Women In Trucking measures Gender Diversity in leadership roles
New data from the 2023 WIT Index recently released by the Women In Trucking Association (WIT) has provided a new measurement of percentages of women in corporate leadership within the commercial freight transportation industry. The WIT Index is the industry barometer that benchmarks and measures each year the percentage of women who make up various critical roles in transportation. Included are percentages of women who are in leadership roles, in the C-suite, and serving on boards of directors of companies within the transportation industry. The 2023 WIT Index found that an average of 36.9% of company leaders, defined as professionals with supervisory responsibilities, are women. The 2023 WIT Index also found that an average of 31.6% of C-suite executives are women. In addition, the 2023 WIT Index indicated that women comprise 28.4% of boards of directors of responding companies. Initiated in 2016, the index is based upon reported statistics by companies in transportation, including for-hire trucking companies, private fleets, transportation intermediaries, railroads, ocean carriers, equipment manufacturers, and technology companies. Data involving the 2023 WIT Index was confidentially gathered from January through April of 2023 from 350 participating companies of various sizes operating in the trucking industry. Percentages are reported only as aggregate totals of respondents rather than by individual company. “The presence of female leaders in transportation is critical because they bring a broader range of diverse thought, skill sets, and experiences to the workplace,” said Jennifer Hedrick, president and CEO of WIT. “Companies that boast a higher representation on their boards notably outperform organizations that do not,” she continues. “Research has shown that companies with greater gender diversity, not just within their workforce but directly among senior leadership, are significantly more profitable than those without.” For more information on the WIT Index and to download a full executive summary of the 2023 WIT Index findings, visit https://www.womenintrucking.org/index. Click here for Company Leaders – Percentage of Women Click here for C-Suite Executives – Percentage of Women Click here for Females Serving on Boards of Directors
Staffing employment rebounds after Holiday
Following a sharp decline the week prior due to the Fourth of July holiday, staffing employment surged in the week of July 10-16, with the ASA Staffing Index increasing by 7.6% to a rounded value of 101. A few staffing companies listed a holiday as a barrier preventing further growth. Staffing jobs were 5.4% below the same week last year. New starts in the 28th week of the year grew 26.1% from the prior week as nearly two-thirds of staffing companies (63%) reported gains in new assignments week to week. The ASA Staffing Index four-week moving average held steady at a rounded value of 98, and temporary and contract staffing employment for the four weeks ending July 16 was 6.4% lower than the same period in 2022. “While temporary and contract hiring has fallen since last year, it’s still above pre-pandemic levels,” said Tim Hulley, ASA assistant director of research. This week, containing the 12th day of the month, will be used in the July monthly employment situation report scheduled to be issued by the U.S. Bureau of Labor Statistics on Aug. 4. The ASA Staffing Index is reported nine days after each workweek, making it a near real-time measure of staffing employment trends. ASA Staffing Starts are the number of temporary and contract employees placed in new assignments during the reporting week. ASA research shows that staffing employment has historically been a coincident economic indicator.
NAW endorses Rep. Smucker’s Main Street Tax Certainty Act
Legislation would make the Section 199A 20 percent pass-through deduction permanent, providing tax certainty for main street businesses across the country The National Association of Wholesaler-Distributors (NAW), which is the voice of the 8.2 trillion-dollar wholesale distribution industry, and employs more than 6 million U.S. workers, released the following statement endorsing H.R. 4721, the Main Street Tax Certainty Act introduced by Congressman Lloyd Smucker (R-PA): “NAW is proud to endorse the Main Street Tax Certainty Act,” said NAW CEO Eric Hoplin. “The wholesale distribution industry extends our appreciation to Congressman Smucker for introducing this vital piece of legislation, and we urge Congress to pass this bill into law,” concluded Hoplin. “Millions of main street businesses across the country including wholesaler-distributors face a tax increase if the 199A pass-through deduction is allowed to expire at the end of 2025. The looming deadline threatens the ability of businesses to continue to make payroll, hire, and invest in their local economies, “ said NAW Associate Vice President for Government Relations Alex Hendrie. “Congressman Smucker’s Main Street Tax Certainty Act stops this harmful tax increase and we urge all members of Congress support it,” concluded Hendrie. In an effort to create some level of parity between C-Corporations and smaller businesses that file taxes as pass-through entities, Congress included a provision known as Section 199A in the Tax Cuts and Jobs Act of 2017. Section 199A created a 20% deduction for pass-through businesses. However, unlike the corporate tax cuts that were made permanent, Section 199A is set to expire at the end of 2025. Pass-through business represent 95 percent of all businesses across the country and employ more than 78 million Americans. This includes the majority of wholesaler-distributors, which pay generous wages and benefits, as well as some of the highest effective income tax rates, even after the enactment of Section 199A. Many NAW members report paying an average effective rate of 30% in combined federal and state taxes, while operating with an average profit margin of just 2%, and many below 1%. A return to pre-TCJA tax rates punishes these companies that are our nations supply chain and an important engine of economic growth threatening their ability to hire, expand and invest in their employees and their communities. Read our full letter endorsing the Main Street Tax Certainty Act here. You can view other groups who are endorsing this legislation here.
June 2023 shows 141 new Industrial Manufacturing planned project with renovations & equipment upgrades remaining constant
IMI SalesLeads announced today the June 2023 results for the new planned capital project spending report for the Industrial Manufacturing industry. The Firm tracks North American planned industrial capital project activity; including facility expansions, new plant construction and significant equipment modernization projects. Research confirms 141 new projects in June as compared to 184 in May the Industrial Manufacturing sector. The following are selected highlights on new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 132 New Projects Distribution and Industrial Warehouse – 61 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 38 New Projects Expansion – 46 New Projects Renovations/Equipment Upgrades – 59 New Projects Plant Closings – 17 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Texas – 12 Michigan – 11 New York – 10 North Carolina – 9 Georgia – 7 Illinois – 6 Ohio – 6 Alabama – 5 Kentucky – 5 Pennsylvania – 5 Largest Planned Project During the month of June, our research team identified 18 new Industrial Manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Nexen Tire America Inc., who is planning to invest $3 billion for the construction of an EV battery manufacturing facility in NEW CARLISLE, IN. Construction is expected to start in 2025, with completion slated for 2026. Top 10 Tracked Industrial Manufacturing Projects GEORGIA: Tire MFR. is considering investing $1 billion for the construction of a manufacturing facility and currently seeking a site in GEORGIA. MICHIGAN: Automotive MFR. is planning to invest $1 billion for the renovation and equipment upgrades on two of their manufacturing facilities in FLINT, MI. They are currently seeking approval for the project. ALBERTA: Fiberboard mfr. is planning to invest $790 million for the construction of a manufacturing facility in STETTLER, AB. They are currently seeking approval for the project. INDIANA: Automotive MFR. is planning to invest $632 million for the renovation and equipment upgrades on their manufacturing facility in ROANOKE, IN. They are currently seeking approval for the project. KENTUCKY: Automotive mfr. is planning to invest $591 million for the renovation and equipment upgrades on their manufacturing facility in GEORGETOWN, KY. They are currently seeking approval for the project. Completion is slated for 2025. NORTH CAROLINA: Pharmaceutical company is expanding and planning to invest $500 million for the construction of a manufacturing, processing, and office facility at 67 TW Alexander Drive in DURHAM, NC. They are currently seeking approval for the project. Construction is expected to start in early 2024, with completion slated for early 2026. TEXAS: Automotive MFR. is planning to invest $500 million for the renovation and equipment upgrades on their manufacturing facility at 2525 E. Abram St. in ARLINGTON, TX. They are currently seeking approval for the project. NORTH CAROLINA: Biotechnology company is planning to invest $458 million for the renovation and equipment upgrades on a 210,000 SF processing facility in GREENSBORO, NC. They are currently seeking approval for the project. MISSISSIPPI: Specialty building products mfr. is planning to invest $418 million for the construction of a manufacturing facility in SHUQUALAK, MS. They are currently seeking approval for the project. ALABAMA: Wood panel product mfr. is planning to invest $350 million for the construction of a manufacturing facility in OXFORD, AL. They are currently seeking approval for the project. Construction is expected to start in Fall 2023. About IMI SalesLeads, Inc. Since 1959, IMI SalesLeads, based in Jacksonville, FL is a provider 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.
Increase service department sales by training topics
I recently met with a customer discussing their service technician opportunities and while we were talking about this, we also touched on service technician training topics to help drive additional parts and service revenue. They were specifically looking into ways for their service technicians to quote and upsell additional service and parts opportunities when on a service call or routine PM service. Since it was June and National Forklift Safety Day had just passed, they specifically discussed quoting and selling more tires on these service calls. With this, let’s talk about forklift tires for this month’s article. A forklift’s tires will wear down faster than other parts on a forklift. The weight of the forklift and its load causes a lot of wear and tear on the tires. Worn out tires can be dangerous for the forklift operator. Part of the OSHA pre-operation inspection for the operator is to check the tire condition and pressure including looking for cuts and gouges. Sometimes these items get overlooked, so tires are certainly a service and parts sale that your technicians can be looking to quote to your customers. As with a pre-operation inspection performed by a forklift operator, technicians can look for the following in regard to forklift tires: Visible damage such as chunking, tearing, splitting, and cracking of the rubber. Chunking is usually a result of running a forklift in an outside application, or running over objects, or on rough terrain. As you are familiar with checking the wear on your car tires, solid rubber tires can be checked similarly. If tread distance from the manufacturer’s nameplate on the tire falls below an inch or reaches the band on the wall of the tire, or tread is no longer visible, it’s time for replacement. If a tire is flat and patching the leak or hole does not fix the tire, it will need to be replaced. Additionally, tires with visible flat spots, due to uneven alignment or sudden stops by the operator, should also be replaced. With any of these conditions found on your customer’s forklift tires, it is important to convey to them that the condition of their forklift’s tires is critical to safety and regulatory compliance. They will not want to wait until an accident occurs when tires should have been replaced. Additionally, worn tires also put stress on the rest of the lift truck’s parts and fuel efficiency. For example, as forklift tires wear down so does their ability to absorb shock. Excessive shock on a lift truck can loosen parts, cause leaks in fluid lines, and even damage electrical components. Many dealerships will offer mobile tire service with a dedicated tire service department, sometimes with specially equipped mobile units for on-site tire pressing. While other dealerships may sub-out this service to a dedicated tire service company. The process is similar to when you have your tires on your car replaced, except with the pressing and mounting of the forklift tires. Nonetheless, if your service department is servicing the truck for regular repairs and maintenance, your service technicians should not be overlooking the opportunity for a tire replacement service and parts opportunity. Forklift Tire Basics Considering how the truck will be used and the environment it operates in will go a long way to helping you quote and sell the correct tire for your customer. Rubber or Polyurethane? In general, rubber tires are used on internal combustion trucks while polyurethane (poly) tires are more common on electric lift trucks. Here are some additional factors to consider when quoting tires for your customer’s forklift: Rolling Resistance – Poly tires offer less resistance than rubber. Because they are battery-powered, electrics trucks should use poly tires to conserve energy during operation and reduce downtime for recharging. Cushioning – The higher a tire’s durometer number, the harder the tire. A softer tire absorbs more impact and provides more cushioning. Because rubber tires have a lower durometer, they should be used if a softer ride is desired. Traction – Rubber tires offer a broader footprint over poly, thus giving them better traction. If you are still inclined to use a poly tire, modern versions now offer siping, or an engraved tread pattern, that lends them greater traction. Load Capacity – Because of their higher tensile strength, poly tires are more resistant to splitting, tearing, or chunking out under load than rubber tires are. Resistance to Cutting, Tearing, and Abrasions – As a general rule, poly tires will outlast a rubber tire by about four times. This is because poly tires are harder and less susceptible to cuts, tearing, and abrasions from sharp objects. Items that might cut a rubber tire will be deflected or become embedded in the much harder poly tire. High-Speed Operation – Polyurethane tires are more likely to fail due to heat buildup than rubber tires. This is because rubber tires can dissipate the heat better. For faster-moving trucks (propane and internal combustion) that see a higher buildup of heat, rubber tires are the way to go. Floor Marking – If marks on the floor (or a lack of) are a concern to you, then selecting a non-marking tire is an important consideration. While poly tires are naturally non-marking, black rubber tires will leave marks on the floor. You can get around this with special non-marking rubber tires. Response on Wet Floors – A smooth poly tire will have significantly less traction on wet floors than a rubber tire. If your operating environment requires a poly tire, consider one that has been siped to provide better traction. Chemical Resistance – Both poly and rubber tires are susceptible to chemicals in their environment. Knowing what type of chemicals your tires will come in contact with can help you choose between rubber and poly. It is best to use the right tire to match your needs to prevent costly failures. To sum up, rubber tires are often used indoors or outdoors where a softer ride or better traction is desired. Poly
Internal audit
Back in the good old days I used to spend a lot of my professional life auditing equipment dealers and construction companies. Also did a lot of franchise work, which kind of ties in with the OEM-Dealer relationships. I was always fascinated with the full-service equipment dealers because of all the departments they had to manage to make the dealership work, keep the OEM and banks happy while also keeping the customer’s coming back. I was also lucky enough to get first-hand experience with the long-term lease (rental) with maintenance programs, which kind of locked in a relationship for 60 months or so. It was kind of pushing down the dealer management requirements down to the individual lease contracts because you were selling or renting equipment, buying and using parts, providing service, and hopefully in the end wind up with a rental unit for short-term purposes or part of the used equipment units held for sale. And in some ways the rental contracts could become even more complicated than the dealer management because of all the types of rental contracts offered. I just loved the entire program from start to finish. Though the dealer CEOs were exceptional business folks and still believe that to be true. So, I started thinking of how we used to audit these dealerships in order to complete a year end audit and give them a clean bill of health. Because of the nature of the dealer business the audit planning required some thought so that the end results were supported by the audit work performed and the documented audit results on file. Considering that we were dealing with both accounting and tax issues, planning could be more complex than expected. Listed below are the basic steps we took to audit your company. They are a bit different when compared to today’s digital techniques. We would review the prior year audit files, especially looking for the problem area for that period so we could see that the faulty issues were corrected and expected produce the correct data and conclusions in the year under audit. We would then prepare tests to determine that internal controls were working as planned, revenue and expenses are being reported in the right period and for the proper amounts, asset and related asset values are properly reported on the Balance Sheet. Bank loans and other financial contracts would all be reviewed to determine compliance with the documents. One big area was the accounting and value of fixed assets, which was primarily the fleet. What is the orderly liquidation value and what is it on the books for. This test covered both new units (and how long they have been sitting as part of the floor plan) used units and what they were on the books for compared to what they would sell for. The same questions applied to the rental units as well. IN TODAY’S ENVIRONMENT THIS WOULD BE ONE OF THE KEY TESTS GENERATED. There was also the question surrounding the maintenance contracts and how you record the maintenance revenues as part of the rental payments. I think we can all agree that recording the collection of the maintenance revenue on a straight- line basis is probably not the correct process to follow. Another questionable accounting practice was not backing out the inter-department profits, which generated higher than actual sales numbers. You are not supposed to do that, but I cannot remember more than 3-4 companies that followed this required accounting rule. And finally, the required practice of reporting current assets and current liabilities to be able to calculate working capital sometimes does not work for companies with large rental fleets. Large rental fleet assets are recorded as long-term assets, but when the current portion of the note payments are in the current liability section, you wind up with poor working capital position when in fact it may not be. This is why rental companies prepare unclassified balance sheets without the current assets and liabilities broken out. We also spent a lot of time analyzing financing agreements and bank loans, along with the required covenant calculations. Having the bankers question the accounting for their covenant calculations was to be avoided at all costs. And supporting the inventory (new and use) and rental unit values was a big part of this annual exercise. In the end our work was to determine that all the debits and credits were basically correct and recorded in the right accounting period. We also had to determine that adequate cash flows are being generated to cover debt service and other obligations. In short, that your company is a “going concern” and will not default in the near term or next 12 months. The auditors would then prepare a Management Letter spelling out suggestions for improvement and where a weakness in a control needs further review. The Department Heads were never happy with the Management Letter. Sometimes the banks weren’t either. I believe that the prior audit procedures pushed down the problems, discussions, and solutions to all levels of management to a greater degree compared to the current digital audits. Considering that all department heads had goals to meet to ensure operating results that meet the financial plan, the more they became aware of a problem along with the processes of devising solutions to mitigate the problem as well as implementing the solutions, the more chance there is to correct the problem, keep them from reappearing, and reaching the profit and cash flow goals planned for. As far as the important parts of the audit report are concerned, I find the Cash Flow report is the first page I look at. If the cash flow is adequate and there are no known potential stumbling blocks on the horizon, I am much more comfortable with the rest of the report. I guess my point this month is that there may be an opportunity available for dealers not required to provide a full audited set of financials to pick
More sales are made with friendship than salesmanship
Your mom said it best. As a child, when you were fighting or arguing with a sibling or friend, your mom would say, “Billy, you know better than that! Now you make friends with Johnny.” Your mother never told you to use the alternative of choice close or the sharp angle close on Johnny. She just said make friends. That may have been one of the most powerful sales lessons you ever got. It is estimated that more than 50% of sales are made because of friendship. In the south, it’s called “The good-old-boy network,” in the north, they say it’s “Who you know,” but it’s really just friendship selling. If you think you’re going to get the sale because you have the best product, best service or best price, dream on, Buddy. You’re not even half right. If 50% of sales are made on a friendly basis, and you haven’t made friends with the prospect (or customer) you’re missing 50% of your market. Friends don’t need to sell friends using sales techniques. Think about it. You don’t need sales techniques when you ask a friend out or ask for a favor. You just ask. You don’t need sales techniques; you need more friends. This does not eliminate your need to be a master salesman. You must know sales techniques to get the other half of the market, and sometimes even your friends need to be sold. Now think about your best customers. How did they get that way? Don’t you have a great relationship with them? If you’re friends with your best customer, it will often eliminate the need for price checking, price negotiating, and delivery time demands. You can even occasionally give bad service and still keep the customer. There’s another huge bonus to being friends. Competition is virtually eliminated. Your best competitor couldn’t blast you away from a customer who is also a friend. Most salespeople think that unless they are calling a customer to sell something, that it’s a wasted call. Nothing could be further from the truth. How do you start? Slowly. It takes time to develop a relationship; it takes time to build a friendship. (If you are reading this and thinking, “I don’t have time for this relationship stuff, I’m too busy making sales,” find a new profession, this one won’t last long.) Here are a few places to meet or take your customer. A different venue than the office will begin building friendships and relationships: a ball game the theater a concert a gallery crawl a Chamber after hours event a community help project a breakfast, a lunch, a dinner a seminar given by your company. If your customer has kids, get a few tickets to the Omnimax theater at Discovery Place and go on the weekend. Talk about solidifying a relationship. The Omnimax theater is the most fun in Charlotte, and it ain’t just for kids. Join a business association and get involved. The Metrolina Business Council is a shining example. MBC is a 14-year-old group of business owners and managers whose main objective is to do business with one another and help members get business. But MBC is not just about business, it’s about relationships and friendships ask any member. Having moved from the north to the south has helped me understand the value of business friends. They are much easier to establish in the south. I’m often in conversations where someone is lamenting the fact they can’t get into or around the so-called, “Good-old-boy” network. That is the biggest bunch of baloney, and lamest sales excuse I’ve heard. All the salesperson is saying is that he has failed to establish a relationship or make a friend AND SOMEONE ELSE HAS. You can only earn a commission using a sales technique. You can earn a fortune building friendships and relationships. ~Jeffrey Gitomer 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 or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.
June 2023 Logistics Manager’s Index Report®
LMI® at 45.6 Growth is INCREASING AT AN INCREASING RATE for: Warehousing Capacity, Warehousing Utilization, Warehousing Prices, and Transportation Capacity Growth is INCREASING AT AN DECREASING RATE for: Inventory Costs Inventory Levels, Transportation Utilization, and Transportation Prices ARE DECREASING For the second time in a row the Logistics Managers’ Index registers as contracting – coming in at 45.6. This is the fourth consecutive month that the index has reached a new all-time low. Our inventory metrics are at the forefront of this decline. Inventory Levels is contracting (-6.5) at 42.9 which is the second fastest rate in the history of the index and the growth rate for Inventory Costs is down (-7.3) to 57.1. The dip in inventories has led to an increase in Warehousing Capacity (+6.8) and Transportation Capacity (+1.9), both of which contribute to a decrease in the overall metric. Transportation Utilization and Transportation Prices are contracting, but at reduced rates from what we saw in May. 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 June 2023. When taken as a whole, Q2 economic data was strong in the U.S. – if not in the freight sector. For instance, new home sales are up, unemployment rate is down, and Q1 GDP growth has been revised up to 2% growth with Q2 growth predicted to be around 1.7%. much of this has been spurred by consumer spending, which was up at 4.2% in Q1 – the highest positive rate of change since the end of lockdowns in mid-2021[1]. This is at least partially reflected on the continually higher rates of expansion (or at least slower rates of contraction) that we are often seeing from our Downstream relative to Upstream respondents. Consumers are “downshifting” but spending is still robust – particularly when compared to the rest of the world[2]. This is somewhat buoyed by consumer sentiment which improved significantly in June, reading in at 64.4 according to the University of Michigan’s Consumer Sentiment Index. This reading is up 8.8% from May and 28.8% year-over-year[3], suggesting that consumers are not nearly as worried about a recession as they were a year ago when inflation was driving up prices. Despite this, inflation continues to run higher than most central banks would prefer. The personal-consumption expenditures index read in at 3.8% in May. This is the lowest reading on this metric in two years but still higher than what the Federal Reserve would like to see2. Because consumer savings were robust going into 2022 the high levels of interest have done less to curb spending than would be normally be expected. Due to these unique factors, Atlanta Fed President Raphael Bostic believes that only the most recent few months of interest rates actually did anything to truly slow overall economic growth[4]. This, along with the long-tail effect in which interest rate increases may have somewhat delayed reactions, is behind Chairman Powell’s recent statements that the Fed will put forth two more rate increases this year as they do not expect inflation to reach their goal of 2% until 2025[5]. Bank of America is more bullish on inflation coming down, pointing to the steep inversion of the Treasury yield curve, which suggests that investors believe the Fed will eventually begin pulling interest rates back and avoid an overall recession[6]. Taken together, Wall Street is somewhat optimistic about the state of the economy as well as the stock market had its best six months of the year since 1983. However it should be noted that much of that growth is coming from the service sector – which is less reliant on trucks and warehouses then goods[7]. This dynamic is reflected in the complicated nature of the current economy. While the freight recession has been on for over a year at this point, the overall recession that many prognosticators predicted has yet to occur. This is reflected in the fact that despite these strong economic indicators, the overall LMI reads in at 45.6, which is down (-1.7) from the previous all-time low of 47.3 recorded in May. However, it should also be pointed out that LMI respondents are somewhat optimistic that this will take a turn, predicting an expansion rate of 55.4 over the next 12 months – a reading that is 5.8-points more optimistic than the future prediction of 49.6 and contraction from May. Inventory metrics were the big movers in June. Inventory levels continued their downward movement, dropping (-6.5) to 42.9, which is the second-lowest reading in the history of this metric. Seasonality would suggest that this value should come up soon, but there are some signals that that might not happen. Traditionally we see consumers move from bulkier goods that may require financing (i.e. lawn furniture) in the summer towards smaller goods (i.e. back-to-school items, clothing, and toys) during the back half of the year. Smaller goods have been moving faster throughout the year – as evidenced by the stronger inventory and transportation numbers we have seen for most of 2021. While this could theoretically lead to more volume in Q3 and Q4, there does not appear to be a large glut of holiday inventory on the way. The Chinese manufacturing PMI read in at 49.0 in June. This marks three consecutive months of contraction in what is often the ramp up for back-to-school and holiday production. The overall Chinese PMI is positive at 53.2, but
May 2023 Manufacturing Technology orders up from April but continue downward trend
New orders of manufacturing technology totaled $365.9 million in May 2023, according to the latest U.S. Manufacturing Technology Orders Report published by AMT – The Association For Manufacturing Technology. May orders increased 8.6% over April 2023 but fell short of May 2022 orders by 16.7%. Annual orders for 2023 increased to $2.1 billion, nearly 15% behind orders for the same period in 2022. “May orders increased but not enough to make up for the record decline we saw in April,” said Douglas K. Woods, president of AMT. “Job shops increased orders at a slightly faster pace than the general market, but many large consumers of manufacturing technology decreased orders for the second month in a row. Significant growth from typically smaller consumers of manufacturing technology highlights some interesting changes in how and where goods are manufactured, particularly in anticipation of government spending programs.” For instance, orders from manufacturers of electrical equipment are at the highest monthly level of 2023. This puts the industry on pace to make the second-largest investment in manufacturing technology since 2018. Much of the current investment stems from efforts to mitigate strains on the grid caused by unusual weather patterns. However, more investment from this sector may be on the horizon. The Grid Resilience and Innovation Partnership (GRIP) program, part of the 2021 Bipartisan Infrastructure Act, is expected to send notification of approved projects by the summer of 2023, which may spur more investment in manufacturing technology from this industry. The construction industry has also shown growth in manufacturing technology investment. Construction machinery manufacturers doubled their order volume over April 2023, putting them on pace for the highest order volume since 2012, and hardware, screw, nut, and bolt manufacturers significantly increased orders in May. The increasing need for capacity is likely coming from the increase in residential construction, with new housing starts increasing dramatically in May and new permits on an upward trend since the beginning of the year. In addition to the recent uptick in residential construction, real construction spending on new manufacturing facilities has doubled since the end of 2021. “Despite the positive news for the general economy, such as the upward revision to Q1 GDP two weeks ago and continued employment strength, the manufacturing technology industry is showing signs of a slowdown,” said Woods. “In his June 14 press conference, Federal Reserve Chair Jerome Powell mentioned that manufacturers of durable goods – the consumers of manufacturing technology – would likely feel the effects of elevated interest rates before the broader economy. Our experience in 2016 shows that it is possible for there to be a downturn in the manufacturing technology industry while avoiding a broader recession. Only time and more data will tell if we are in an economic situation more like 2016 than the situation in 2001, as many economists have predicted.”
Common questions on forklift training and trainers
OSHA doesn’t list qualifications for forklift operators, requiring only that the employer certify the operator. The operator need not possess a driver’s license, but must be at least 18 years old under child labor laws. Beyond that, the operator must go through training under a qualified trainer. Unfortunately, OSHA’s criteria for trainers are somewhat vague. Below are some common questions on forklift training. Does OSHA require a certified trainer? No, OSHA does not require that trainers take certain classes, hold a particular certification, or get re-certified at specified intervals. The Powered Industrial Truck Standard states that “all operator training and evaluation must be conducted by persons who have the knowledge, training, and experience to train operators and evaluate their competence.” The employer must ensure that trainers meet these qualifications. An OSHA compliance directive says: “An example of a qualified trainer would be a person who, by possession of a recognized degree, certificate, or professional standing, or who by knowledge, training and experience, has demonstrated the ability to train and evaluate powered industrial truck operators.” The trainer need not operate a forklift as part of his or her job, but must have driving experience. Employers may use more than one trainer, or could bring in trainer from outside the company. However, training must cover hazards specific to the workplace. Can we use online or computer-based training? Operators must receive a combination of formal and practical training. Formal training may include a lecture, discussion, interactive computer learning, video, written material, and so on. Employers may use online or computer-based training for this portion. However, operators must also receive practical training, which means demonstrations performed by the trainer and practical exercises performed by the trainee. Also, operators must receive an actual performance evaluation where they operate the equipment and get evaluated. What training is needed to use attachments? Before using an attachment, operators must understand the limitations and potential hazards. Common attachments include fork extensions, barrel clamps, carpet poles, and personnel baskets. The trainer must have experience using the attachments. An OSHA letter of interpretation dated July 23, 2003, notes that “if the employer uses certain truck attachments and the trainer has never operated a truck with those attachments, the trainer would not have the experience necessary to train and evaluate others” to safely use those attachments. Note that modifications affecting the truck’s capacity must be approved in writing by the equipment manufacturer. Employers must obtain this approval before using the attachment. The unit’s data plate must identify the attachment, and the operating instructions must be updated so operators know how the attachment affects the unit’s load capacity. For example, fork extensions allow carrying a load further from the vehicle body, which reduces the weight capacity. What if someone operated a forklift at a previous job? Some operators may have experience from previous employment. However, they may still need training on the specific types of forklifts used, the particular hazards or conditions in the operating environment, and the use and limitations of attachments. Employers may consider previous operating experience when delivering training, but the employer is ultimately responsible for ensuring that the operator is qualified and can operate safely in the work environment. Is retraining required every three years? No, but an evaluation of the operator’s performance is required every three years. If that evaluation identifies deficiencies, additional training may be required. These evaluations must be conducted by someone who is qualified to train operators and evaluate their competence. Related Video About the Author: J. J. Keller & Associates, Inc. is the most respected name in safety and regulatory compliance. Since its beginning as a one-man consulting firm in 1953, the company has grown to over 1,500 associates serving more than 600,000 customers — including over 90% of the Fortune 1000® companies. The company’s subject-matter expertise spans nearly 1,500 topics, and its diverse solutions include training via online courses, streaming video or DVD; online management tools; managed services; consulting services; online and print compliance manuals and instructional publications; ELogs and mobile technology, forms and supplies. Safety professionals rely on J. J. Keller’s in-house expertise and wide selection of products and services to reduce risk and improve regulatory compliance, performance management, and operational efficiency. For more information, visit JJKeller.com.
The Secrets of Visionary Thinkers: Two simple steps to crushing subconscious assumptions
When we think about famous visionary thinkers, we subconsciously assume that they have some magic characteristic that the rest of don’t have or can’t achieve. But in reality, the only magic they have is an intuitive understanding of how to avoid some very common creative thinking blocks. One of those blocks is the Curse of Knowledge, a cognitive bias, or mental shortcut, that all humans’ share. Stuck Inside the Box: The Curse of Knowledge You’ve probably heard the term “Thinking outside the box.” And you’ve probably, at some point in your career, been asked the think outside the box. But without any understanding of why the box is there or how it was created, it’s hard to know how to break out of it. The reality is that we each create our own “box”, through this Curse of Knowledge. To understand this concept, imagine for a moment that your task is to think of new ideas for salad dressing. Try to come up with a few in your mind right now – don’t skip ahead! Chances are that the ideas that came to your mind were incremental variations of existing flavors or ingredients. You may have thought of fruit-flavored dressing. Or spicy, chipotle dressing. Or perhaps dressing that’s flavored like your favorite cocktail. Or your favorite dessert. All really interesting ideas, IF you are only looking for ideas that don’t change the current nature of salad dressing, nor the way it’s currently manufactured, packaged, sold, or used. The task was to find NEW ideas for salad dressing. That challenge was not limited to simply new flavors, but your brain likely limited your thinking to mostly just new flavors. Here’s why incremental ideas tend to be the first, and sometimes the only, kind of ideas to emerge. All humans rely on past knowledge to subconsciously try to shortcut problem-solving. We instantly – and subconsciously – call on everything we know from the past to come up with solutions for the new problem. While this ability to call on past learning is an incredibly useful trait in many situations (it’s one of the reasons we’re at the top of the food chain), when you’re looking for new ideas and solutions, it actually becomes a significant barrier. It limits your thinking to nothing but slight variations of what already exists. The minute you saw the words “salad dressing”, your brain made a bunch of instantaneous assumptions that you’re likely not aware of. Those assumptions were probably things like: Salad dressing comes in a bottle It’s liquid It’s stored in the refrigerator It’s used on lettuce Salad is eaten from a bowl or plate Salad is eaten with a fork Using the salad dressing challenge again, now assume one of the above “facts” does NOT have to be true. What ideas could you come up with then? You might think of ideas like: Salad dressing that you heat in the microwave (not cold) Dressing for fruit, or for meat (not used on lettuce) A powder whose full flavor is activated when it contacts the moisture of the lettuce (not liquid) Salad dressing in the form of a wrap, so you can eat the salad on the go (salad isn’t served on a plate) Salad dressing in the form of an edible skewer (salad isn’t eaten with a fork) As you can see, the nature of the ideas that arise after crushing the imbedded assumptions is dramatically different from the ideas that came before. That’s because your brain is no longer limiting your creativity with artificial guardrails that may not actually exist and that you weren’t even consciously aware of. Interestingly, the more expertise you have in an area, the more of these limiting assumptions you have subconsciously imbedded in your thinking. So, as an expert in your field, you likely have MANY imbedded assumptions that you’re not aware of, but that are likely impeding your creative thinking in a significant way. The Cure: Assumption Crushing™ process: Fortunately, there is an antidote to the curse of knowledge. Assumption Crushing™ is a technique that involves consciously surfacing and challenging our hidden assumptions. Assumption Crushing™ Step 1: Surface your subconscious assumptions by generating a long list of statements that start with things like: Well, in our business everyone knows… We have to… Our product is/does/has… Well, of course … We could never… Be sure to list some really obvious, superficial, or seemingly trivial “facts,” observations, processes, etc. Sometimes breaking the obvious ones can lead to the most innovative ideas. For example, the fact that salad dressing is liquid seems fairly trivial. But breaking that assumption led to some truly breakthrough ideas. Assumption Crushing™ Step 2: Once you’ve come up with a long list, pick one that may not have to be true, and start to think of new ideas based on breaking that one. Then pick another and do it again. And again. You’ll amaze yourself with the innovative ideas you come up with. Remember that the Curse of Knowledge is based on experience and expertise. Many people often assume that the best way to get new thinking, new ideas, and new solutions is to bring together a bunch of experts on the topic. But the reality is that all those experts will have a very similar set of subconscious mental frameworks. (They’ll all have essentially the same Curse of Knowledge.). A better way to generate new ideas is to invite a few experts, and then several other people with different experiences, knowledge, and perspectives. Those non-experts will help force the experts to confront and overcome their curse of knowledge. The Curse of Knowledge is a formidable adversary that exists in our brains all the time and hinders our visionary potential. By embracing Assumption Crushing™, we can shatter the chains that confine our thinking and unlock the path to visionary breakthroughs. About the Author: Susan Robertson empowers individuals, teams, and organizations to adapt more nimbly to change, by transforming thinking from “why we can’t” to “how
MHEDA announces new CEO Jeannette Walker
The Board of Directors of the Material Handling Equipment Distributors Association (MHEDA) has announced the hiring of Jeannette Walker as incoming CEO. Jeannette will serve immediately as interim CEO during which time, the knowledge transfer phase will take place until the current CEO Liz Richards, retires on December 31, 2023. Jeannette brings a wealth of experience to MHEDA having served in executive positions during her tenure in the material handling industry over the past 22 years. Most recently, Jeannette held the titles of VP of Sales, International Sales Director, Global Marketing Director, Marketing & Advertising Director Corporate Communications Manager, and Marketing Manager, all with TVH. She was previously employed by IMC Holdings from 2001 to 2007, a company that was acquired by TVH. From 1997-2001, Jeannette was the Customer Care manager for Toyota Marondera. Jeannette has been involved with MHEDA for more than 15 years and has many long term relationships with members and with the MHEDA team. “The seven-member search committee was comprised of MHEDA members and along with Steve Riege, President of Ovation Leadership, they worked hard to find the right candidate to fill the position of CEO. Jeannette is the ideal selection given her vast background in executive leadership, marketing and communications, all the traits that are essential in association management. Combined with Jeannette’s knowledge and deep relationships with industry members and with the MHEDA team, this is a win-win-win for everyone”, says Liz Richards. Jeannette shares, “I am truly honored to have been selected for this pivotal role, and I am eager to contribute my skills and experience to MHEDA. I am inspired by MHEDA’s mission and the significant impact it has made in the industries their members represent. The dedication and passion exhibited by the Board and the MHEDA team has reinforced my conviction that I have found the ideal environment to make a meaningful difference where innovation, collaboration, and excellence thrive. I am committed to building upon the foundation that has been laid by Liz Richards’ inspirational vision and leadership.” The Material Handling Equipment Distributors Association was founded in 1954 and is comprised of 600 North American member companies including distributors, integrators, manufacturers and solution providers that sell, service and install equipment and technologies to serve the end user market in the warehousing and distribution sectors.
Safety 2023 attendance ranks best in event’s history
The signature event of the American Society of Safety Professionals (ASSP) attracted nearly 6,000 occupational safety and health professionals in June to set an in-person attendance record for the global event. An additional 300-plus people joined a livestream session while 2,100 exhibitor representatives populated the exposition hall, ultimately involving more than 8,300 people in the Safety 2023 Professional Development Conference and Exposition in San Antonio. “We saw a big desire from safety professionals to network with colleagues and stay current on best practices, industry trends and the latest product innovations,” said ASSP President Jim Thornton, CSP, CIH, FASSP, FAIHA. “It was incredible to see a record turnout so soon after the pandemic. Safety 2023 was a true success.” The registered attendance of 5,937 at the Henry B. Gonzalez Convention Center surpassed ASSP’s previous record of 5,905 from Safety 2019 in New Orleans. It is one of America’s largest annual conferences for the advancement of workplace safety and health that began in Chicago in 1962. Boosting Safety 2023’s popularity was a dynamic expo with more than 550 vendor booths that covered over 100,000 square feet. The extensive product showcase was a key element of the overall experience. “Our expo is so illuminating that we get some safety and health professionals coming only for that,” Thornton said. Safety 2023 welcomed 3,100 first-time attendees, making up more than half of the total attendance. Also, 43 percent of the record crowd were non-members who received a free year of ASSP membership. The results signal future growth for ASSP and the workplace safety and health profession. “We’re proud to be a leader in providing professional development for the occupational safety and health community,” Thornton said. “Our event shares case studies and new safety approaches along with vast networking opportunities that help practitioners solve challenges and advance their careers.” In a post-event survey of Safety 2023 attendees, 9 out of 10 respondents said they would recommend the conference to a colleague while more than 80 percent indicated they plan to attend next year’s event. The conference surpassed its $25,000 fundraising goal as participants donated $26,550 to the ASSP Foundation, including a $10,000 match from Liberty Mutual. The ASSP Foundation promotes occupational safety and health as a career choice and works to build a sustainable talent pipeline in the profession that will help make all industries safer worldwide. ASSP’s Safety 2024 takes place Aug. 7-9 next year at the Colorado Convention Center in Denver, known for its natural beauty with more than 200 city parks and views of the Rocky Mountains. The Mile High City features trendy restaurants, a thriving arts scene and countless outdoor activities, such as kayaking on the river that runs through downtown. At the State Capitol, the 13th step is exactly 5,280 feet above sea level. Groups planning to attend Safety 2024 can save on the entire conference. More than 100 groups received discounts on this year’s event. To learn about group offers, contact ASSP’s Nancy O’Toole at notoole@assp.org.
Women In Trucking Association releases 2023 WIT Index Data
The Women In Trucking Association (WIT) is announcing the release of the findings of its 2023 WIT Index, which is the industry’s barometer to benchmark and measure each year the percentage of women who make up critical roles in transportation. These roles include corporate management (C-Suite), boards of directors, management and supervisory roles, as well as functional roles such as operations, technicians, HR/talent management, safety, and professional drivers. From January through April 2023, WIT conducted a survey of organizations of all sizes in transportation to gather percentages of women in their workforce. The respondents were asked to report data that included demographics, status of the company’s diversity and inclusion policy, and percentages of females in various roles within the company. There were 350 organizations that reported their gender diversity statistics in the 2023 WIT Index survey. A majority of them (51.8%) have for-hire fleets or private fleets as part of the organization’s operations. Of those respondents representing organizations with fleet assets, 41% were reporting on behalf of motor carriers of various types (full truckload, less-than-truckload, refrigerated, flatbed, expedited and liquid) and 10.8% were reporting on behalf of manufacturers, retailers, distributors, and other company types with private fleets. Another 14.2% of respondents were reporting on behalf of intermediary companies, including third-party logistics companies, truck brokers, and intermodal marketing companies (IMCs). The 2023 WIT Index survey found a substantial number of women in leadership roles. Approximately 31.6% of women are in C-Suite/executive positions, 36.9% are in supervisory leadership roles, and 28.4% serve on boards of directors. In addition, the WIT Index found that among the participants 12.1% of all professional drivers are women. A significant number of respondents represent major companies involved in transportation with more than 10,000 employees (14.2% of respondents) or large companies with 1,000 to 4,999 employees (13.4% of respondents). However, small and medium-sized companies also are well-represented in the 2023 WIT Index. In fact, 23.1% have less than 50 employees and another 33.8% have 50 to 499 employees. On June 28 at 2:00 p.m. EST, WIT will host a webinar that will overview the percentages of women in various roles, the use of formal diversity and inclusion policies, and how the WIT Index data can be applied to benchmark and strengthen gender diversity as part of organizational business strategy. For more information on the WIT Index and to download a full executive summary of the 2023 WIT Index findings, visit https://www.womenintrucking.org/index.
PTDA launches PTDA Learning Hub
Dynamic Platform Features Essential Power Transmission/Motion Control Product Training PTDA Content with Expandable Library The Power Transmission Distributors Association (PTDA) announced the launch of its online learning management system (LMS), the PTDA Learning Hub. With a user-friendly online interface, the PTDA Learning Hub features 17 micro-learns based on the 6th edition of the PTDA Power Transmission Workbook®. Additionally, it includes PDF chapters of the Power Transmission Handbook enhanced with automated gifs and diagrams to reinforce key concepts. The material is brand-agnostic, focusing on the fundamental characteristics, vocabulary and specifications of power transmissions/motion control (PT/MC) products. The expandable platform will grow to include additional content such as webinars and text-based resources, offering today’s digital learners 24/7 access to content to learn at their own pace. “The competitive advantage for power transmission/motion control distribution companies is the knowledge and speed they bring to solving a customer’s complex problems,” says Ann Arnott, PTDA executive vice president and CEO. “As companies bring on new hires or transition employees into positions where customer interaction is a priority, the PTDA Learning Hub allows employers to easily advance product knowledge through self-directed learning opportunities. A greater breadth and depth of knowledge translates to a stronger competitive advantage, customer relationships, loyalty and sales.” In a 2021 PTDA member needs assessment, employee training ranked among the top five areas distributors—especially companies under $10 million in sales—plan to invest in the next five years. “As small distribution business owner, I lack a dedicated human resource team and training program,” says PTDA President Mike McLain, Allied Bearing and Supply. “As competition from large marketplaces continues to grow within our industry, training is a key area to set my company apart. I want my sales crew to be the ‘go-to’ team for creative customer solutions, and the PTDA Learning Hub helps facilitate that.” “Employees are a company’s most valuable asset so offering practical, relevant training is essential to building a technically competent team that can add value and solve difficult customer applications,” says Matt Pavlinsky, director, PT Products, Applied Industrial Technologies. “Whether as a standalone program or supplemental to a company’s established LMS platform, PTDA’s Learning Hub provides the essentials for employee success in the PT/MC sector.” Find information on the PTDA Learning Hub at ptda.org/LearningHub.
ASSP Foundation awards $334,500 in scholarships and grants
The American Society of Safety Professionals (ASSP) Foundation is awarding $334,500 in academic scholarships and career development grants to 153 individuals to help them achieve their educational and career goals in the occupational safety and health profession. “For over 30 years as ASSP’s charitable arm, the Foundation has helped thousands of students and professionals continue their education in workplace safety and health,” said ASSP Foundation Chair, CSP, ARM, CRIS. “The consistent support from donors shows that safety and health careers are vital in helping to protect workers everywhere.” The 2023 awards include $305,500 in academic scholarships for 107 graduate and undergraduate students preparing for or supplementing their occupational safety and health careers at 52 colleges and universities. The ASSP Foundation is awarding $29,000 in career development grants to 46 safety students and professionals who are working to advance their careers through certification, conference attendance and similar learning opportunities. Career development grants will continue to be awarded throughout the year. “Presenting career development grants year-round is fairly new for us, and we’re excited about that enhancement because it increases access to funding and training for individuals throughout the safety field,” Ennis said. Several corporate donors support the awards, including Amazon, Canadian National Railway Corporation, FabEnCo, Lancaster County Industrial Safety Council, Liberty Mutual Insurance, Texas Safety Foundation and UPS. Additionally, more than 100 ASSP chapters, common interest groups, practice specialties and members support the scholarship and grant programs every year. The ASSP Foundation – the charitable arm of ASSP chartered in 1990 – promotes occupational safety and health as a career choice. It works to build a sustainable talent pipeline to make all industries safer worldwide with a focus on diversity, equity and inclusion. Programs and services are solely supported by charitable donations from the ASSP community and corporations motivated to support the profession. The ASSP Foundation has invested more than $5 million into the occupational safety and health community to develop opportunities for career guidance, education and leadership development. The charitable effort is designed to attract new individuals to the profession as well as enhance the knowledge and skills of current safety students and professionals. A complete list of the 2023 scholarship and grant recipients is available at www.assp.org/foundation.
ARA’s Women in Rental and Young Professional Network conferences set for October in Florida
The American Rental Association (ARA) has announced that the 2023 Women in Rental and Young Professional Network (YPN) conferences will be hosted in Clearwater Beach, Florida, in October. The conferences will be held back-to-back at the brand-new JW Marriott Clearwater Beach Resort & Spa. The Women in Rental conference will take place Monday, October 23 through Tuesday, October 24. The Young Professional Network conference will be held Wednesday, October 25 through Thursday, October 26. “We are excited to be hosting these two conferences in October as they will provide members the opportunity to experience focused education and targeted networking among their peers in a welcoming and fun atmosphere,” said Christine Hammes, ARA vice president, association services. “These conferences offer members an environment to foster lasting relationships and create deeper engagement within the industry.” Registration for both conferences opens Wednesday, July 5. Complete event details and registration information can be found at: Women in Rental conference: Monday, October 23 – Tuesday, October 24 YPN conference: Wednesday, October 25 – Thursday, October 26 In addition to a two-night hotel stay, conference materials and swag, two interactive networking receptions and breakfast and lunch during the conferences, registered attendees also will experience renowned speakers exclusive to their respective events: Sara Ross will present “Activate Your Aliveness Factor” at the Women in Rental conference. Ross’s session will leave attendees laughing, inspired and feeling recharged with actionable takeaways to create more human-centered organizations, energized leaders and healthier, happier, high-performing people. James Taylor will present “Supercreativity™: Augmenting Human Creativity in the Age of Artificial Intelligence” for the YPN group. Attendees will learn what disruptive technologies such as AI mean for you, your team and the industry; how to use the new science of “Augmented Creativity” to generate, evaluate, develop and implement more ideas, more quickly; which job roles in the industry are most at risk from automation and more. Capacity is limited for both conferences, so it is suggested to sign up early to secure a spot at these inspiring rental industry events. The Women in Rental conference is sponsored by Alert Rental Software, Toro and John Deere. The education sessions for both conferences are sponsored by the ARA Foundation.
KPI Solutions
TVH
Episode 396: Insights from WERC Conference 2023
In the latest episode, recorded at the Warehousing Education and Research Council (WERC) Conference 2023, we had the privilege of sitting down with Michael Mikitka, a representative from WERC. As an organization focused on the warehousing industry, WERC plays a crucial role in providing education, research, and support to professionals in this sector. This blog post shares highlights from the conversation with Michael and sheds light on the most pressing challenges and trends within the warehousing industry. Addressing Labor Challenges and Attracting Talent with WERC During the conference, one of the prominent themes discussed was the ongoing labor challenges faced by the warehousing industry. Finding and retaining skilled workers has become a top priority for companies across different verticals. Michael emphasized the significance of attracting younger talent and the need to showcase warehousing as a viable and rewarding career path. WERC is actively working on a program that recognizes talent and skills within the industry, providing a clear pathway for professional growth and advancement. Automation and Strategic Implementation Automation was another key topic discussed at the conference. As companies navigate the shift towards increased automation, they face the challenge of implementing new technologies strategically. Michael highlighted the importance of proactive planning and integrating automation solutions seamlessly into existing operations. WERC aims to support its members by offering practical insights and guidance on leveraging automation to enhance efficiency and productivity. How WERC Helps Warehouses Overcome Transportation Challenges and Cost Optimization The folks in the warehousing biz are definitely feeling the pain when it comes to transportation issues and skyrocketing costs. It’s a challenging situation to be in. The conference shed light on the impact of transportation issues on warehousing operations, including the need to manage transportation costs and navigate logistical complexities effectively. WERC provides a platform for professionals to learn from industry experts and gain valuable strategies to optimize transportation processes. Key Takeaways from WERC The focus on labor challenges: Attracting and retaining talent emerged as a crucial issue, with WERC striving to help members build a culture that attracts and supports employees. Holistic view of the warehouse: WERC emphasizes the importance of considering all aspects of warehouse operations, from culture and safety to automation and ergonomics, to improve overall efficiency and employee well-being. Practical and peer-reviewed content: The WERC conference offers participants practical insights from expert industry professionals through peer-reviewed content. The goal is to facilitate knowledge exchange and problem-solving within the warehousing community. The New Warehouse Podcast EP 396: Insights from WERC Conference 2023