elements. Your hot new product may have several features that your competitor’s does not have, for example. However, in the big picture, your competitor offers a sound business option to your customers. While your new product contains some features that your competitor’s does not, your competitor’s product probably includes some features that your product doesn’t contain. And while you claim your service to be superior, so does he. And your people are probably not any more experienced and knowledgeable than his people. From the 10,000-foot-high perspective, if your competitors were as flawed as you think they are, they wouldn’t be in business, and your customers wouldn’t be buying from them. In all likelihood, your competition is made up of educated, committed people who are trying just as hard as you are to be a viable option to your customers, to conduct their businesses with integrity just like you, and who strive to do a good job and to provide for their families through the fruits of their labors, just like you. So, bury those attitudes of superiority, and cast off that disdain for the competition. If your customers didn’t think they presented a viable option, they wouldn’t be buying from them. Don’t believe everything you hear. We occasionally hear comments from our customers with complaints about the competition or stories of how they have messed up on a project. This, of course, contributes to our natural tendency toward smugness by confirming our views. Let’s take all of that with a healthy degree of skepticism. Understand that the people who share that information with us are typically those customers with whom we have the best relationship – those who we consider our friends. What we see as confidential information about the competition’s weaknesses may be the natural human inclination to tell us what they believe we want to hear. Our friends want to find common ground with us. And our animosity toward the competition provides potentially fertile ground to cultivate. It’s been my observation that many of those customers who are reporting on the flaws in the competition to you are reporting on your flaws to them. Don’t view everything you hear as 100% accurate. Don’t speak badly about the competition – ever. Disparaging the competition, speaking badly about the company or the individual sales people, using little innuendos and side comments – all of this says more about us to our customers than it does about the competitors to whom we are referring. It reveals us as small-minded, petty, smug, and far more interested in ourselves than we are in our customers. It is reminiscent of the principle behind the oft-quoted passage from the Sermon on the Mount: 3 “Why do you look at the speck of sawdust in your brother’s eye and pay no attention to the plank in your own eye? This is something I learned the hard way, in one of the most embarrassing incidents in my tenure as a salesperson. I was selling a piece of capital equipment, representing a product line that was 35% more expensive than the competition. However, the additional cost was justified by a far superior product. The competition had been experiencing a problem with one component of their system – the batteries easily worked loose and disconnected. They solved that problem by using a rubber band to provide additional tension on the battery and keep it from jiggling loose. I pointed that out to my potential customer, asking them how comfortable they felt with a product that was held together with a rubber band. My customer’s response? “Do you know what I don’t like about you?” she asked. I was floored and speechless. “You are so negative about your competitors.” I turned beet red, stammered an apology, and retreated quickly. That incident has stuck with me for decades. At this point, there is a question that naturally occurs. If I don’t want to speak badly about

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Q2 Industrial Manufacturing soars 31% for planned projects over $100M; June planned Industrial Projects hit 141

Sun, 20 Jul 2025 05:00:11 +0000

Industrial SalesLeads has announced the June 2025 results for its new planned capital project spending report, highlighting the continued strong activity in the Industrial Manufacturing sector. According to the firm’s research, 141 new industrial manufacturing projects were tracked in June 2025 alone, reflecting robust activity across North America. In addition, Q2 2025 saw a 31% increase over Q1 in the number of new Industrial Manufacturing facility construction projects valued at over $100 million. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 129 New Projects Distribution and Industrial Warehouse – 77 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 48 New Projects Expansion – 38 New Projects Renovations/Equipment Upgrades – 57 New Projects Plant Closings – 12 New Projects Industrial Manufacturing – By Project Location (Top 10 States) California – 10 Indiana – 10 Texas – 10 Wisconsin – 8 Florida – 7 New York – 7 North Carolina – 7 Massachusetts – 6 Tennessee – 6 Maryland – 5 Largest Planned Project During the month of June, our research team identified 25 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Micron Technology, which plans to invest $150 billion in the construction of a manufacturing complex in Clay, NY. Construction is expected to start in late 2025. Top 10 Tracked Industrial Manufacturing Projects UTAH: The semiconductor manufacturer is planning to invest $15 billion in expansion and equipment upgrades at its manufacturing facility in Lehi, UT. They are currently seeking approval for the project. GEORGIA: A pharmaceutical company is considering investing $5 billion in the construction of a processing facility and is currently seeking a site in GEORGIA. Watch SalesLeads for updates. FLORIDA: A gas turbine engine manufacturer. is planning to invest $1 billion in the construction of a 1 million square foot manufacturing facility in Crestview, FL. They are currently seeking approval for the project. Construction will occur in 3 phases, with completion of the first phase slated for late 2026. INDIANA: A battery manufacturer and recycling company are considering investing $1 billion in the construction of a processing facility and are currently seeking a site in Indiana. Watch SalesLeads for updates. FLORIDA: A semiconductor manufacturer is planning to invest $470 million in the construction of a manufacturing and office facility in NEOCITY, FL. They are currently seeking approval for the project. SOUTH CAROLINA: A lumber company is planning to invest $225 million for the construction of a 375,000 square-foot manufacturing facility on Barker Mill Pond Rd. in FAIRFAX, SC. They are currently seeking approval for the project. Construction is expected to start in late 2025, with completion slated for early 2027. INDIANA: An industrial automation equipment manufacturer is planning to invest $180 million in the expansion of its manufacturing, laboratory, and office campus in Franklin, WI. They will consolidate their WI and IL operations upon completion in Summer 2027. KENTUCKY: A global electronics manufacturer is planning to invest $174 million in the construction of a manufacturing facility in LOUISVILLE, KY. They are currently seeking approval for the project. TEXAS: An IT infrastructure equipment manufacturer plans to invest $152 million in renovations and equipment upgrades for a 393,000-square-foot manufacturing and warehouse facility located at 9220 Socorro Road in Socorro, TX. They have recently received approval for the project. MAINE: A medical device manufacturer is planning to invest $134 million in expansion and equipment upgrades at their manufacturing facility in BRUNSWICK, ME. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI, identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.

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Account for your most important account balance

Sun, 20 Jul 2025 05:00:08 +0000

Last month, I opened a discussion changing the way a dealer accounts for daily, monthly, and annual financial activity, switching from GAAP accounting to Pre-Tax Profit to a Free Cash Flow model, which reports actual Free Cash Flow available to spend as you see fit. The bottom line here is that GAAP is geared to help report readers understand how a company conducts its business through GAAP Internal Statements. As you know, GAAP accrues transactions, defers expenses and income, and amortizes expenses over an estimated useful life. Most GAAP rules are understandable, which I agree with, but I have to say that the LEASE ACCOUNTING RULES can drive a person nuts. Most business owners I know will tell you they have a tough time explaining how their cash flow changes and what amount is available to invest, reduce debt, or pay other liabilities. An FCF statement will provide better input along these lines to help understand cash flow movement. We will spend more time on this topic and how it may help manage your business. To get started, I created an FCF Template for you to review and gain a better understanding of actual cash flows. The FCF Template has three sections. The internal GAAP Income Statement. The Conversion of the GAAP Income Statement into Operating Cash Flow. Account for Working Capital changes and CapX items paid for. When we finalize the three sections, we have a balance that includes both balance sheet and income statement adjustments, which make up Free Cash Flow. This helps avoid overspending and, at the same time, indicates what you have available to spend without developing a cash flow problem. Information every CEO needs to know. Review the CAPX notes. Most companies will not include long-term note payments in these calculations. Instead, you have an ending figure that indicates what is available to make long-term note payments. Items actually purchased during the year are included in the calculation, as you can see in Section 3. Companies are starting to use this method because FCF is becoming the standard for valuing an M&A target, rather than using EBITDA multiples. The other topic I plan to explore is converting management reports using FCF data instead of GAAP results. It should be fun. About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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Sluggish inventory growth signals tighter operations

Fri, 18 Jul 2025 15:55:58 +0000

Business inventories across the U.S. were unchanged in May, according to the Commerce Department’s latest report, marking a second month of flat growth. Economists had anticipated the stagnation, as overall inventory levels remain 1.7% above last year. Retail inventories climbed 0.3%, with motor vehicle inventories up 0.6%. Wholesale inventories declined 0.3%, and manufacturer inventories edged up 0.1%. Business sales fell 0.4%, lifting the inventory-to-sales ratio to 1.39 months—its highest level since April. The first quarter saw heavy pre-tariff stockpiling, adding 2.59 percentage points to GDP. Yet, record import-driven trade deficits more than erased those gains, leading to a 0.5% economic contraction. For material handling professionals, these numbers reflect a market in flux: slower turnover means longer storage times, lower equipment utilization, and pressure on labor efficiency. Operations may need to adapt through leaner inventory strategies and investments in technology to optimize throughput in an uncertain demand environment.

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Don’t let your publicity be a fantasy. Four tips to score your P.R. goals

Fri, 18 Jul 2025 15:10:30 +0000

Recent statistics indicate that over 29 million people participate in some form of fantasy football league. ESPN reports more than 13,000 monthly users of its fantasy football app, and participation in fantasy football grows at an approximate rate of 32% a year. It is estimated that fantasy football added $11 billion to the U.S. economy last year. Wouldn’t you love for your business to do the same? Well, it can, or at least come close, with the right kind of publicity. And you won’t need a staff or a budget that size. All you’ll need is to follow four easy steps based on fantasy football principles that apply to placing articles in magazines, both in print and online. Now it doesn’t matter if you’re a service provider, a brick-and-mortar shop, a mom-and-pop shop, a regional chain, or a multi-national powerhouse; all that matters is that you have a target market, a message to impart to them, and a marketing funnel to deliver the results. Just like anyone with a smartphone and a little pre-season research is ready for their first weekly draft, you’ll be ready to armchair quarterback in the big leagues. The Draft/Your Target Market In fantasy football, conducting thorough research before the draft is crucial. You need to know the background of the available players so you can pre-rank them according to your personal preference. Trust your cheat sheets (player rankings). You worked hard to prepare them, and you don’t want to let the other coaches sway you into making a mistake. Many of these principles are applicable to your target market. You need to research who they are and where they are. As it’s said, “Whose pain can you solve, and who’s going to pay you to solve their pain?” Now, once you have determined your target market, this doesn’t mean you should ignore other markets. It simply means helping those you can the quickest, and then moving on to those markets that might take a little longer to convert. As to where they are, this means what media they read, which social media platforms they follow, and what podcasts they listen to. Rather than trying to scatter your message everywhere, why not be smart and position yourself in front of your target market where they already are? Playbook/Your Content Your playbook is how you manage your lineup. It helps you make better decisions and gives you the tools to collect and share data. Many playbooks even let you switch to different sports, but we’ll stick to fantasy football for now. Most playbooks can be customized to give you the information you need to see based on the team you’ve drafted and the league you’re in. When writing an article for the communication source your target market reads, you can keep the same principles in mind as the playbook. Focus on the information they want/need to hear, not just the message you want to give them. Make the article informative, educational, and engaging; avoid self-promotion or overt advertising. You can put all the promotion in an “about the author” paragraph at the end. You want the reader to identify themselves in the article, so write it in the ‘you’ tense: “you might have this problem, here’s how you can solve it…” If they like the advice, they’ll contact you from the bio paragraph at the end! Oh, and editors love bullet points. Give them an article about “5 Myths…” or “6 Steps…” or “7 Ways…” or “4 Easy Steps…” Statistics/Pitching and Tracking, and Follow-Up Critical data provided by research and analysis can be the difference when it comes to your success or failure in fantasy football. There are a number of apps and websites that will compile and analyze your data for you, but you’ll still have to do the work to input it correctly for your team to make sure you’re getting educated and receiving informed rankings in your leagues. Once you’ve got your article polished and your bio paragraph honed (be sure you have a recent headshot to send along with the article), it’s time to start pitching your article to the editors of the publications your target market regularly reads. Don’t just blast it out anywhere and everywhere, but tease out the benefit of your article to the editors’ readership, and only when they say their readership would be interested, then send them the full text. This gives you permission to politely follow up with them in a few weeks and ask if they’ve posted your article or if it’ll be printed in an upcoming issue. If the answer is ‘yes’ to either question, ask them to send you a link, a PDF, or a print copy. Postseason/Marketing from the Placements If you’ve done your research, played your stats, and your team has won, you’re ready for the postseason and the playoffs! In fantasy football, the playoffs can have unlimited teams in their brackets and teams with no salary caps. And don’t forget about the wild card teams! Check with the commissioner of your league on how they conduct the playoffs before your season with them begins. The same can be said about marketing from your article placements; you want to be ready for them before you even start writing and/or pitching them. You need to keep your organization’s website up to date and ensure your social media platforms are current. This is where you will place the majority of your placements, as they will be links to the online versions. You’ll want to create an “in the media” or an “as seen in” page on your website to put the links when they come in. Also, LinkedIn has an Articles section on your profile. When you post your article placements on LinkedIn and/or Facebook, be sure to tweet them out – just don’t copy the whole post again; link to it instead. Whether you’re a wine shop with a monthly article in a neighborhood magazine, or a tire shop with a quarterly

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Longtime ASSP member earns Prevention through Design Award

Wed, 16 Jul 2025 15:16:32 +0000

Bruce Lyon, a longtime member of the American Society of Safety Professionals (ASSP), is the recipient of the 2025 Prevention through Design (PtD) Award. The honor is presented by the National Institute for Occupational Safety and Health (NIOSH) in partnership with ASSP, the National Safety Council (NSC) and the American Industrial Hygiene Association (AIHA). The annual award recognizes an elite workplace safety and health professional, team or organization that demonstrates outstanding leadership in eliminating or reducing workplace hazards through design or redesign efforts and contributes to the body of knowledge that enables PtD solutions. “Assessing workplace environments and proactively designing out hazards is an innovative and long-term approach to business sustainability and preventing worker injuries, illnesses and fatalities,” said ASSP President Linda Tapp, CSP, ALCM, CPTD. “Bruce specializes in risk assessment and risk management and has greatly elevated the use of safety standards and prevention through design principles around the world.” Lyon, P.E., CSP, ARM, SMP, CHMM, is an ASSP Fellow and vice president and director of Risk Management Services for Brown & Brown Inc., a commercial insurance brokerage firm. He is a leading expert in occupational safety and health who has more than 45 years of experience working with national and global organizations across various industries. Lyon’s skills also involve safety management systems, ergonomics and regulatory compliance. He chairs and vice chairs key ANSI/ASSP risk management and prevention through design committees and previously advised on ISO 31000 standards. An adjunct professor and advisory board chair at the University of Central Missouri, Lyon has authored numerous influential articles and books, including “Risk Assessment: A Practical Guide to Assessing Operational Risks.” He has been an ASSP member since 1982 and continues to educate professionals on risk management and safety standards through webinars, podcasts, training courses and speaking engagements at national conferences. “Bruce has been instrumental in keeping prevention through design principles in the forefront of safety efforts,” Tapp said. “His dedication to risk mitigation and worker safety has certainly saved countless lives.” Lyon will be honored at ASSP’s Leaders and Honorees Celebration on July 21 in Orlando as part of the Safety 2025 Professional Development Conference and Exposition.

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Machinery orders slow in May while preserving year-over-year gains

Mon, 14 Jul 2025 14:11:54 +0000

New orders of metalworking machinery, measured by the U.S. Manufacturing Technology Orders Report published by AMT – The Association For Manufacturing Technology, totaled $392.7 million in May 2025. This was an 11.8% decline from April 2025 and a 2.7% increase from May 2024. Machinery orders in 2025 placed through May totaled $2.09 billion, a 15% increase over the first five months of 2024. While orders of manufacturing technology fell in March and April, the market continued to show signs of recovery, as every month in 2025 outperformed the same month in 2024. The value of May 2025 orders was 16% higher than the average May. When looking at the number of units ordered, the data shows far flatter growth. Through May 2025, the number of units ordered was 4.7% above the first five months of 2024, which is still the highest positive growth rate since 2021. Engine, turbine, and power transmission manufacturers made their largest investment in new metalworking machinery since February 2023. This is likely an extension of the outsized order activity trend in electrical equipment manufacturing due to increased grid demands from data centers. May 2025 machinery orders from the aerospace sector, which had the highest monthly order total on record in March 2023, fell to their typical monthly average but remain trending upward. Through May 2025, new factory orders for nondefense aircraft and parts were up 164% from 2024. Integrating these new orders into production schedules could exacerbate the rising capacity utilization rates of aerospace manufacturers without additional investments in manufacturing technology. Manufacturing technology orders remained relatively strong in April and May 2025 despite the economic uncertainty caused by the irregular implementation of tariff policy over those months. The recently passed tax and spending policy package will provide a degree of certainty to all businesses and includes major incentives for manufacturers, which could lead to additional machinery investments in the second half of 2025. AMT’s upcoming Summer Economic Webinar will explore how these developments could affect demand for manufacturing technology through the remainder of the year.

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Mastering the marathon: Four strategies for managing long sales cycles

Mon, 14 Jul 2025 13:44:07 +0000

Have you ever run a marathon? Most people haven’t. But many salespeople run them every day – the long sales cycle. Salespeople love the quick win – that satisfying moment when a prospect becomes a customer in a matter of days or weeks. Sometimes, it’s even the fabled “one call close.” But what about those industries, or even those times, where the sales cycle stretches into months or even years? How do you keep your sales teams motivated, strategic, on-task, and successful when the finish line seems so far away? Long sales cycles present unique challenges. They test a salesperson’s patience, strategic thinking, and ability to maintain momentum over extended periods. They can also tempt even the most disciplined sales professionals to neglect prospecting, as the gratification of a closed deal feels perpetually out of reach. But here’s the truth: mastering the long sales cycle is not just a skill – it’s an art form. And like any art, it requires dedication, practice, and a specific set of techniques. Let’s explore four key strategies that can help you and your team excel in the marathon of long-cycle sales. Never Stop Prospecting Imagine you’re a farmer (no, not the old, outdated “hunter/farmer” sales term). You know it takes months for your crops to grow, but you also know that if you don’t plant seeds regularly, you’ll eventually have nothing to harvest. The same principle applies to long-cycle sales. It’s easy to fall into the trap of thinking, “Why start new conversations when I won’t close them for years?” But remember this: you can’t finish a sale unless you start one. Prospecting is the lifeblood of your sales pipeline, regardless of how long it takes to close a deal. A sales funnel that doesn’t consistently fill at the top will run dry at the bottom. Make prospecting a non-negotiable part of your weekly routine. Set aside dedicated time each day to reach out to new potential clients. Use a mix of cold calls, emails, social media outreach, and networking events to keep your pipeline full. Remember, the seeds you plant today are the deals you’ll close tomorrow – or next year. The best prospecting cadence is to open with a phone call (yes, a genuine, pick up the phone, voice-to-voice call), attempt to reach your target. If you don’t get an answer (80% to 90% of the time these days), then leave a powerful voice mail message, and switch to LinkedIn connection. Once connected, slow play the connection using engagement techniques, then ask for the appointment 2-3 months after connecting. 2. Think Strategically, Act Consistently Once you’ve initiated a conversation with a prospect, it’s time to shift into strategic mode. This is where the real art of long-cycle selling comes into play. Start by estimating a realistic timeline for the deal. Is it six months? A year? Two years? This timeline becomes your roadmap, guiding your interactions and helping you set milestones along the way. With each contact, your goal should be to move the Buyer’s Journey forward, even if it’s just by inches. This is particularly crucial when you’re up against an incumbent vendor with an existing contract. You’re playing the long game, so every interaction should add value and strengthen your position. Basically, you’re positioning yourself to be the vendor of choice at contract time. Maybe it’s sharing a relevant industry report, offering a fresh perspective on a challenge they’re facing, or simply checking in to maintain the relationship – but offering some new piece of knowledge or expertise every time. The key is consistency. Regular, value-added touchpoints keep you top of mind and position you as a trusted advisor, not just another vendor. 3. Keep Your Contacts Current In the span of a long sales cycle, a lot can change. Decision-makers move on, new stakeholders emerge, and organizational priorities shift. Your job is to stay on top of these changes and adapt your strategy accordingly. Make it a habit to regularly verify and update your contact information. But don’t stop there – strive to expand your network within the organization. The more contacts you have, the more resilient your opportunity becomes to personnel changes. “High, wide, and deep” should be your watchword. Get as high on the corporate food chain as you can. Get as many contacts (a wide base of influence) in the target company as you can. And make sure that they genuinely know you and the value you bring. This approach not only provides you with a more comprehensive understanding of the organization but also helps safeguard your opportunity if your main contact leaves. 4. Be Ready When the Stars Align Here’s a fundamental truth about sales: a deal happens when need, solution, and timing intersect, and the Buyer’s Journey completes. In a long sales cycle, your job is to be ready when that moment arrives. Maybe the incumbent vendor slips up, budget suddenly becomes available, or a new initiative aligns perfectly with your offering. Your consistent presence and value-added interactions have positioned you to capitalize on these moments. Stay alert to industry trends, organizational changes, and any shifts in your prospect’s business that might create an opening. When that window of opportunity opens, be ready to act swiftly and decisively. Managing long sales cycles is not about passive waiting – it’s about active preparation. It’s about building relationships, demonstrating value, and positioning yourself as the obvious choice when the time is right. There are no shortcuts to anyplace worth going. Winning in long-cycle sales requires a unique blend of patience, persistence, and strategic thinking. It demands that we resist getting demoralized due to the lack of quick wins and instead focus on building lasting relationships and delivering consistent value. By maintaining a steady prospecting rhythm, thinking strategically, keeping our contacts current, and staying ready for opportunity, we can master the marathon of long sales cycles. About the Author: Troy Harrison is the Sales Navigator, a speaker, and the author of “Sell Like You Mean

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ASSP Foundation receives landmark gift to drive workforce development

Wed, 09 Jul 2025 14:25:44 +0000

The American Society of Safety Professionals has announced the ASSP Foundation received a landmark $325,000 gift from the Board of Certified Safety Professionals (BCSP) Foundation. “This generous gift powerfully attests to ASSP and BCSP’s shared commitment to worker safety and health,” said ASSP President and ASSP Foundation Chair Linda Tapp, CSP, ALCM, CPTD. “Our strategic alignment enhances our ability to provide key programs that will produce more highly skilled safety and health professionals.” The ASSP Foundation – the charitable arm of the Society – promotes environmental health and safety (EHS) as a valuable career choice. It helps build a sustainable talent pipeline to make all industries safer worldwide, aiming to attract and develop new EHS professionals while enhancing the knowledge and skills of EHS students and current safety professionals. “Supporting emerging professionals and sustaining the continuous learning and credentialing of all safety professionals remains critical,” Tapp said. “Evolving global challenges and the ever-changing world of work demand bright industry leaders who know how to best protect workers and create resilient teams.” The ASSP Foundation provides free training and career support resources as individuals transition and grow in their professional journeys. “The historic BCSP gift enables our ASSP Foundation to actively develop program enhancements and new initiatives, bolstering our efforts in creating the safety and health workforce of the future,” Tapp said.

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ALAN coordinates with partners to assist Texas flood efforts

Tue, 08 Jul 2025 18:57:43 +0000

The American Logistics Aid Network, or ALAN, released an announcement regarding last week’s flooding in Texas. “A few weeks ago, I used a Hamilton lyric to describe one of the events that had made me the happiest this summer. Today, I find myself compelled to use another one of its lyrics for a very different reason,” said Kathy Fulton, Executive Director of ALAN. “There are moments that the words don’t reach. There is suffering too terrible to name.” I’m thinking, of course, about this weekend’s floods in Texas – and the devastating death toll they have left in their wake. All of us at ALAN are heartbroken for the many people who have lost a beloved family member or friend because of this disaster. And we have already begun to channel that heartbreak into action. Over the past few days, we’ve been coordinating with our non-profit partners who are assisting with early response efforts, and preparing to support them with the critical logistics services, supplies, and expertise they’ll require. Please stay in touch with us frequently over the next few days and weeks, as there’s a possibility that your supply chain assistance or financial support may be urgently needed. Meanwhile, resist the urge to head to Texas with truckloads of donated goods (it could hamper organized rescue and relief efforts), and if you do feel the need to do something immediate, consider making a cash donation to help support our response activities instead. Above all, please pay attention to weather alerts and consult local flood maps to understand your risk of flooding. Floods truly are among the deadliest of storm-related disasters, so having a pre-established plan for how and when to evacuate will save critical moments when they matter most. Here are some links that will help those affected by the flooding in Texas: Donate: alanaid.org/donate How To Help: alanaid.org/operations Request Support: alanaid.org/request-support State Executive Orders: Texas Governor Abbott issued an amendment on July 5, 2025 to a previously issued Disaster Proclamation declaring Bandera, Bexar, Burnet, Caldwell, Coke, Comal, Concho, Gillespie, Guadalupe, Kendall, Kerr, Kimble, Llano, Mason, McCulloch, Menard, Reeves, San Saba, Tom Green, Travis, and Williamson Counties. The proclamation authorizes the use of all available resources of the state government and political subdivisions to cope with the disaster. Active Transportation Waivers Title: FMCSA Issued Emergency Declaration for Texas Effective: 07/04/25 | Expires on: 07/16/25 Description: Pursuant to 49 CFR 390.23 due to severe weather, exemption from Parts 390 through 399 of Title 49 for Hours of Service for drivers providing direct assistance in the disaster area. Title: Texas Department of Motor Vehicles and Department of Transportation Implemented Federal Disaster Relief Permit Effective: 07/04/25 | Expires on: 07/16/25 Description: Allows vehicles carrying emergency supplies or removing debris to operate statewide without the usual oversize/overweight restrictions, including nighttime travel and exemption from some escort needs.

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