NAW and Applico announce EquipmentShare’s Jabbok Schlacks and BRINGG’s Guy Bloch as Keynote Speakers at 2023 Innovators Summit
The National Association of Wholesaler-Distributors (NAW), the voice of the $8.2 trillion wholesale distribution industry that employs over 6 million U.S. workers, along with Applico, an advisor to billion-dollar distributors and manager of the wholesale distribution industry’s first dedicated venture capital fund, announced that Jabbok Schlacks, CEO/Co-Founder of EquipmentShare will be the Marketplace keynote speaker for the 2023 NAW Innovators Summit, powered by Applico; and Guy Bloch, CEO at BRINGG, will be the keynote Supply Chain Technology speaker at #IS2023. Taking place Tuesday, November 14, 2023, from 3 p.m. CT – Thursday, November 16, 2023, at 1 p.m. Austin, Texas, at the Omni Austin Hotel Downtown, the NAW Innovators Summit powered by Applico, has been hailed as the industry’s top matchmaking event between distributors, leading B2B tech companies and investors. “We cannot wait to welcome Jabbok Schlacks and Guy Bloch as keynote speakers to the Innovators Summit stage,”said NAW CEO Eric Hoplin. “In 2023, the Innovators Summit seeks to showcase everything unique about the inaugural technology conference from 2022 while also expanding the types of technology companies present and inviting the investor community to further participate and share their unique perspective and insights. Schlacks and Bloch are an invaluable addition to the program, and we look forward to hearing their insights relating to marketplaces and supply chain technology,” Hoplin concluded. “The Innovators Summit is truly a one-of-a-kind experience to hear the real story behind innovation in B2B,” said Applico Founder and CEO Alex Moazed, “Jabbok and Guy will provide attendees with powerful insights and innovative solutions to problems facing distributors in the areas of marketplaces and supply chain technology,” Moazed concluded. The NAW Innovators Summit powered by Applico welcomes leading industry executives across North America to meet the founders of the most exciting B2B distribution-focused technology startups in closed-door presentations. Attendees get the ‘inside scoop’ – and if distributors like what they hear, they can book private, one-on-one time with founders to discuss opportunities in more detail. The technology tracks will include marketplace technology, sales and operations technology, supply chain technology and “AI in action” – pragmatic examples of AI for wholesale distributors. Jabbok Schlacks is the CEO/Co-Founder at EquipmentShare, whose digital solutions gather data in a central location to give contractors a single place to analyze and understand their business operations data. By providing contractors and fleet managers with digital and electronic ways to record, gather and monitor fleet utilization data, EquipmentShare saves them hours typically spent manually collecting the same information, digesting it, and applying it to business decisions. Guy Bloch is CEO at BRINGG, whose open SaaS platform simplifies the last mile experience, enabling organizations to turn delivery into a competitive advantage by leveraging innovative technology to manage their own fleets, or tapping into a global network of 200+ integrated carriers including parcel, same day, and LTL. By providing a scalable, data-driven solution to dynamically manage fleets, increase delivery options and automate processes, Bringg is able to create a seamless experience for drivers, dispatchers, and customers while reducing last mile costs. Applico is the trusted advisor to billion-dollar distributors on strategic partnerships with tech startups. Applico Capital is the wholesale distribution industry’s first dedicated venture capital firm. With backing from more than 5 billion-dollar distributors, Applico Capital’s B2B Distribution Fund I invests in technology that will help distributors modernize and digitize their core business.
The ARA Foundation and Toro partner to build sensory riding path for therapeutic equestrian center
The American Rental Association (ARA) Foundation, in partnership with The Toro Company Foundation, completed a community impact project in Langley, British Columbia, Canada to benefit Pacific Riding for Developing Abilities (PRDA). PRDA is a not-for-profit, therapeutic equestrian riding center dedicated to enhancing the quality of life for individuals with a wide range of abilities. On September 6 and September 7, volunteers from all three organizations worked together to improve two indoor riding arenas, create a sensory riding path — a key new component to the therapy program, and trench in the paddock area to provide an electrical conduit so the electrical cords are underground, improving safety for staff and volunteers. “It was wonderful to see rental members donating equipment and their time to improve the facilities at PRDA. Each project had a significant impact on enhancing the quality of the experience for the individuals served and gave ARA members networking opportunities and a chance to gain new skills while giving back to the community,” said Judson McNeil, ARA Foundation director of programs and fundraising. To complete the work at PRDA, more than 30 volunteers from ARA, The Toro Company Foundation and PRDA staff moved 1,800 pounds of arena footing material and resurfaced the two riding areas, over a two-day period. Others painted the extensive baseboards and created the sensory path. All projects required the use of different equipment provided by local rental stores. “We are beyond grateful for the generous support from ARA and The Toro Company Foundation for the significant impact they have made in support of PRDA riders,” said Erin Julihn, PRDA director of operations. “Each of the completed projects significantly supports the therapeutic riding experience of PRDA riders, empowering the PRDA staff and volunteers to best serve each one’s individual needs.” The PRDA project is the second Community Impact project the ARA Foundation has completed in partnership with The Toro Company Foundation in 2023. The next project is planned for September 27 in Bigfork, Montana.
Will labor costs and consumer confidence crash the holiday hiring season?
As the 2023 holiday season kicks off, the labor market is starting to cool and employers are hiring at a slower clip. As labor costs and interest rates rise, seasonal employers may rein in their typical hiring sprees, as both consumers and employers feel the crunch, according to one workplace authority. “With inflation slowing, companies, particularly Retailers, won’t be able to pass increased labor costs to the consumer as easily. This could lead to more cuts, rather than more added positions, as evidenced by the increase in job cuts in this sector,” said Andrew Challenger, workplace and labor expert and Senior Vice President of global outplacement and executive and business coaching firm Challenger, Gray & Christmas, Inc. Retailers have announced 55,755 job cuts through August, according to the latest Challenger Report. This is up 524% from the 8,940 job cuts announced in the sector through August 2022. Due to the current environment, Challenger predicts Retailers will add 410,000 seasonal positions, the lowest number of jobs added in the final quarter since 2008, according to an analysis of non-seasonally adjusted data from the Bureau of Labor Statistics (BLS) by Challenger. The 2022 holiday hiring season saw Retailers add 509,300 jobs, revised down from 519,400, according to the BLS. That is down 27% from the 701,400 jobs added during the holiday season in 2021, and the lowest since Retailers added 495,800 seasonal positions in 2009. Retail employment has surpassed pre-pandemic levels, but is lower than 2018, when 15,713,500 people were employed in the sector in August. This year, Retail employment in August is 15,530,000, according to preliminary non-seasonally adjusted data from the BLS. Peak employment for the sector in August occurred in 2016, when 15,809,900 workers were employed. The highest employment in Retail recorded in a single month occurred in December 2016, when 16,338,300 workers were employed. Meanwhile, Transportation and Warehousing, which saw its highest employment on record last December with 7,049,500 has fewer workers this August than in the same month in 2022. In August, the BLS reported 6,556,200 workers, down 24,000 jobs from August 2022. So far this season, seasonal hiring announcements are slow to occur. US-based companies have announced just 38,000 seasonal hiring plans so far this year, according to Challenger tracking. By this point in 2022, employers had announced 258,201 seasonal hiring plans, up 36% from the 190,000 seasonal hiring plans announced by the same time in 2021 and down from 301,700 hiring plans companies announced at this point in 2020. 1-800-FLOWERS.COM will hire 8,000 workers for the 2023 holiday season, the same number as last year. Bed, Bath & Beyond plans to hire 30,000 for the holiday season. Kroger announced it would hire “thousands,” but did not specify a number. Job posting sites have ads for seasonal employment for companies such as Crate & Barrel, Macy’s and UPS, but no other employers have announced major hiring plans as they have in past years. Notably, UPS not announced seasonal hiring plans after negotiations with the union led to higher wages for current members and avoided a strike. The transportation company has announced 100,000 new hires for the holidays in each of the last three years. “Seasonal employers have a few issues to grapple with in the coming months. One is the cost of labor limiting desire to add workers. Another is whether consumers continue to spend at the same clip. Another is one that has been fairly constant since the pandemic: can they attract workers?” said Challenger. JOBS ADDED IN RETAIL TRADE October, November, December Oct Nov Dec TOTAL % Change 2005 122,300 392,700 196,600 711,600 0.20% 2006 150,600 427,300 169,000 746,900 5.00% 2007 87,900 465,400 167,600 720,900 -3.50% 2008 38,600 213,600 72,700 324,900 -54.90% 2009 45,100 317,100 133,600 495,800 52.60% 2010 149,800 339,200 158,600 647,600 30.60% 2011 134,200 390,600 154,500 679,300 4.90% 2012 138,700 485,400 99,600 723,700 6.50% 2013 159,600 443,100 184,100 786,800 8.70% 2014 182,800 412,200 154,100 749,100 -4.80% 2015 183,300 399,300 125,700 708,800 -5.38% 2016 149,400 359,400 132,200 641,000 -9.57% 2017 146,400 462,700 59,300 668,400 4.27% 2018 115,900 494,800 14,900 625,600 -6.40% 2019 160,900 431,900 79,500 672,300 7.47% 2020 239,200 356,800 140,300 736,300 9.52% 2021 224,400 348,600 128,400 701,400 -4.74% 2022 143,700 263,200 102,400 509,300 -27.39% Average* 142,933 389,072 126,283 658,317 *Since 2005 JOBS ADDED IN TRANSPORTATION & WAREHOUSING October, November, December Oct Nov Dec TOTAL % Change 2011 11,200 25,900 62,200 99,300 -2.93% 2012 14,000 28,300 103,900 146,200 47.20% 2013 11,300 57,500 96,300 165,100 12.39% 2014 39,100 56,800 135,800 231,700 40.34% 2015 13,900 70,600 144,000 228,500 -1.38% 2016 28,000 85,500 152,800 266,300 16.54% 2017 41,400 88,600 135,200 265,200 -0.41% 2018 52,900 111,200 95,400 259,500 -2.15% 2019 36,300 119,400 139,300 295,000 13.68% 2020 117,900 254,200 121,700 493,800 67.39% 2021 121,600 239,800 190,900 552,300 11.85% 2022 86,800 166,900 122,700 376,400 -31.84% AVERAGE* 47,867 108,725 125,017 281,608 *Since 2011 Source: Challenger, Gray & Christmas, Inc., with non-seasonally adjusted data provided by the U.S. Bureau of Labor Statistics
Plastics Industry Association launches Recycling is Real Advocacy Campaign
The Plastics Industry Association (PLASTICS) has launched a new advocacy campaign called Recycling is Real, dedicated to promoting and defending plastic recycling in America. The campaign will provide content to help elected officials and policymakers understand that recycling is a vital link of the sustainability and circularity chain, enabling them to make more well-informed decisions about recycling resources for their constituents. The campaign has also been created in an effort to put an end to false narratives claiming that recycling doesn’t happen or is a “myth.” Anti-recycling organizations and their allies have created a coordinated campaign against plastic recycling in an effort to advance their anti-plastics agenda and it is eroding faith in our nation’s ability to recycle. “Plastic recycling is very real, and it happens every single day across America,” said PLASTICS’ President and CEO Matt Seaholm. “The Recycling is Real campaign allows both the public and lawmakers to see for themselves the extraordinary role recycling plays in the circular economy, making it undeniable that recycling is not only effective but is a feasible and economical way to achieve our shared sustainability goals.” PLASTICS, on behalf of the entire plastics industry supply chain, is committed to sustainability and ensuring plastic material remains in our circular economy, and out of the environment. Recycling is an integral part of achieving this goal, and the industry knows America needs to recycle more. Recently, recycling has come under attack from those who wish to reduce or eliminate the production of plastic altogether. Recycling is Real will show how recycling happens, where it happens and introduce the people who make it happen. This initial launch will spotlight recycling efforts taking place at Ultra-Poly, Placon, Novolex and MAAG, with additional videos launching in the coming weeks and months. To view videos, click here.
June 2023 Orders of Manufacturing Technology reach $411.3 Million; Slide from peak continues
New orders of manufacturing technology totaled $353.9 million in July 2023, according to the latest U.S. Manufacturing Technology Orders Report published by AMT – The Association For Manufacturing Technology. July orders declined 12.4% from June 2023 but were only 10.5% lower than July 2022. Year-to-date orders reached $2.83 billion, 12.7% lower than this point last year. “July is typically one of the slower months for manufacturing technology orders, so to be down slightly is not surprising,” said Douglas K. Woods, president of AMT. “The more interesting trend is that for two consecutive months, the gap in year-to-date orders has narrowed over what have been historically slow months. Job shops have continued to decrease orders, but other industries that have benefited from recent reshoring or government investment have been filling in the gap.” Among individual sectors, job shops, the largest customer segment, placed their lowest total monthly orders since August 2020. Metal valve manufacturers recorded their third-highest monthly order value on record, which was last surpassed in September 2018. Their monthly orders reached nearly 5% of the total manufacturing technology order value for July 2023. Manufacturers of motor vehicle transmissions, which we highlighted in last month’s USMTO press release, continued to order machinery at an elevated pace. While still representing a large share of the market, the aerospace industry continued to order well below the peaks reached in early 2022. Several recently announced projects, such as the federal government’s $1.5 billion investment in communications satellites, could reverse the trend. “Manufacturing technology orders have definitely begun to feel the effects of higher interest rates and economic uncertainty, but the buildup of domestic capacity means that there are more diverse sales opportunities than there have been in decades,” said Woods. “That is what has kept manufacturing technology orders well above their historical levels despite the recent downward trend, and it will likely lead the industry out of any mild recession on the horizon.”
Why terminology matters
Rapid Unscheduled Disassembly vs. Explosion. Pre-Owned vs. Used. We’ve seen a lot of terminology changes over the years, and it’s because words matter. How you communicate and frame something has been a technique used by marketers for decades. Yet as organization leaders, we often make terminology more abstract and complicated instead of simple, compelling, and clear. This is one of the main causes why our organizations don’t understand what we do and why we do it. Take any mission statement. They all sound the same. Here’s one from a well-known big box store: “Our goal is to provide the highest level of service, the broadest selection of products, and the most competitive prices.” Who is it? Doesn’t matter, because it could apply to anyone or anything. Why wouldn’t you want to deliver the highest level of service? What does the highest level even mean? Or take any vision statement. Here’s a good one from a major tech company: “Design a more enlightened way of working”. It’s virtually impossible for an employee to understand what that means to their day-to-day. It’s also impossible to tie that vision in any way to key business decisions that impact the future. The worst culprit is values. Here are just a few that have come from 16 different companies and industries, yet all the same: “We are honest and ethical”, “We support our customers”, “We are fiscally responsible”, “We value other people’s opinions”, and “We care about quality service”. These could apply to anyone, anywhere, and really should be fairly common sense statements, which don’t bring any unique value to the company or culture. They shouldn’t even have to be said. That given, how do we look at our use of terminology in a different way? Let’s go back to our examples in the beginning. Pre-owned versus used. This change of wording was intentional – to reposition the perception people have about used cars. Used indicates old. Used indicates wear. Pre-owned says something different. Ownership implies a level of respect and care given to the thing that was owned. It’s a smart change, that has impacted not just the marketing and messaging of used cars, but their perceived purchase value. When we look at our own organizational terminology, what have we done to sharpen its impact on our customers and employees? When we say “quality service”, we should focus on what that truly means. What terminology illustrates this in a more meaningful way? Should it be, for example, “seamless service”? This more specific term provides more ability to build a vision and direction around. With more specificity, you can narrow the definition and scope. “Seamless service” may mean you invest and work on ensuring customers aren’t shuffled from one department to another, or their online and in-person experiences can be interchanged without additional steps. Or it may mean the customer makes one request and the company handles the rest. Whatever you decide, the terminology has a direction. Even with existing, generic terminology, such as “support our customers”, can have a more robust definition to support it, but without a clear direction, this often becomes more vague phrases with even more broad platitudes. It’s important to look at your company terminology and really assess whether it’s working to help your message get across and if your audiences have an aligned definition of it. Otherwise, they’re just those Dilbert-esque words on paper that no one really understands and no one really cares about. About the Author Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of three books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You, released in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
The Gordon Report: A changing mindset on training: Activate the “Hidden Workforce
At long last, there are signs that companies are increasing employee training and participating in talent development programs. Why is this finally happening? A recent Federal Reserve program held in Chicago focused on how companies in four Midwestern states are partnering with their local communities to upskill younger entry-level workers. Companies from many businesses sectors are collaborating with K-12 and post-secondary institutions to offer both career information and educational programs aligned with current job requirements. This program also included a public high school graduate who told the audience how mentorships and a career exploration program interested him in pursuing a STEM career. He is now eager to begin post-secondary education that will qualify him for a career in information technology. A barrier that discourages publicly traded corporations from developing human capital is now being challenged. Arcane financial accounting rules currently classify employees of these companies as costs rather than assets. The Securities and Exchange Commission (SEC) is now considering proposals to require publicly listed companies to report spending on training and other human capital outlays. This may be a step toward moving the Financial Standards Accounting Board (FASB) to change accounting rules thereby giving companies the option of capitalizing and depreciating employee development as an investment, rather than expensing it as a cost that reduces earnings. The Current U.S. Labor Market Employer job training is also growing as an answer to the unprecedented demographic meltdown. Over this decade 10,000 workers are retiring each year (approximately 3.6 million workers annually). This will continue into the 2030s. Up to 66 percent of job openings are to replace these retirees. A recent National Federation of Independent Business survey reported that 42 percent of their members (companies with 500 or fewer workers) had vacancies they cannot fill. The number-one problem facing members of the Association of General Contractors is the shortage of skilled labor. Contractors are reporting that this is causing them to turn down new construction projects. In 2021 U.S. business experienced over 8 million job vacancies that resulted in a profit and productivity loss of over $1 trillion. By 2022 this had risen to over 12 million jobs and a $2 trillion loss. This trend seems to have abated somewhat this year. However, labor cost per unit rose to 6 percent in 2023. Average hourly earnings have increased 4.3 percent above last year as employers have raised wages to find qualified workers. Wage inflation is likely to continue unless businesses begin to enlarge the pool of skilled workers. But where can this “hidden workforce” be found? According to U.S. Department of Labor reports, about 100 million Americans of working age are not participating in the labor force. Our research shows that at least 20 million of these workers have given up looking for employment because they lack some of the specific skills a job requires. They are capable of filling such job vacancies if employers offer the job training needed to mobilize these skilled workers. As many other nations are dealing with a declining working-age population and significant skills shortages, it is important to develop all our own resources. There are hidden workers in our midst who could become productive employees if their skills are updated. Are U.S. businesses now beginning to realize that persistent job vacancies cost them more than it would to start entry-level skills training or to participate in community partnerships that are renewing local talent pipelines? About the Author: Edward E. Gordon is the founder and president of Imperial Consulting Corporation in Chicago. His firm’s clients have included companies of all sizes from small businesses to Fortune 500 corporations, U.S. government agencies, state governments, and professional/trade associations. He taught in higher education for 20 years and is the author of numerous books and articles. More information on his background can be found at www.imperialcorp.com. As a professional speaker, he is available to provide customized presentations on contemporary workforce issues.
The National Bobblehead Hall of Fame unveils Iowa Hawkeyes Football Bobbleheads
The officially licensed bobbleheads are being produced by the National Bobblehead Hall of Fame and Museum The Herky the Hawk Football Bobblehead will be available in the National Bobblehead Hall of Fame and Museum’s Online Store at this link and the Old School Football Bobblehead will be available at this link. The Herky Football Bobblehead is scheduled to ship in October and the Old School Bobblehead is scheduled to ship in December. The Herky Bobbleheads are individually numbered to only 2,023 and the Old School Bobbleheads are individually numbered to 1,847 to coincide with the year of the University of Iowa’s founding. Both bobbleheads are $35 each plus an $8 flat-rate shipping charge per order. “We’re excited to be releasing these special edition Iowa Hawkeyes Bobbleheads to coincide with the start of the 2023-24 school year and the football season,” National Bobblehead Hall of Fame and Museum co-founder and CEO Phil Sklar said. “We know how passionate Hawkeyes fans are about their school and bobbleheads, so we expect these bobbleheads to be extremely popular.” The National Bobblehead Hall of Fame and Museum, which is located at 170 S. 1st. St. in Milwaukee, Wisconsin, opened to the public on February 1st, 2019. The HOF and Museum also produces high quality, customized bobbleheads for retail sale as well as organizations, individuals, and teams across the country.
Distrust in recruiting: 49% of employed job seekers say AI recruiting tools are more biased than humans
However, 39% of Gen Z, Millennials report using AI tools in job hunt Nearly half of employed U.S. job seekers (49%) believe artificial intelligence (AI) tools used in job recruiting are more biased than their human counterparts, according to the latest American Staffing Association Workforce Monitor® online survey conducted by The Harris Poll. The news comes just weeks after the Equal Employment Opportunity Commission released guidance on how to incorporate AI into a job search while still adhering to the Civil Rights Act of 1964 and the Americans with Disabilities Act, and amid ongoing discussions of AI screening tools acting with inherent bias when making important decisions. The skepticism is higher among individuals actively involved in the job-seeking process. Among those who are at least considering a new job, 43% believe AI recruiting tools are more biased than humans, compared to just 29% of those with no immediate plans for a job change. At the same time, the study found that 39% of current job seekers have used AI tools to assist in applying for a job. Usage varies based on race/ethnicity among U.S. residents, with 36% of Hispanic and 34% of Black U.S. adults saying they have used AI when applying for a job, compared to only 17% of White Americans. “Job seekers may feel comfortable using artificial intelligence tools in their job search, but that does not equate to trusting AI to make fair hiring decisions,” said ASA chief executive officer Richard Wahlquist. “As AI tools become more widely deployed, it’s critical that hiring managers work to increase transparency and accountability in their hiring processes and use tools that meet current and emerging antibias standards. It’s also critically important that policymakers and technologists thoughtfully consider measures intended to lower bias in AI hiring systems.” Survey Methodology This survey was conducted online within the U.S. by The Harris Poll on behalf of ASA from June 20–22, 2023, among a total of 2,037 U.S. adults age 18 and older, of whom 1,225 were employed. The sampling precision of Harris online polls is measured by using a Bayesian credible interval of +/-2.7%.
August 2023 Logistics Manager’s Index Report®
Growth is INCREASING AT AN INCREASING RATE for: Inventory Costs, Warehousing Utilization, and Warehousing Prices Growth is INCREASING AT AN DECREASING RATE for: Warehousing Capacity and Transportation Capacity Transportation Utilization is NEITHER INCREASING NOR DECREASING Inventory Levels and Transportation Prices ARE DECREASING In August the Logistics Manager’s Index read in at 51.2. This is a marked change for the index as before August’s reading the overall index had registered three consecutive months of contraction and five consecutive months of registering new all-time low scores. In contrast, this is the fastest rate of expansion since February. The expansion this month is driven by increased activity across all eight sub-metrics of the index. Inventory Levels are still contracting, but at a much slower rate (+6.0) than July’s reading of 41.9, which was the steepest rate of contraction in the history of the index. This has led to an increase in Inventory Costs (+8.6 to 69.1) and Warehousing Prices (+2.8 to 63.4). We also observe Transportation Utilization moving out of contraction (+8.2 to 50.0) and the rate of Transportation Price contraction slowing considerably (+7.3 to 42.9). It is not yet clear whether this move back towards expansion is a one-off deviation from the contraction we had been seeing or represents a pivot back towards expansion remains to be seen. However, it does appear that the increase in activity we observed in the second half of July has spilled over into August. When taken together with other anecdotal evidence and metrics that will be discussed below, it seems that a move back towards continued expansion is quite possible. Researchers at Arizona State University, Colorado State University, Florida Atlantic University, Rutgers University, and the University of Nevada, Reno, and in conjunction with the Council of Supply Chain Management Professionals (CSCMP) issued this report today. Results Overview The LMI score is a combination of eight unique components that make up the logistics industry, including: inventory levels and costs, warehousing capacity, utilization, and prices, and transportation capacity, utilization, and prices. The LMI is calculated using a diffusion index, in which any reading above 50.0 indicates that logistics is expanding; a reading below 50.0 is indicative of a shrinking logistics industry. The latest results of the LMI summarize the responses of supply chain professionals collected in August 2023. The move back towards a positive overall logistics index was accompanied by other positive economic news in August – particularly in the U.S. For instance, average hourly earnings were up 4.3% year-over-year in August (compared to an increase of 3.2% in the consumer price index over the same period). This is a 0.2% increase from July, giving suggesting that the economy is slowing to a level closer to what the Federal Reserve is looking for[1]. Conversely, the Personal Consumption Expenditures (PCE) index was up 3.3% in July year over year. This is up from the 3% growth rate we saw in June – although it should also be pointed out it is down significantly from the 7% growth we saw a year ago. Core inflation was also up slightly from 4.1% year-over-year in June to 4.2% in July[2]. In addition to the earnings increases, the U.S. added 187,000 jobs in August. This brings the average jobs added over the last three months to 150,000 per month, increasing the chances that the Fed will hold interest rates steady at their September meeting. Despite the overall increase, both warehousing and transportation employers cut jobs in August; although in the case of the latter a large part of that was due to the closure of Yellow[3]. Yellow’s impact was significant. The 36,700 employees that dropped out of the transportation industry marks the largest loss of transportation jobs since the start of lockdowns in April of 2020. Overall, transportation jobs are down 43,800 from their peak of 1.61 million in January[4]. This contrast between the overall market and transportation epitomizes what we have been seeing over the 18 months, during which we have had a freight recession but economic growth otherwise. Ironically, the lost jobs look to be leading to a rebalancing of supply and demand in the freight market, as capacity comes back in line with freight demand, we will continue to see transportation prices come back up. It will be interesting to observe what an increase in logistics prices does to the economy. According to the San Francisco Fed, decreasing supply costs have contributed to slowing inflation in three of the most recent five months[5]. The progress the U.S. has made economically particularly stands out when compared to the situation around the world. Eurozone prices were up 5.3% year over year in August. This is below the peak reached last October, but still well above the levels officials are looking for. While tourism and services have come back in some parts of Europe, manufacturing in places like Germany remains depressed due to the lack of demand for goods[6]. China is of course facing a whole raft of economic issues, including low exports and personal consumption[7]. This progress has led to a positive outlook from both consumers and analysts. The University of Michigan Index of Consumer Sentiment “moved sideways” in August, going from a 71.6 in July to 69.5 in August. This is still the second highest reading in nearly two years and is up 39% from the all-time low consumer sentiment observed in July 2022[8]. Although it should be noted that consumer sentiment could shift with the resumption of student loan repayments in October, with loan beginning to accrue again in September[9]. Additionally, S&P Global Market Intelligence estimated that U.S. GDP will increase by 4% in Q3, which would be a significant increase over what we have seen during the last year and a half[10]. Finally, the overall LMI is up (+5.8) to 51.2, moving back into expansion for the first time since April. This is important as the logistics industry often acts as a leading indicator for the overall economy (before things can be sold in a store or online,
Women In Trucking Association announces its September 2023 Member of the Month
The Women In Trucking Association (WIT) has announced Laura Duryea as its September 2023 Member of the Month. Duryea is the Director of Driver Recruitment and Professional Growth at Boyle Transportation, a specialized transportation logistics provider. Duryea got her start in the transportation industry as a professional driver which was inspired by driving the shuttle bus while attending Carnegie Mellon University. After graduating with a Viola Performance degree and a change of heart, she ultimately decided to attend Pittsburgh Diesel Institute, resulting in a 25-year driving career. The last two of those driving years were spent as a team driver at Boyle Transportation before transitioning to the Manager of Recruiting, Retention, and Driver Development for 5 years. She has been the Director of Driver Recruitment and Professional Growth since July 2023 and believes her 25-year driving career brings a unique perspective to the position. In 2022, Duryea was named as a member newly established Women of Trucking Advisory Board (WOTAB) of the U.S. Department of Transportation’s (DOT) Federal Motor Carrier Safety Administration (FMCSA). The mission of this advisory board is to support women pursuing careers in trucking, expand scholarship opportunities for women in the trucking industry, and enhance trucking training, mentorship, education, and outreach programs for women. She was also recently named as a mentor in the Women in Motion Mentor Program with the American Trucking Association (ATA). Outside of her impressive career in the transportation industry, Duryea is also a member of the Savannah Professional Women for Good which supports local non-profit organizations in her community. She was also the secretary of the Dover Volunteer Fire Department for 10 years and ran LaDa Farms, an organic farm that supplied organic produce to local natural food stores for 15 years. Duryea is a passionate member of WIT and its mission saying, “women are collaborative by nature and when we come together for a cause we can change the world and this industry.”
Kito Crosby announces 2023 ‘Lifting for the Troops’ campaign
Kito Crosby, a manufacturer of lifting and securement solutions, has announced its Lifting for the Troops campaign for 2023, supporting the Children of Fallen Patriots Foundation. Fallen Patriots provides college scholarships and educational services to military children who have lost a parent in the line of duty. After government programs, the average shortfall in college funding for a student is $25,000. Supported by its loyal channel partners and end users throughout the United States, Kito Crosby looks to raise $50,000 this fall for the Fallen Patriots. From September 1 through October 31, 2023, Kito Crosby will donate $500 for every Crosby, Harrington, Acco, and Peerless training event the company hosts in the US. In addition, all proceeds from the popular Crosby User’s Guide for Lifting online training course during this time will be donated to this honorable cause. Private donations are also welcome. Gifts can be made at liftingforthetroops.com. 100% of the proceeds go directly to the Fallen Patriots and help Kito Crosby reach its goal. Approximately 25,000 children have lost an active-duty parent in the military over the last 35 years. Of those, 96% of casualties are men, leaving behind single mothers to care for their families, and 60% report having trouble making ends meet. The foundation said that $625 million is needed nationwide to cover the gap between government assistance and the actual cost of a degree. Since 2002, Fallen Patriots has provided more than $70 million in total assistance to nearly 3,000 children, including almost 1,400 debt-free graduates. Kito Crosby has trained more than 600,000 people in a wide range of industries since 1991. Every time a worker in the oil and gas, construction, heavy lift, transportation, manufacturing, wind energy, entertainment, and material handling industries attends a Crosby, Harrington, Acco, or Peerless training event, or completes Crosby’s online training course this fall, they can know that they are playing an important part to help secure a better future for military children who have lost a parent. With a US manufacturing footprint that includes plants in Texas, Oklahoma, Arkansas, Pennsylvania, South Dakota, Alabama, and Minnesota, Kito Crosby’s involvement with the country’s military stretches back to its earliest days, supplying lifting hardware for military equipment. Today, more than 50 Veterans work in the company’s facilities designing, manufacturing, and distributing the best rigging hardware and material handling equipment in the world. Melissa King Ruths, Kito Crosby’s senior vice president of marketing and training, said: “We are honored to partner with the Children of Fallen Patriots Foundation again for now the fourth year. Together, with our distributors and end users, we are proud to support such an important cause and help raise enough this year to cover the cost of two college scholarships for young people who have been affected by military casualties.”
Budgeting: A declaration is not a strategy
Budgeting season is coming soon for many companies, and this usually includes the review of major initiatives, costs, resources, and activities for the coming year. Sometimes, it’s also the time to re-evaluate the organizational strategy or even create a new one. And while creating a strategy can be a daunting task, many leaders actually go through long and convoluted processes to create one, only to shelve it in a matter of months. This can be incredibly frustrating. Why go through weeks and months of effort to create a so-called strategy that you aren’t even used to guide decisions during budgeting and planning? Why have a strategy that never gets implemented, or just becomes that “document we made a while back” which is periodically referred to but no one understands what it really means to their department? There are usually many factors at play in these situations, but more often than not, the strategy isn’t a strategy – it’s a declaration. In short, a strategy is created in a bubble by upper leadership, a document is created that is extensively wordsmithed and then thrown over the fence to the organization in a big town hall meeting. A declaration isn’t a strategy. Crafting a strategy – especially a corporate strategy – is just the beginning, not the end of the process. Thinking that the organization will understand the nuances and thought processes behind something that took you months to create, will be digested and translated in 20 minutes is folly. Your declaration that “this is the strategy, go forth”, doesn’t equip your department leaders with anything other than a 50,000-foot, general idea of what the organization is trying to achieve. That idea must be translated into department-specific business strategies to turn it into action. This doesn’t mean you tell your teams, “Hey, now that you have the corporate strategy, put together your budgets and activity plans and make sure they align with the strategy.” The magic of a strategy comes with taking that strategy you’ve defined and determining how each department can creatively amplify it. In short, this means they need to craft their own supporting strategy. For example, say your corporate strategy includes a component declaring, “Our people are our most important asset, and we will focus on attracting the right talent and building a culture of execution.” What does that mean for HR? What does that mean for product development? What does that mean for project management? The declaration is so broad and lofty, it has very little meaning. How should this get translated into a competitive advantage? Or is this really just frustration about launches missing their deadlines and current attrition numbers? Then it’s not really a strategy at all. Strategies fall flat for a variety of reasons but don’t fall into the declaration trap. Even if you’ve spent countless hours creating your strategy, it will be useless without taking the next step in helping each of your departments translate it. This doesn’t mean telling HR to “improve the application process”. It means discussing in depth what types of talent you need and why, what those people are looking for, where they can be found, and what other organizational elements need to change to meet their needs. Only then might your “declaration” actually become a strategy that creates real outcomes. About the Author Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert.As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of three books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You, released in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
Board revises standard on Employers’ Duty to bargain before changing terms and conditions of work
Today, the NLRB issued two full-Board decisions, Wendt Corporation and Tecnocap, LLC, (both decided on August 26, 2023), addressing the statutory duty of employers to bargain with unions before making changes in terms and conditions of work. In Wendt, the Board overruled Raytheon Network Centric Systems (2017), which had given employers greater latitude to make unilateral changes affecting a unionized workforce during a contractual hiatus or during negotiations for a first contract. The Board explained that allowing employers to justify discretionary unilateral changes during such time periods as a “past practice” was both inconsistent with the Supreme Court’s decision in NLRB v. Katz, 369 U.S. 736 (1962) and undermined the pro-bargaining policies of the National Labor Relations Act. The Board in Wendt also reaffirmed the longstanding principle that an employer may never rely on an asserted past practice of making unilateral changes before employees were represented by a union (when the employer had no duty to bargain) to justify unilateral changes after the workers select a bargaining representative. In Tecnocap, the Board overruled a different aspect of Raytheon that had not been addressed in Wendt. The Board held that an employer’s past practice of unilateral changes that was developed under a management-rights clause in a collective-bargaining agreement cannot authorize unilateral changes made after the agreement expires and while bargaining for a new agreement is under way. The Board explained that the Raytheon holding harmed the collective-bargaining process in two ways: It forced unions to bargain to regain terms of employment lost to post-expiration unilateral changes, and it discouraged unions from agreeing to management-rights clauses in the first place. “Our decision today returns to a more faithful application of Supreme Court precedent. By protecting employees who have chosen a union representative from being subject to discretionary unilateral changes in their terms and conditions of employment without bargaining, the policy we announce today better promotes the collective-bargaining process that lies at the core of the National Labor Relations Act,” said Chairman Lauren McFerran. Members Wilcox and Prouty joined Chairman McFerran in issuing the decisions. In Wendt, Member Kaplan concurred in finding that the employer acted unlawfully but but did not agree with the majority’s decision to reach the validity of Raytheon upon remand. In Tecnocap, Member Kaplan dissented.
Dematic announces 2023 STEM scholarship winners
Dematic FIRST® Scholarships support students pursuing STEM (science, technology, engineering, and math) educations Dematic announces the 2023 recipients of its Dematic FIRST® Scholarship program, which honors students pursuing careers in STEM-related industries. Now in its third year, this scholarship program further demonstrates Dematic’s commitment to future leaders and innovators in supply chain and logistics by supporting corporate nonprofit, FIRST (For Inspiration and Recognition of Science and Technology). Scholarship honorees include students Jace Flansburg from Ramsey, Minnesota, and Lukas Goodworth from Goleta, California, who were each awarded $5,000 to put toward a post-secondary degree or technical certification. Dematic also awarded 10 additional $1,000 scholarships to Matthew Carroll, Miles Frewert, Rajat Gupta, Alydia Jura, Richard Louvar, Jack Meyer, Sebastian Romna, Navya Swali, Tanush Vanarase, and Andrew Yellin. “Each year, I am impressed by the remarkable talent showcased by these scholarship recipients,” says Mike Larsson, executive vice president, Americas, Dematic. “I’ve seen firsthand the impact that FIRST has on future STEM leaders, and this real-world experience is vital as they begin their careers. This was the most competitive group of applicants in the scholarship’s history, and the increased interest in the program underscores the importance of investing in STEM education to empower the next generation.” This year’s scholarship program received a 25% increase in applications from last year. Dematic executives reviewed all applications, selecting honorees based on their academic excellence and commitment to pursuing a future in STEM. The program requires applicants to provide their transcripts, a one-page essay discussing a future where humans and machines interact in the warehouse, and a letter of recommendation. In addition, they must have previously competed in a FIRST Robotics Competition or FIRST Tech Challenge. “My experience learning and competing with FIRST during high school is what cemented my interest in pursuing a STEM degree during college,” says Lukas Goodworth, mechanical engineering student at Westmont College. “I’m extremely honored to be awarded the Dematic FIRST Scholarship, and I’m grateful for the opportunities it provides as I continue my education at Westmont College and start my career.” Dematic employees volunteer their time and talent to local FIRST teams, providing mentorship and guidance to students. Within the last year, Dematic sponsored 17 FIRST teams throughout the country and donated $65,000 to the nonprofit to support students as they prepare for competitions and careers in STEM. Scholarship Winners (Name, Hometown, College/University Attending, Scholarship Amount): Jace Flansburg Ramsey, Minn. University of Minnesota at Twin Cities $5,000 Lukas Goodworth Goleta, Calif. Westmont College $5,000 Matthew Carroll Waukesha, Wis. University of Wisconsin at Platteville $1,000 Miles Frewert Carson City, Nev. University of Nevada at Reno $1,000 Rajat Gupta Cincinnati, Ohio Georgia Institute of Technology $1,000 Alydia Jura Ann Arbor, Mich. University of Michigan $1,000 Richard Louvar Redmond, Ore. Oregon State University $1,000 Jack Meyer Rogers, Ark. Texas A&M University $1,000 Sebastian Roman West Islip, N.Y. Purdue University $1,000 Navya Swali Prosper, Texas University of Texas at Austin $1,000 Tanush Vanarase Norwalk, Conn. University of Connecticut $1,000 Andrew Yellin Zelienople, Pa. University of Illinois Urbana-Champaign $1,000
Creating a Resilient Company Culture: Navigating change and thriving amidst challenges
In an era marked by immense volatility and complexity, characterized by technological advancements, business consolidations, fierce competition, and economic fluctuations, you may find yourself in an unprecedented time of change. The aftermath of the pandemic continues to linger, with burnout, stress, and overwhelm persisting among individuals and teams. Amidst this tumultuous landscape, the challenge is this: How can organizations emerge stronger from the trials of recent years? How can they cultivate a culture that thrives, adapts, and responds effectively to the unpredictable? The answer lies in fostering an emergent culture – one characterized by change management prowess, response agility, and a positive environment with fulfilled employees. Understanding Culture When more than two people come together, whether as a couple, a family, or a company, they form a human system. Within this system, culture serves as the driving force or energy. Culture possesses the power to create and destroy, providing guidelines for interaction, conflict resolution, motivation, and progress. The objective of examining and shaping organizational culture is to channel the collective energy of individuals into a productive force – one that mirrors the synchronicity found in natural phenomena, such as the coordinated movements of a school of fish or flock of birds. This is called an emergent culture. Influencing Culture Effective impact on company culture entails understanding and influencing the energy inherent within the human system. To initiate this process, focus on the following areas: Start With The Leader All culture begins with the CEO; the leader of the organization. What is their vision? Who are they as a leader? What are their values? Are they operating and living congruent with all of those markers, no matter how challenging or stressful the circumstances may be? Having a CEO who can answer those questions clearly and can live in alignment with them consistently is the foundation on which a company’s culture gets built. If the CEO is frazzled, overwhelmed, and in survival mode, that is going to set the tone for the entire organization. Whatever energy the CEO brings to the company and to their life will be the energy that other people pick up on and assimilate to in order to fit in and make it. Thus, the CEO must be conscious. They must be awake and aware of what they’re emanating through their words and their actions. They must ensure that they have a clear vision, bolstered by positive moods and inspiring language that rallies people around their vision and engages them into action. Human systems are guided by behaviors, beliefs, actions, what’s said, what’s unsaid – all of that equates to the energy of the human system, and energy is culture. So, what kind of culture is the CEO creating? Cultivate the Leadership Team The leadership team further propagates cultural attributes throughout the organization. Behaviors exhibited by this team tend to cascade down to various departments. Similar to the CEO, leadership must demonstrate consciousness and accountability for their actions. This includes acknowledging their role in shaping the culture and undertaking personal growth to support a healthy, high-performance human system. By focusing on the following key elements, the leadership team can contribute to a thriving culture: Achievement. The company knows what they’re here to do, why they’re doing it, and how they’re measuring it. Organizational achievements are individual achievements, and vice versa. Achievements are specific, measurable, attainable results that are bound in time. Self-actualization. Each person is conscious. They know what their strengths and weaknesses are, and they’re responsible for them and the impact they have on others. They’re doing their own development and personal work just like the CEO is. Affiliation. People are partnering, collaborating, sharing ideas, and problem solving on an interdepartmental level. Cross-functional teams are committed to the noble cause and vision for the organization and are coming up with ways to problem solve together to fulfill the vision. Humanistic Managers. Managers authentically care about their people. They are aware of what’s going on in their employees’ lives, what their goals are, and how they want to grow. When an employee knows to their core that their manager has their best interests at heart and they want them to thrive, difficult conversations to improve performance can happen. Mentorship, coaching, and caring for people comes with humanistic management, and it supports employees who grow and thrive. Assess Environment and Employees Employee behavior provides insights into the prevailing environment. Key considerations include whether they experience autonomy, trust, and support in their roles. Ask these questions to assess the environment that your employees are navigating: How well do employees handle changes and upsets and challenges in the market? Do people feel the freedom and trust to share new ideas, take risks and have space to fail? Is there space in the time at work to ideate, innovate and co-create? Are the meetings inspirational and motivating or just a laundry list of getting things done? Is everyone clear on what the noble cause is? Is the right architecture or systems in place for people to work effectively together? Is the leadership team dismantling anything getting in the way of employees taking the ball and running with it? If there’s a problem, are the employees the ones to solve it? Are people being given the autonomy they need? Are people held accountable to their agreements and promises and measures? Can you have difficult conversations? Achieving Resilience Through Emergent Culture In times of uncertainty, organizations with the ability to adapt and pivot harness their power. Such resilience hinges on a healthy human system and a shared commitment to the company’s purpose. Leadership needs to exemplify responsibility, optimism, and collaborative problem-solving across departments to overcome obstacles and realize the company’s vision. This approach cultivates an emergent culture, capable of navigating challenges effectively. While creating an emergent culture demands considerable dedication, care, and focus, the rewards are boundless. With a culture founded on change management skills, response agility, and employee fulfillment, organizations can not only weather storms but also soar to new heights. About
ASSP recruiting presenters for Safety 2024 in Denver
The American Society of Safety Professionals (ASSP) is seeking a diverse group of occupational safety and health professionals to join its team of presenters now being formed for its Safety 2024 Professional Development Conference and Exposition. The world’s oldest professional safety organization is an industry leader in promoting best practices that make safety an integral element of business. Safety 2024 will be held Aug. 7-9 in Denver. Presentations should address key occupational safety and health issues as well as emerging matters and innovations relevant to the profession. Speakers have until Sept. 13 to submit their proposals to contribute to next year’s event. “Our annual conference is a dynamic learning and networking experience that helps attendees expand their knowledge, find solutions to challenges and learn about the latest trends,” said ASSP President Jim Thornton, CSP, CIH, FASSP, FAIHA. “Whether you’re an industry newcomer or seasoned practitioner, there’s always something more to learn to better protect workers at your organization.” All speaker proposals for Safety 2024 will be reviewed by ASSP’s Conference Planning Committee. The group’s evaluations consider a range of factors such as a speaker’s presentation skills and experience, desirability of the topic, and alignment with conference objectives. Presentations are in person for one hour, including 15 minutes for questions. The committee will consider no more than two proposals per speaker. “Presenting at our conference is a terrific opportunity to contribute to the career development of your colleagues while advancing our profession,” Thornton said. “It’s truly a rewarding experience.” Successful applicants will be notified by March 1, 2024. For more information on submitting a proposal to present at Safety 2024, please visit http://www.assp.org/call-for-presenters.
PTDA welcomes three new members
The Power Transmission Distributors Association (PTDA), the leading association for the industrial power transmission/motion control (PT/MC) distribution channel, is welcoming three new distributors to its membership. Distributors Gordon Russell Limited is a Canadian & family-owned business operating since 1930 supplying and servicing certified engineered products to industry in Western Canada and USA’s Pacific Northwest whose core focus is “We Keep Customers Moving Forward.” The company’s tried & tested quality products can be found in essential applications throughout Canada & USA’s Pacific Northwest resource-based economies. Learn more. MROSupply.com is the evolution of Los Angeles Rubber Company, a power transmission supplier that has been servicing the Los Angeles area since 1898. MROSupply provides its customers with 24/7 access to suppliers’ products. Learn more. W. Grainger, Inc.,is a Fortune 500 company founded in 1927 with more than 4.5 million customers worldwide. In its high-touch solutions business model, Grainger offers more than 2 million repair and operating (MRO) products and technical support and inventory management services. In its Endless Assortment segment, Zoro.com, offers customers access to more than 11 million items, and MonotaRO.com provides more than 20 million items. Learn more. The Power Transmission Distributors Association (PTDA) is a global association for the industrial power transmission/motion control (PT/MC) distribution channel. Headquartered in Chicago, PTDA represents power transmission/motion control distribution firms that generate more than $19 billion in sales and span more than 2,500 locations. PTDA members also include manufacturers that supply the PT/MC industry.
Getting ready for Hurricane Idalia: ALAN’s five key takeaways for businesses
As Hurricane Idalia approaches landfall, ALAN (American Logisitics Aid Network) is busy preparing, and they are encouraging the logistics community to do the same. With that in mind, we’d like to share five pre-storm takeaways that we feel it’s especially essential for organizations to be aware of. They’re listed below, and we hope you’ll find them helpful. “Because this has the potential to be an especially destructive storm, we encourage you to visit ALAN’s Supply Chain Intelligence Center (https://www.alanaid.org/map/) and our Disaster Micro-Site (https://www.alanaid.org/operations/) frequently”, said ALAN Executive Director Kathy Fulton. “The first contains a wide variety of resources to keep you in the loop about everything from Hurricane Idalia’s latest path to how local and regional transportation infrastructure is being impacted. The second is where we will share details about some of ALAN’s key activities and how you and other members of the logistics community can help. We will be updating both resources frequently as events unfold”. added Fulton. “As always, all of us at ALAN are hoping that this storm will be much less severe than predicted and that any damage to life, health and property will be minimal. At the same time we are grateful for the many good people like you who stand ready to help. Thank you for supporting us and those we serve, and please join us in holding good thoughts for the people of Florida, Georgia and the Carolinas in the days ahead”, said Fulton. Here are the five takeaways: Don’t put your head in the sand. Make personal safety a priority If you or some of your business locations are located anywhere near Hurricane Idalia’s path, be sure to monitor the National Hurricane Center and your local National Weather Service forecast for real-time details. And please, don’t ignore any safety warnings that pertain to you or your personnel. This is expected to be a major hurricane with winds of up to 120 miles per hour as well as a massive storm surge and potential for flooding, which means its potential impact is not to be taken lightly. In light of this, please ensure that your employees who work in potentially affected locations have ample time to prepare, shelter in place or evacuate as needed – even if it means closing those operations early or telling employees not to report to work. Get the latest detailed information about storm-related road closures, facility closures and more by visiting ALAN’s Supply Chain Intelligence Center at https://www.alanaid.org/map/ It should tell you most of what you need to know. But should you wind up needing additional information, please contact us at ops@alanaid.org. Time permitting, we will do our best to work with our emergency partners to get you an answer. ALAN is actively fielding and fulfilling Hurricane Idalia and other major disaster relief requests (including many from the Maui fires). You can view the latest by going to the “What’s The Latest And How Can You Help With Relief Efforts?” section of our Disaster Micro-Site at https://www.alanaid.org/operations Over the past few weeks, we have been communicating with various emergency management and non-profit partners regarding their hurricane needs. Although there are no “open” requests for Hurricane Idalia support at the moment (although there are many more from other disasters) this situation could quickly change as Hurricane Idalia’s story unfolds. In fact, most of our requests usually come several days or weeks after hurricanes have hit. So stay tuned and stay ready – because as requests for transportation, warehousing, volunteers and material handling equipment come in, we will be posting them promptly. And we will need your help. If you’d like to “pre- offer” your space, equipment, expertise or services, please visit https://www.alanaid.org/how-to-help/ on the ALAN website to fill out a form ALAN finds such offers to be hugely helpful, because it lets us know who might be most willing to help us out with our most urgent needs. But rest assured that ALAN knows the difference between a pre-offer and a promise. We’ll still reach out to ask if you’re willing to help with a particular need rather than just assuming you will. Please don’t self-deploy to disaster-impacted sites, and please don’t participate in product collection drives Although the intention behind both of these activities is good, they often create more challenges than they solve, because they tend to get in the way of responders who are working to save lives – and add confusion to an emergency supply chain that is already under tremendous strain. If you’re looking for a meaningful way to help, pick a humanitarian organization and collect money for it instead. Such donations will be much more useful and efficient – and far more likely to actually reach storm survivors.
Reusable Packaging Association announces the 2023 Excellence in Reusable Packaging Award winners
Award ceremony to take place September 12 at 3 pm PST at PACK EXPO Las Vegas in the RPA Pavilion The Reusable Packaging Association (RPA) has announced the winners of the esteemed 2023 Excellence in Reusable Packaging Awards. The awards feature a winner in each of three categories, Reusable System, Design Innovation, and Product Technology. The three winners in 2023 are OK Produce for Reusable System, Schaefer Plastics North America, LLC, for Design Innovation, and the Rehrig Pacific Company for Product Technology. OK Produce, a fresh produce wholesaler based out of Fresno, California, wins the Reusable System award for their implementation of a plastic pallet program in the distribution of perishable foods to their network of customers. OK Produce has introduced the reusable pallet program to 90% of their customer base, achieving cost-reductions, operational efficiencies, and solid waste reductions. Schaefer Plastics North America, a manufacturer of reusable transport packaging products, wins the Design Innovation award for their electrostatic discharge (ESD) bulk bin. The Grounder™ is a 48-inch-wide x 45-inch-long x 45-inch-tall plastic molded bin with metal plungers that protect shipped electronic parts against electrostatic contamination while reducing expendable packaging materials. Rehrig Pacific, a supplier of integrated sustainable solutions for logistics and delivery customers, including environmental waste and recycling, supply chain, and direct store delivery, wins the Product Technology award for their Vision Object Recognition (VOR) system. VOR offers warehouse customers an advanced technology solution featuring integrated components such as smart pallets, artificial intelligence, and machine learning to improve material handling, recordkeeping, inventory tracking, and quality control. Introduced more than a decade ago, the Excellence Award initiative maintains its steadfast momentum recognizing visionaries and commercial successes within the reusable transport packaging industry. The prestigious awards identify primary (end) user companies and suppliers who increasingly find new opportunities to innovate and advance reusable packaging in the supply chain. Award submissions are assessed by an independent panel of judges and are scored based on narration of the reuse opportunity, demonstration of business or economic improvements, and quantification of environmental impacts. RPA would like to recognize and thank our expert judges for the 2023 awards: Rick LeBlanc, editor, Reusable Packaging News Laszlo Horvath, associate professor and director, Center for Packaging and Unit Load Design, Virginia Tech Michelle Fay, program manager, StopWaste Ziynet Boz, assistant professor of Sustainable Food Systems Engineering, University of Florida About the Excellence Awards: The RPA Excellence in Reusable Packaging Awards recognize companies and organizations who have developed and implemented innovative and measurable reusable packaging solutions in a business-to-business supply chain. The Reusable System award recognizes primary user companies and associated product suppliers that have developed and implemented measurable reusable packaging solutions in a business-to-business supply chain. The Design Innovation award celebrates the commercial use of a cutting-edge product that has led to a benefit in the market. The Product Technology award salutes the deployment of smart automated systems with reusable packaging. The annual award program is celebrating its 12th year, and will honor the award recipients at an awards ceremony on September 12th at 3:00 pm, at the close of the RPA Learning Center at PACK EXPO Las Vegas.