Nano One Technology performs well in Solid State Battery Collaboration with the University of Michigan
Nano One is collaborating with the University of Michigan on the development of innovative solid-state battery technology. Nano One’s proprietary coated single crystal HVS cathode material is performing well in University of Michigan test programs. HVS is inexpensive, fast charging, cobalt free, and suited for solid-state battery configuration because it does not expand, contract, and stress the cathode-electrolyte interface like other materials Nano One® Materials Corp. (“Nano One“) is a technology company with a patented and scalable industrial process for the production of low cost, high-performance cathode powders used in lithium-ion batteries, and, today announced positive updates from a collaboration with the University of Michigan leveraging Nano One’s advancements in cathode materials for solid-state batteries. Professor of Materials Science and Engineering at the University of Michigan (UM), Richard Laine, Ph.D., said, “Initial results from our evaluations show that Nano One’s HVS materials perform well with our innovative agricultural waste-derived electrolytes and we look forward to advancing our collaboration to demonstrate a viable solid-state battery configuration.” Professor Laine’s research group and several others are exploring in UM’s battery laboratories various aspects of battery components, designs, interfaces, and assembly of solid-state electrochemical energy storage devices. This is the latest in a series of collaborations that Nano One has undertaken with global automotive original equipment manufacturers, leading battery manufacturers, and academic research groups. “Evaluations of Nano One’s unique NMC 811 and HVS cathode materials are showing positive results with solid-state electrolytes in solid-state batteries,” said Dr. Stephen Campbell, CTO of Nano One. “Nano One sees great potential for growth in solid-state battery markets driven by automotive interest. We are scaling up our innovative processes and materials with a growing list of collaborators.” The goal of developing better solid-state batteries is to improve safety, power, and energy density by replacing flammable liquid electrolytes with a solid interface between the cathode and an ultra-thin lithium metal anode. Nano One has numerous test programs underway with leaders in both industry and academia to test its lithium nickel manganese cobalt oxide (NMC) and high voltage spinel (HVS) in different solid-state battery systems. HVS, also known as lithium nickel manganese oxide (LNMO), is inexpensive, fast charging, and cobalt-free. It is suited to solid-state batteries because it does not expand, contract, and stress the cathode-electrolyte interface like other cathode materials. Furthermore, Nano One’s proprietary coated single crystal powder protects the cathode from side reactions while allowing the rapid transfer of lithium ions between electrolyte and cathode.
Refining the training process with VR
Virtual reality is becoming a valuable teaching tool in training new supply chain employees. With the ability to simulate a warehouse environment, new hires can familiarize themselves with their workstations and warehouse technology before even starting the job. In this video, learn about some of the benefits of training using VR. Click here to view the video.
JLG offers Live Webinars to Train Techs on System Diagnostics
Helps technicians increase their skills and knowledge JLG Industries, Inc., an Oshkosh Corporation company and global manufacturer of mobile elevating work platforms (MEWPs) and telehandlers, is now offering a series of live technical webinars on JLG® University to help technicians learn more about running system diagnostics on JLG equipment. Led by a qualified JLG training department instructor, this 1- to 2-hour JLG training takes a deep dive into the inner workings of sensors, valves, and control logic, thoroughly exploring these more sophisticated systems to increase technicians’ skill levels and knowledge. Currently, JLG University is enrolling for live webinar sessions on the following systems: Boom Lift Load Sensing, Scissor Lift Load Sensing, Hydrostatic Drives, Scissor Lift Chargers, Load Stability Indicators, and ZF Transmissions. Interested participants can visit Live Webinars (jlg.com) to enroll or contact JLG Training at 877-554-5438 to request a class. Each webinar costs $25 per person to attend. JLG University offers online and in-person courses on topics from basic machine maintenance and troubleshooting to hydraulic and electrical fundamentals. In-person training for JLG boom lifts and scissor lifts, as well as JLG and SkyTrak® telehandlers, is available. Fully online training specific to JLG’s hydraulic and electrical systems is also accessible. To learn more about JLG service training courses, visit Service Training | JLG.
PERC Partners with Tecogen for upcoming Webinar on Near-Zero Emission Forklift Technology
Register for free to learn more about clean forklift technology The Propane Education & Research Council is offering a new webinar as part of its “Propane Presents Technology Series” that will discuss next-generation propane forklift technology. The webinar, created in partnership with Tecogen, a manufacturer of clean technologies, will take place at 1 p.m. CST on February 25th. During the webinar, attendees will hear from Tecogen President and COO Robert Panora regarding the company’s near-zero-emission forklift technology. Panora will give an overview of Tecogen’s Ultera® technology and how it can help decrease emissions in the material handling industry without sacrificing power or performance. Additionally, he will share how the latest propane catalyst engine technology is helping businesses meet strict indoor air quality standards. “Manufacturers and propane industry professionals are working to continually improve propane engine technology, especially from an exhaust emissions and fuel efficiency standpoint,” said Matt McDonald, director of off-road business development at PERC. “The material handling and supply chain industry continues to see a shift to cleaner practices and this webinar is a great opportunity to learn more about near-zero-emissions forklift technology.” Ultera® is a proven patented emissions technology comprised of a two-stage after-treatment system that reduces the criteria pollutants of nitrogen oxide (NOx), carbon monoxide, and hydrocarbons. The Tecogen technology represents emissions control strategies that could be implemented on existing lift trucks as a retrofit solution, as well as incorporated into the emissions control designs by all manufacturers of new forklifts. PERC’s “Propane Presents Technology Series” focuses on new and emerging propane technologies, education, and best practices to approach the ideal customer. Hosted and facilitated by PERC, in partnership with various OEMs, the series aims to showcase various propane products across multiple markets, answer questions directly from the industry and end-users, and provide relevant resources and training information.
FlytWare E-Book on Emerging Technologies in Supply Chain
The supply chain industry is evolving to enable and sustain the rapid demand for goods and services globally. The competitive difference between companies in the industry is increasingly based on real-time data and intelligent analytics that enable optimal managerial decisions. These are being driven by emerging technologies, in the form of robotics and smart computing – which are the focus of the latest FlyWare E-Book on supply chain automation. Innovations like Artificial Intelligence (AI), Internet of Things (IoT), Robotics, and Blockchain, when combined with SCM (Supply Chain Management) are beginning to transform the distribution of goods at an unprecedented scale. The greatest value of these technologies is realized when they are adopted together, thus rapidly adding business value across supply chain operations. When it comes to warehousing operations, methods such as agile and elastic logistics are being used by managers and stakeholders to enhance the flexibility, time efficiency, cost-effectiveness, and overall output of supply chains. These logistical capabilities are making the supply chain resilient to fluctuating consumer demand, and emergencies such as COVID-19. As explained in the E-Book, it is important for supply chain managers to evaluate the payback period and return-on-investment while exploring and adopting such emerging technologies. When embraced whole-heartedly by supply chains, these new capabilities can expand the competitive advantage. Conversely, delaying the integration of automation technologies can drain precious human resources and waste time and costs across the supply chain. To know more about Emerging Technologies in Supply Chain, access the E-Book by visiting: https://flytware.com/guides/
How can Business Owners lower last year’s tax bill?
Good news! Business taxpayers may still be able to take actions to lower their federal income tax liabilities for 2020, as well as for future years. Consider these ideas before you file last year’s return. Claim 100% First-Year Bonus Depreciation — Or Maybe Not For qualifying assets placed in service in 2020, business taxpayers can deduct 100% of the cost in the first year. The 100% immediate write-off is allowed for both new and used qualifying assets, which include most categories of tangible depreciable assets. Claiming 100% first-year bonus depreciation whenever it’s allowed is usually considered a tax-smart move. But you should think twice about claiming it for 2020 additions if you anticipate higher tax rates in future years. In that case, consider forgoing bonus depreciation on last year’s return and, instead, depreciate the assets in question over a number of years. That way, the depreciation write-offs will offset future income that you suspect might be taxed at higher rates. The choice to claim 100% first-year bonus depreciation for 2020 asset additions (or not) is made on last year’s return. Important: Factor the net operating loss (NOL) issue into your decision. The CARES Act allows a five-year carryback privilege for an NOL that arises in a tax year beginning in 2020. Claiming 100% first-year bonus depreciation can potentially create or increase an NOL for the year. If so, the NOL can be carried back, and you can recover some or all of the federal income tax paid for the carryback year. This factor argues in favor of claiming 100% first-year bonus depreciation on last year’s return. Talk with your tax advisor about what makes the most sense for your specific situation. Take Advantage of COVID-19 Relief Provisions The CARES Act included various tax relief provisions for business taxpayers. These provisions can impact last year’s business return. Here are four examples. Liberalized NOL deduction rules. Under the law, business NOLs that arose in tax years beginning in 2020 can be carried back up to five tax years. So, an NOL that’s reported on last year’s return can be carried back to an earlier year and allow you to recover some or all of the income tax paid in the carryback year. Because federal income tax rates were generally higher in years before the Tax Cuts and Jobs Act (TCJA) took effect, NOLs carried back to those years can be especially beneficial. Faster depreciation for real estate QIP. Qualified Improvement Property (QIP) is generally defined as an improvement to an interior portion of a nonresidential building that’s placed in service after the date the building was first placed in service. The CARES Act provision allows 100% first-year bonus depreciation for QIP that was placed in service in 2020. Alternatively, you can depreciate QIP placed in service in 2020 over 15 years using the straight-line method. Suspension of excess business losses. An unfavorable TCJA provision disallowed current deductions for so-called “excess business losses” incurred by individuals in tax years beginning in 2018 through 2025. An excess business loss is one that exceeds $250,000 or $500,000 for a married couple that files a joint tax return. The CARES Act suspended the excess business loss disallowance rule for losses that arose in tax years beginning in 2020. Increased limit on business interest expense deductions. Under the TCJA, the deduction for business interest expense was generally limited to 30% of adjusted taxable income (ATI) for tax years beginning in 2020. Business interest expense that’s disallowed under this limitation is carried over to the following tax year. In general, the CARES Act increased the taxable income limitation to 50% of ATI for tax years beginning in 2020. Special complicated rules apply to partnerships and limited liability companies (LLCs) that are treated as partnerships for tax purposes. Important: Businesses with average annual gross receipts of $25 million or less (adjusted for inflation) for the three previous tax years are exempt from the business interest expense deduction limitation. Certain real property businesses and farming businesses are also exempt if they choose to use slower depreciation methods for specified types of assets. Establish SEP for Big Tax Savings If you work for your own small business and haven’t yet set up a tax-favored retirement plan for yourself, consider creating a simplified employee pension (SEP). Unlike other types of small business retirement plans, a SEP can be created this year and still generate a deduction on last year’s return. In fact, if you’re self-employed and extend your 2020 Form 1040 to October 15, 2021, you’ll have until then to establish a SEP and make a contribution for last year. The deductible contribution can be up to: 20% of your 2020 self-employment income, or 25% of your 2020 salary if you work for your own corporation. The absolute maximum amount you can contribute for the 2020 tax year is $57,000. Beware: You may not want a SEP if your business has employees, because you might have to cover them and make contributions to their accounts, which could make this option cost-prohibitive. Extend Your Business Return 2020 was a crazy year. COVID-19-related tax relief measures and the election outcome have created lots of moving parts. Business owners have much to consider before filing their last year’s income tax returns. Moreover, what you choose to do on last year’s return can affect your tax bills for later years. All things considered, extending last year’s return might be a wise move. That would give you more time to evaluate all the relevant factors in your specific situation. Here’s an overview of the due dates for different types of businesses. For sole proprietorships or single-member LLCs that are treated as sole proprietorships for tax purposes, the filing deadline for the 2020 Form 1040 is April 15, 2021. Those returns can be extended for six months, to October 15, 2021. For the calendar-year partnerships, LLCs treated as partnerships for tax purposes and S corporations, the filing deadline is March 15, 2021. Those returns can be extended for six months, to September
Data tools and TRUST
One of the things I repeatedly see in the dealerships I visit is the disconnect that the dealer has with their own road-based technicians. Technicians are such a vital link to the customer. An inherent level of trust is built over the years, and repeated successful repair visits over time only strengthen this valuable customer connection. The questions are: Do we see these relationships as assets? If so, what are we doing to leverage those assets and encourage a higher level of profitable and mutually beneficial encounters? When I refer to a “disconnect” I am referring to how our service culture many times limits the technician’s exposure to customer service tools, information, communication, and autonomous authority. We don’t think these barriers exist…but more often than not…they do. In our current marketplace, communication and access to data is the key to success. Successful dealerships have every customer-facing employee equipped with the tools to take care of it NOW. Are your “customer contact” employees able to say YES? Or do they have to say: I don’t have the authority to do that Let me ask my manager I don’t have the parts onboard I’m not really allowed to quote anything Someone will have to call you back I don’t have access to that information We don’t do that in this department I’m just a PM technician Be honest. Our industry in many ways is still following a model of customer service that forces smart and capable employees to say NO instead of YES. How can we turn this around? There are two methods that we can use to quickly and efficiently improve our customer communication through our road techs. BOTH of them require us to change our current CULTURE, and TRUST our employees with data and authority we may not currently be comfortable with. The reason we are not comfortable is that former attempts to trust your staff may have resulted in uncontrolled and financially painful outcomes. To prevent this carnage from happening again, we wrest communications away from the front lines, (back to the management) and seek to funnel ALL communications through the management and administrative channels. This may feel right, this may feel safe, this may even feel efficient, but make no mistake…. these practices breed a culture that results in customers hearing all of the bullet points listed above. If we are going to try this again, let’s do so by preparing and implementing clearly understood procedures, governed by industry-tested and explicit SOP’s (standard operating procedures). The most successful road techs have WRITTEN SOP’s that allow them to know: What they are approved to do. What they are EQUIPPED to do. Where to find data that is useful for customer service (schedules, pricing, parts). How to manage customer expectations in regard to quoted services and timelines. So, if you are going to have a system in place that allows technicians to quote, close and complete work based on their own “van-based” resources and data, what tools and information will they need access to, in order to truly improve the customer experience? Here are some initial questions to consider. Maintenance Intervals Every OEM publishes a schedule of recommended maintenance that is required to keep the warranty valid and prevent the unit from experiencing significant repair. The “system maintenance” items included on this maintenance table include transmissions, differentials, brakes, ignition, cooling systems, hydraulic systems, ignition systems, and fuel and exhaust systems. The service intervals for these systems will be based on accumulated hours and will be variable. Imagine our road techs operating in a system where they: Had access to a full list of required maintenance intervals for every unit they worked on Had the filters, fluids, and parts onboard the van to complete these maintenance tasks Had flat rate prices available to quote a customer on the needed maintenance I can only speak about what I observe in the field. What my observations tell me is that in MOST cases SYSTEM maintenance just doesn’t get done. The reason? We depend on the CUSTOMER to schedule these services…. and they don’t. Unless WE properly equip our own people with the tools they need to quote and complete these services, on the spot, when they are due, we will continue to let profitable customer service opportunities evaporate into thin air. Service History SO, your road tech tells the customer that the unit has accumulated 5000 hours and requires a hydraulic service. The customer asks…” When was the last time the hydraulics were serviced?” Do your road techs have the digital capability to access the service history of the machines they are working on? Remember that the goal of this improvement is to have READY answers to ANTICIPATED questions. Not having this data available either digitally or in printed (and updated time-sensitive) formats, only forces us to have to say, I don’t know. Ready data is the key to success. It’s not that hard, especially with the mobile data capabilities available in the marketplace today. ALWAYS items There are certain items that EVERY customer-facing employee should be able to quote on the spot, regardless of who the OEM may be. Tires LP Tanks Replacement Forks Floodlights Lift Chains (for most popular mast heights) Strobes Seats All of these items should be priced including installation, freight, delivery…etc. Prices on these items should be COMPETITIVE, and every technician should be visually inspecting ALL of these items EVERY TIME they touch a machine. They won’t do it…if they don’t have the data. Let’s make this easy. I can help you! Many times, culture changes are more difficult than they seem. Are your people ready or willing for this new expectation of communication? Are your techs TRAINED on how to engage and present these solutions to the customer? How do we “ramp in” to offerings like this without overwhelming our staff? How will our van stocking practices have to change? Are there TEMPLATES for SOP’s that we can access to get started? Resonant Dealer Services
Prospects have rules. Follow them to make an easy sale.
When you make a presentation, you’re not the only one with expectations. The person you’re presenting to has as many or more than you. Are you aware of them? Or are you just making a pitch for your commission? Most salespeople believe that they are selling their product or service. Wrong. The prospect is buying it and in order to get the maximum amount of buy’s, you must approach each sale with the maximum understanding of the buyer’s position. Making the sale is so much easier when you take the prospect’s point of view and direct your actions based on his principles and expectations rather than yours. Here are 19.5 prospect Wants and Expectations from a professional salesperson (like yourself) … Don’t waste my time. I’m busy. I’ve got a million things to do that are more important than listening to you unless I perceive a need. Be organized and prepared. When you call me, write me, propose to me, or visit my office, be ready with facts and direct answers. Be interested in me. (Not your sales pitch or your commission.) Take a genuine interest in me and my company. Take a tour. Ask how we serve others. Ask what’s most important. Ask what our aspirations are. Know my needs. Don’t even try to tell me what you think I need. Know exactly what I need. Question me before you sell me. Take notes. You can’t remember everything. I want you to recall every detail of our conversation. I want our communication error-free. Show me how you help me. I’m not interested in what you do or what you sell unless you show how it helps me or my business. Tell me how you are helping me if I buy. Know who I am. The better you understand me, the easier it is to get me to a decision. I’m not going to buy until I understand you, I suggest you understand me as well. Tell me the truth. I want to trust you, but I’m skeptical. If I sense the truth, I’m most likely to buy and vice versa. Tell me what’s in it for me. Show me how things will be different, better after I buy. Tell me why what you do will make a difference in what I do after I buy. Prove it beyond a shadow of a doubt. Don’t tell me, prove it to me. Show me testimonials of others who are like me who bought your product or service and are satisfied. Help me buy, don’t sell me. I want to feel that it’s my choice. If you push me, I’m skeptical. Figure out a way to let me choose what I want to buy. Paint me a picture I can see in my mind’s eye. Let me visualize owning it, using it, benefiting from it not just buying it. Reinforce my choice. Tell me about others’ successes. Reassure me that I’ll be happy and satisfied. Make me feel special. Tell me the wisdom of my choice. Thank me personally by mail. Give me something to remember you by. Make me laugh. I want to feel comfortable. I want to feel at ease with you. Laughing helps me to relate to you and sets a great tone for the business. Listen to me. You may think you have all the answers, but you won’t use them to your best advantage if you don’t know what I need to hear. If you listen closely, I’ll tell you exactly what I want and exactly how I want to be sold. Show me value for my money. My money is tight. I work hard for my money. I want to spend it in a way that makes me feel that I got real value. Tell me the extra benefits I derive by purchasing Tell me this is a long-term relationship. Not just a one-day stand. I’m buying because I feel confident that if all goes the way I hope it will go that I will buy again. I want to have a business friendship not just make a purchase. Make me feel proud. Proud enough about what I bought to go out and tell others or refer others to you. 19.5 Deliver what you promised. Not just your product. Not just your service. Deliver what I expected, and surprise me by delivering something unexpected. Sales are driven by questions. Those you ask the prospect and those you ask yourself before you begin the selling process. As salespeople and entrepreneurs, you each have a point of view and perspective as to how you approach a sale. Let me challenge you that unless that view and perspective is the same as the prospect you seek to sell, it’s useless. The prospect’s point of view is more important than yours. The prospect’s perspective is not only more important than yours, it’s the one the sale will be made with. 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.
Putting it back together
Here it is February already and I am still pondering about the balance of 2021 and 2022. I must confess that the Short Squeeze on Game Stop that took place last week kind of scared me because I could see it causing some major player to go BK and start the ball rolling like it did in 2007 or 2008 or whenever it was. When I hear a hedge fund CEO say “I only have a billion left” I cannot imagine what he lost in the process. “What’s in your wallet”? An item to clean up. #1 Both PPP1 and PPP2 forgiveness amounts are NOT taxable. They finally figured it out when issuing guidance re PPP2. If you received PPP1 using your 2019 payroll data, you can duplicate that for PPP2 if you opt in to use 2019 numbers. Makes it easy. But do not forget you have to prove you need it with a Quarter in 2020 that had 25% less revenues than it did in 2019. What popped into my mind for this month was the Humpty Dumpty rhyme because he had a great fall. Do not ask me why it did it just did. But the end of the rhyme is the most important because “all the Kings horses and all the Kings men couldn’t put Humpty together again! Could many businesses be facing the same result post-pandemic? Why would that be? Because every business must recreate a game plan going forward after working in a disrupted environment for the last 12 months or so. Things have changed. People have changed. Customers have changed. Vendors have changed. And throw in a $15 minimum wage into the mix. Things could get interesting as well as challenging. Even if you experienced a “good” year in terms of revenue generation opportunities it was probably tough to convert those transactions into a profit margin you were used to. The workflow was most likely irregular, or non-existent, or just finalized the best way you could. But you cannot do that any longer because it will put a permanent toll on the company. And the competition will not allow you that indulgence if you hope to get back your competitive edge. Time to get your organization chart out of the drawer to start filling in the blanks to replicate your position starting in 2020. Now go back and dig out the same chart from 2015 and 2000. Next, do a headcount by the department and see how they compare. Same number as in 2000- probably not good unless you expanded your operation thus requiring additional staff. The same number as 2015 – needs further review. The reason being that the technology strong competitors (lower headcount) will be able to operate in your market with lower prices and easier business practices which customers today are looking for. To see where you stand, I would suggest you formalize a Return-to-Work program with input from your legal, insurance, and other professionals. Assess the risks and decide how to protect all parties involved. Avoid the risk. Control the risk. Transfer the risk. (I always like the last option best). Next, I would schedule an appointment with a senior person related to the industry-specific business system you are using. Have them come in to review ALL the options available on their system, especially those that help manage time, communication with customers and employees, and data dives that reflect operating results by revenue silo, techs, drivers, and other data that will assist in comparing results to prior periods and against the current market. Many of you will be amazed how much you are not using, and eventually what it is costing you to not do so. And if our vendor cannot provide this service start looking for a new system because some of your competitors have high technology efficiency quotients you do not want to compete against. To make all this work, no matter where you fall regarding the technology score, someone needs to have the technical expertise along with a job description demanding a high level of data analysis to assist management with marketing schemes, email blasts, revenue silo results analysis, revenue/cost relationships including KPI’s, etc. This may even be a full-time job or maybe a 50-75% job. And if you do not have this person under your tent presently, I suggest (like I have in the past) to find a young recent graduate who is familiar with business accounting and technology and let them loose on your system as they experience the training they need to put it all together again. (the end of the last sentence repeats the end of the Humpty dilemma, but I bet many of you would have caught on). We are on the verge of entering into the Fourth Industrial Revolution where the ability to work with, control, and maintain is 100% required. Better to get a head start on it now and rebuild your current business entity. One last thing. I read a piece by Edward Gordon titled JOB SHOCK which defines the workplaces of the future, and it is not a pretty picture. They have provided approval to make this paper available and it will be on the MHW website. You must read it and pass it along to younger members of your families who may be looking for some guidance regarding future work opportunities. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail editorial@mhwmag.com to contact Garry
U.S. Rail Traffic for the week ending February 13, 2021
The Association of American Railroads (AAR) has reported U.S. rail traffic for the week ending February 13, 2021. For this week, total U.S. weekly rail traffic was 480,483 carloads and intermodal units, up 0.3 percent compared with the same week last year. Total carloads for the week ending February 13 were 211,420 carloads, down 7 percent compared with the same week in 2020, while U.S. weekly intermodal volume was 269,063 containers and trailers, up 6.9 percent compared to 2020. Four of the 10 carload commodity groups posted an increase compared with the same week in 2020. They included grain, up 4,548 carloads, to 22,823; chemicals, up 785 carloads, to 33,255; and forest products, up 727 carloads, to 10,297. Commodity groups that posted decreases compared with the same week in 2020 included coal, down 8,554 carloads, to 54,496; nonmetallic minerals, down 5,450 carloads, to 22,933; and motor vehicles and parts, down 3,631 carloads, to 13,972. For the first six weeks of 2021, U.S. railroads reported a cumulative volume of 1,368,116 carloads, down 2.9 percent from the same point last year; and 1,711,705 intermodal units, up 10.3 percent from last year. Total combined U.S. traffic for the first six weeks of 2021 was 3,079,821 carloads and intermodal units, an increase of 4 percent compared to last year. North American rail volume for the week ending February 13, 2021, on 12 reporting U.S., Canadian and Mexican railroads totaled 301,184 carloads, down 7.4 percent compared with the same week last year, and 351,190 intermodal units, up 7.8 percent compared with last year. Total combined weekly rail traffic in North America was 652,374 carloads and intermodal units, up 0.2 percent. North American rail volume for the first six weeks of 2021 was 4,181,488 carloads and intermodal units, up 3.3 percent compared with 2020. Canadian railroads reported 69,222 carloads for the week, down 8.4 percent, and 64,581 intermodal units, up 18.3 percent compared with the same week in 2020. For the first six weeks of 2021, Canadian railroads reported a cumulative rail traffic volume of 902,756 carloads, containers, and trailers, up 5.4 percent. Mexican railroads reported 20,542 carloads for the week, down 7.8 percent compared with the same week last year, and 17,546 intermodal units, down 9.7 percent. Cumulative volume on Mexican railroads for the first six weeks of 2021 was 198,911 carloads and intermodal containers and trailers, down 14.1 percent from the same point last year.
MHEDA announces the 2021 Most Valuable Partner (MVP) Award Winners
The Material Handling Equipment Distributors Association announced the 2021 MVP Award winners on the MHEDA website. To see a full list of award winners, visit mheda.org MVP winners are awarded for their accomplishments in 2020 and must satisfy a rigorous set of criteria. Less than 10% of the association’s membership earn this award and each MVP must successfully demonstrate a commitment to business excellence, professionalism, and good stewardship. To qualify, companies are required to provide evidence of their commitment to their partners in business including their customers, employees, and suppliers. They must satisfy criteria in the following important areas: Industry Advocacy Customer Service & Safety Practices Business Networking Continuing Education Business Best Practices The Material Handling Equipment Distributors Association (MHEDA) is the premier trade association dedicated to serving all segments of the material handling business community. MHEDA represents close to 600 companies in the material handling equipment business. Located in suburban Chicago, the association provides services to companies seeking to improve their business through education, networking, benchmarking, and best practices
$131,050 raised in first three months of PTDA Foundation’s Fundraising Campaign
In the first three months of the campaign, the PTDA Foundation is 2/3rds of the way to our 2021 fundraising goal. These contributions support PT WORK Force®, the Foundation’s initiative to empower PT/MC (power transmission/motion control) industry employers to be more successful in their recruitment and retention efforts. Funding raised in 2021 will continue the work from 2020. Contributions from last year’s campaign led to: A new blog focused on timely and relevant challenges PT/MC employers are facing Webinars on finding and keeping good people in uncertain times, maximizing your remote work environment, recruiting through social media, leadership planning, and steps to a happier workplace. Resources to assist with recruiting through social media and cultivating employee soft skills Contributions received in the 2021 fundraising campaigns will fuel the development of additional tools and resources to help PT/MC employers with their hiring and retention challenges. “While many employers may still be feeling the pinch from the economic downturn, they know—long-term—the pre-pandemic challenge of finding and keeping great employees will come back when the market improves. Their financial support allows the PTDA Foundation to continually review what employers need and develop resources to help,” said PTDA Foundation president, Keith Nowak, president, MPT Drives. 2021 PTDA Foundation Vanguard Contributors Partner Contributors ($15,000+) Allied Bearing & Supply Motion Investor Contributors ($10,000-$14,999) Applied Industrial Technologies The Timken Company Stakeholder Contributors ($5,000 – $9,999) ABB Motors and Mechanical Inc. Bishop-Wisecarver Midpoint Bearing WEG Electric Corp. Benefactor Contributors ($2,500 – $4,999) B & D Industrial Bartlett Bearing Co., Inc. BDI Americas (USA & Canada) Bearing Service, Inc. Garlock Sealing Technologies Houston Bearing & Supply Co., Inc. IBT Industrial Solutions Interlynx Systems – Sales Lead & Rebate/POS Management Systems Master Power Transmission, Inc. NTN Bearing Corp. of America Ringfeder Power Transmission USA Corporation SENQCIA MAXCO, LTD. W.C. DuComb Company Leadership Contributors ($1,000 – $2,499) Bearing Distributors, Inc. (in memory of Shelby DeBorde Jr.) Dichtomatik Americas Isostatic Industries Inc. NORD Drivesystems RBI Bearing Inc. The Rowland Company San Antonio Belting & Pulley Company, Inc. Transply, Inc. Webster Industries Foundation Sponsor Contributors ($500 – $999) Brewer Machine & Gear Co. G&G Manufacturing Company IKO International J/E Bearing and Machine Ltd. KML Bearing USA Orthman Conveying Systems Sumitomo Machinery Corporation of America (in memory of the Sumitomo employees who passed away in this year from unfortunate events) Colleague Contributors ($250 – $499) ErieTec, Inc. MPT Drives, Inc. Power Drive Systems Solve Industrial Motion Group Torque Drives, Inc. Associate Contributors (Up to $249) Royersford Foundry & Machine Co., Inc. Individual Contributors Tom Dielschneider Hafeez Hameer Alan M Haveson Pamela & Mark Kan Sue & John Masek (in honor of Mary Sue Lyon and in memory of Terry Hutton) Bill Moore Keith & Sharon Nowak Stephen Philpott Barbara J. Ross (in loving memory of Gordon Ross) Chuck Schwender The PTDA Foundation Fund Drive is underway with a goal of raising $300,000 in 2020. To join these contributors, donate online at ptda.org/FoundationGive or download a pledge form at ptda.org/FoundationSupport. The PTDA Foundation, whose work is funded solely by donations, was founded in 1982 to champion education, outreach, and research initiatives relevant to the power transmission/motion control (PT/MC) industry that enhance the knowledge and/or professionalism and productivity for industry stakeholders. The Foundation is a not-for-profit, tax-exempt 501(c)(3) corporation; contributions are tax-deductible to the full amount allowed by law. For more information or a complete list of donors, visit ptda.org/FoundationSupport.
Topics to consider regarding second draw of PPP Funding
Business owners, CPAs, loan officers, and if applicable, business brokers, should use a variety of tactics simultaneously as businesses pursue economic support in the form of the second draw of PPP funding. Per advice from the AICPA, the American Institute of Certified Public Accountants, borrowers may need to act quickly and diligently to fill out their forms for the second round of PPP funding. Some lenders are requiring PPP borrowers to apply for forgiveness on their first-draw PPP loan before they file to seek a second-draw PPP loan. However, according to the SBA and Treasury, this is not a requirement. Possible borrowers may want to consider other lenders to process the second-draw loan application without the business having to file for forgiveness on their first PPP loan. Compiling the relevant data that lenders seek is a critical step. Information such as average monthly payroll amounts and (for second-draw PPP borrowers) quarterly revenue comparisons are necessary. Supporting documentation for the average monthly payroll calculation used to calculate the maximum loan amount can be obtained from clients to support those amounts they come up with and will be helpful in the future, as it drove the amount of the PPP funds the borrower received. Borrowers also need to be aware of updates on PPP forgiveness and differences between first-draw and second-draw loans. Potential borrowers should understand that second-draw applications require borrowers to prove they have experienced at least a 25% reduction in gross receipts as a result of the pandemic by comparing one quarter of 2020 to the same quarter in 2019. The new guidance makes certain covered operations expenditures, covered property damage costs, covered supplier costs, and covered worker protection expenditures eligible for PPP forgiveness. As of January 20, 2021, the SBA and Treasury released an updated and simplified version of the PPP Forgiveness application. The form is called PPP Loan Forgiveness Application Form 3508S. It can be used by borrowers that received a PPP loan of $150,000 or less. Borrowers are not required to submit any supporting documentation with the application but are mandated to maintain payroll, nonpayroll, and other documents that could be requested during an SBA loan review or audit. The groups also released a Form 3508 for entities that received PPP funds in excess of $150,000. The second-round of PPP funding also opens the possibility of PPP funding for entities that were not eligible for the first-round such as certain 501(c)(6) not-for-profits. These entities include chambers of commerce, destination marketing organizations, certain housing cooperatives, and some local media stations. If a borrower falls into this category, they should take notice of specific lender restrictions regarding funding as lender requirements for these entities tend to vary by lender. The rules seem to be constantly changing with regards to PPP loans, as evidenced by the weekly release of procedure notices, interim final rules, and other forms of guidance from either the IRS, SBA, or the Treasury. For example, recently released guidance explains how both first-draw and second-draw loan calculations should be evaluated by lenders. The new guidelines also discussed what happens in the event that a borrower receives a larger PPP loan than originally eligible for. If an application error caused a PPP borrower to receive a larger PPP loan than it was eligible for, the SBA and Treasury have determined that the borrower may not receive loan forgiveness for any amount exceeding the allowed maximum, regardless of whether the borrower or the lender is responsible for the error. The borrower will be required to begin making payments on the remaining loan amount that is in excess of the amount forgiven. The new guidance also discusses what happens if a borrower wants to resubmit their loan forgiveness application using the updated Form 3508S but originally applied using a different form. The borrower may resubmit the loan forgiveness application to its lender at any time until the SBA notifies the lender of a final SBA loan review or remits the lender the PPP loan forgiveness payment. If a lender receives a timely borrower resubmission of a loan forgiveness application using SBA Form 3508S, the lender should promptly request the withdrawal of any lender loan forgiveness decision by notifying the SBA through the SBA Paycheck Protection Platform. Resubmissions are not allowed after the SBA notifies the lender of a final SBA loan review decision or remits the PPP loan forgiveness payment to the lender. Next, professionals and business owners should always be aware of possible changes that can be made to the PPP application/forgiveness process. For example, earlier in 2020, the IRS released guidance stating that PPP recipients would be unable to look at the changes to claim tax deductions on expenses that were paid for using PPP loans. While the AICPA respectfully disagreed, the IRS refused to change its position on the ruling. It was not until the Consolidated Appropriations Act, 2021 passed in late December, that Congress passed legislation opposing the position of the IRS. Applicable expenses paid using PPP funds are also deductible on the tax return of the business. There is no denying that certain industries have been hit harder than others by the COVID pandemic and regulations. If a business is eligible under the 25% gross revenue test, there should be no issues obtaining the second draw of PPP funding. If you own a small business and have any questions regarding applying for the second round of PPP loans, forgiveness on the loan, or any questions regarding the treatment of PPP loans during a sale or transfer of your company please reach out to the professionals at The Center for Financial, Legal and Tax Planning, Inc.
Generic Leads are not Leads
Multiple times a day, I receive emails from companies claiming they “provide tons of qualified leads” for businesses. Here’s one recent example: [Name,] “Since finding and closing new business is more important than ever for companies to survive a global changing economy, how is [company] fine-tuning your lead gen process to generate more qualified meetings?” “Do you have 15 minutes to review your current lead gen strategy for [company] to see if we can help?” [Lead Gen Company] Sounds magical, right? While every company is always seeking to grow their business, it’s quite interesting that a Lead Generation company sends out a generic email to a non-qualified mailing list about their services, claiming this is their specialty. Even more interesting is the fact that their message is not tailored to their audience, communicates understanding about the business they are targeting, nor provides a compelling narrative about their *oh so special and unique* approach. However, there are everyday companies that take this approach that diminishes not only their credibility but also their likelihood of actually getting any qualified leads. When we explore ways to generate new business, the first and most important thing is to understand whom you want to target, and why. Why is this audience segment important? How do you address their challenges and needs in a unique and different way? If we can’t answer these questions yourself, you’re already behind, and no lead generation company with their wonderful lists will help. It’s like throwing spaghetti at a wall. If you really want to generate quality leads, you need to first understand the specific customers facing specific challenges. Not the generic persona-based customers, but real-life customers. Talk (not email, not survey) with your current customers. What new issues are they facing? Why are they facing them? What keeps them up at night? Even if these issues aren’t things your company might not directly address, they will be the source of new ideas. Tangental things that relate to what you do. Do they get frustrated with layers of communication when they work with vendors? Even if they don’t directly voice it, you might be one of their sources of frustration. Mere exposure has caused them to become acclimated to your processes. Can you do things simpler, better, easier that saves them time, money, and effort? Now you have a story. A relatable problem in which customers can identify they need help with. Something tangible. You might argue “well, lead generation is a problem!”, but you can pick up a list of names and emails from anywhere. Likely for free. Lead generation isn’t the problem. The problem is identifying and knowing who has a problem that you uniquely solve. So for the email I just received while writing this article: “Are you open to see what’s out there that could support your lead generation efforts? An initial call might be a good idea for us to discover if there’s potential for us to work together in gaining new clients for your firm. What do you think? Would Wednesday at 3 pm est be a good time? if yes, please provide your direct line.” Yeah, I’ll pass. If I do the work right on my end, the job is already done. About the Author: Andrea Olson is a speaker, author, behavioral economist, 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 The Customer Mission: Why it’s time to cut the $*&% and get back to the business of understanding customers and No Disruptions: The future for mid-market manufacturing. 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, The Financial Brand, Industry Week, and more. Andrea is a sought-after keynote speaker at conferences and corporate events throughout the world. She is a visiting lecturer and Director of the Startup Business Incubator at the University of Iowa’s Tippie College of Business, a TEDx presenter, and TEDx speaker coach. She is also a mentor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.thecustomermission.com.
January Gordon Report: Introducing a new White Paper: Job Shock
Part I: Introduction: Why Read This? Welcome to the Fourth Industrial Revolution in a COVID-19 challenged world economy. Their combined impact on the U.S. job market will stretch to 2030 and beyond. Say hello to “Job Shock!” “Job Shock: Solving the Pandemic and 2030 Employment Meltdown” will be released as monthly topical Gordon Reports. This will give readers a greater opportunity to consider their outlook on the future of employment. “Job Shock” will present our most up-to-date research on the future of the U.S. labor market over the coming decade. We will review both long-term and short-term problems and solutions to them that are now under way across the United States. “Job Shock’s” premise is that America’s students and workers are as much in need of knowledge injections as they are of vaccine injections against COVID-19. Defining the Realities of Job Shock Technologies that have transformed American workplaces now require higher skills. The United States is not creating more high-pay, low-skilled jobs; it is creating more high-pay, higher-skilled jobs. Unless we confront the reality of this talent mismatch, we face a decade in which there will be too many unskilled people without jobs who run a high risk for lives in poverty and too many skilled jobs without people. This potentially threatens to undermine the broader economy and increase the social disruption that has already begun. In today’s job market at least 50 percent of today’s “good jobs” (those with higher pay and benefits) do not require four-year college degrees. These jobs need students who graduate from high school with a good general educational foundation, i.e., strong reading/math comprehension, good written and verbal communication abilities, problem-solving and teamwork skills. Students then need to obtain a career certificate, apprenticeship, or a two-year degree from a technical or community college. We are not preparing enough students for the talent realities of the current U.S. job market. The United States has millions of well-educated, talented workers. But the unrelenting demands of Job Shock tells us that we will need to double their numbers over this decade to run our high-tech economy. Job Shock from COVID-19 The on-going COVID-19 pandemic has only exacerbated this skills gap and sped up employment meltdowns. It caused the sharpest increase in the official U.S. unemployment rate ever recorded, rising from 3.5 percent in February 2020 to a peak of 14.7 percent in April. At the close of 2020, 12 million of the 22 million jobs lost at the start of the pandemic had been regained. The December unemployment rate of 6.7 percent reflects the number of workers permanently laid off because of the pandemic. The labor force participation rate also remains low. But the effect of COVID upon different industries and jobs has been very uneven. The leisure and hospitality sector has been particularly hard hit with its low-wage workers experiencing the greatest job loss. Payrolls for couriers and messengers have increased by over 20 percent. While many businesses lay off workers, others are struggling to fill job vacancies. Overall U.S. businesses continue to cut job training programs, further widening the skills gap. Businesses are increasing investments in automation and technologies that facilitate remote work. The continuing Fourth Industrial Revolution will further raise demands for workers with the skills needed to invent, use, maintain, or repair advanced technologies. The COVID-19 pandemic is illustrating that skill shortages can have lethal results. COVID-19 vaccine manufacturers have hundreds of vacant jobs in such areas as engineering and quality control. There are acute shortages of critical-care doctors and nurses as well as lab technicians to process COVID tests. How many of the over 400,000 dead (greater than the death toll of the U.S. armed forces in World War II) could have been saved if we had fewer shortages of medical personnel in COVID hot spots? Also, the skilled people we take for granted to meet our daily needs are in short supply. As computer systems have become more and more central to our daily lives, breakdowns and threats to the security of our private information proliferate. Finding a qualified plumber, carpenter, electrician or medical technologist has become more difficult in many communities. If more effective talent development efforts are not initiated, there is a real danger that the world will not end in a big bang, but that it will come to a slow grinding halt due to a lack of workers with the skills needed to maintain advanced technologies. Welcome to Job Shock! Job Shock Objectives The goal of the “Job Shock White Paper” is to raise awareness of the broad scope of the changes needed to equip students with the education and skills needed for 21st-century jobs and careers. And we must retrain workers with the specific skills needed by employers. There are solutions already under way in communities across the United States that can help your local area. But these solutions are not easily available to all. We see the most promising responses to Job Shock coming from regional cross-sector partnerships composed of business owners and managers, educators, parents, government officials, union leaders, non-profit associations, and others. These partnerships have begun regionalized initiatives to rebuild their outdated education-to-employment systems. “Job Shock” is a call to action. We need to work together in initiating the systemic changes needed to prepare more people for better paying jobs and thus create a more equitable and prosperous economy over this decade. Part II of “Job Shock” will provide an overview of how technology has dramatically transformed workplaces and occupational requirements over the last 50 years. Unfortunately, other parts of American society have failed to adapt to these labor market changes thus contributing to the social unrest the United States is now experiencing. The monthly Gordon Report Webinars will be focusing on key topics of the “Job Shock White Paper.” For more information on signing up or viewing these webinars, click here.
PTDA hosts first Virtual Trade Show
PTDA is hosting its first Virtual Trade Show on March 16, giving power transmission/motion control (PT/MC) manufacturers and distributors the opportunity to focus on PT/MC product knowledge and channel partner relationships. During the virtual trade show, PTDA manufacturer and associate members will showcase their products through virtual exhibit booths, technical sessions, and product demos. Exhibitors can fully engage with virtual show-goers, network with booth visitors, exchange valuable contact and other information in real-time. Exhibitors are able to choose from multiple booth designs and customize them to fit their specific needs. This one-day event is free for distributors to attend to learn about PT/MC products. Throughout the event, exhibitors and distributor attendees will be able to connect through various chat options, including pre-scheduling chat sessions. Attendees will be able to download unlimited materials and information from exhibitors. “With the travel restrictions many companies are still under, it’s been a challenge to get in front of the people who need to know about the products that will assist their customers in reducing their operating costs and increasing their efficiencies. The inaugural PTDA Virtual Trade Show lets companies like mine reach distributors at a much broader level, connecting with everyone from the procurement VP to the branch manager in one creative, accessible way,” said Bill Fuentes, RBI Bearing Inc. Access to the show and materials will be available following the event’s conclusion, so attendees will have ample time to gather information and exhibitors will have the opportunity for additional exposure to new and returning customers.
Reusable Packaging Association announces new Board Leadership for 2021
The Reusable Packaging Association (RPA) begins in 2021 with new executive committee members and additions to its board of directors. After serving his term as chairman of the board, Michael Wasson, chief operating officer, Tosca, has passed the gavel to 2020 Vice Chairman Ben Stoller, executive managing member and global CEO, Paxxal Group. Chairman Stoller will begin his term at the annual board of directors meeting held virtually on January 21st. “RPA and its members are deeply grateful for Mike Wasson’s leadership and service to the industry,” said Chairman Stoller. “It’s a very exciting time to take this position as the world renews its call for sustainable packaging solutions. Reusable packaging is growing in use and popularity as manufacturers, retailers, and consumers recognize the inarguable value of waste prevention as a leading principle in a circular economy. Thanks to industry leaders like Mike and our member companies, RPA continues to strengthen its position as the voice for reusable packaging, raising awareness of the advantages of our industry’s packaging solutions when it comes to the transport and distribution of products across the supply chain.” Looking ahead in 2021, Chairman Stoller placed emphasis on the important role RPA plays as a resource for all industries as they evaluate transport packaging options particularly in the age of COVID-19 where the bar for supply chain agility and resilience has been set at new heights. “Due to the global pandemic and subsequent economic shutdowns, the supply chains across all industries are experiencing one of the most disruptive periods in modern history. Frankly, the response has been remarkable as the reusable packaging industry and our customers adapted, sometimes on the fly, to heightened demands for hygiene, security, worker safety, and unprecedented changes in distribution processes. Through it all, the reusable packaging industry has continued to satisfy needs across the supply chain in terms of product protection, cost savings, sustainability, and ultimately, customer confidence,” said Stoller. “Among my primary objectives as chairman is to ensure the RPA leads the conversation on how reusable packaging systems meet shifting supply chain requirements and offer new advantages in an increasingly automated and technology-enabled world,” he added. Other changes to the RPA executive committee include the appointment of Kevin Mazula, CEO, RM2, to the role of vice-chairman and Samantha Goetz, marketing communications manager, ORBIS, to secretary-treasurer. Mazula previously served as the organization’s secretary-treasurer and Goetz served as a member of the RPA board. “Adding the talent and experience of Kevin and Samantha to the executive committee will no doubt contribute to RPA’s leadership in the industry and on behalf of Association members,” Stoller noted. The annual RPA election also resulted in four new board members and three returning directors starting a two-year term (2021-2022). They are: Graham Connor, senior vice president, sales and customer support, iGPS Logistics Aubree Duncan, director of food safety, Tosca Paul Kamholz, vice president, sales and marketing, Schoeller Allibert Leslie LeMair, vice president, sales and marketing, Georg Utz Andy Schumacher, vice president, packaging systems division, SSI Schaefer Bryan Tate, vice president, product and category development, IFCO Systems Ben Waterman, manager, business development, Monoflo International These elected directors will join the following members who are serving the second year of their term: Morten Bielefeldt, senior vice president, sales and services, Bruel Systems Brandon D’Emidio, director, marketing and product management, CHEP Axel Breitkreuz, president, Craemer US Corp Joe O’Connor, supply chain process change manager, Kroger Company Holly Maher, director emerging markets, Rehrig Pacific Company Shawn Stockman, director business solutions, OnePak, Inc. David Kruger, president, TriEnda Corporation Commenting on the announcement, RPA President and CEO Tim Debus said, “I want to congratulate the new members of our executive committee and board of directors on accepting these important leadership roles. The reusable packaging industry is fortunate to have this high-caliber, diverse group lead our trade association in representing the broad interests and common objectives of member companies across the spectrum of reuse. RPA is set to expand our advocacy for reuse in 2021 thanks to the leadership of our board and participation from our members.”
NAW elects new officers
Michael Medart, President and CEO, Medart Engine & Marine, takes the helm as NAW Chairman Members of the National Association of Wholesaler-Distributors (NAW), during the association’s first-ever Digital Summit this week, elected as Chairman of the NAW Board of Directors, Michael Medart, President and CEO, Medart Engine & Marine, headquartered in St. Louis, Missouri. Mr. Medart succeeds Douglas W. York, President, and CEO of Ewing Irrigation & Landscape Supply, headquartered in Phoenix, Arizona. Mr. York will remain active on the NAW Board as Immediate Past Chairman. Says Mr. Medart of his new post, “I am proud to serve as the 2021 Chairman of NAW. After receiving the benefits of NAW membership for 30 years, it is my honor to give back to the organization that has helped Medart Engine & Marine, a family-owned wholesale distributor since 1912 that represents more than 60 manufacturers in the engine industry and more than 125 manufacturers in the marine industry. Our company is known for bringing value and solutions to our customers under our motto, ‘Real People Caring to Give Real Service.’ Medart Engine & Marine has gained much knowledge and enjoyed the networking and benchmarking opportunities, educational events, a best practice thought leadership, and business services that NAW offers. I have also been fortunate to develop deep business connections with other distribution leaders through NAW. I look forward to working with this association and our members in 2021 and contributing to NAW’s ongoing important work for our industry.” Medart Engine & Marine is also a member of the National Marine Distributors Association and the Outdoor Power Equipment & Engine Service Association Inc. The following wholesale distribution industry leaders also were elected as NAW Officers for 2021: Chairman-Elect Jeff McLendon President and CEO U.S. Lumber Duluth, GA U.S. Lumber is also a member of the North American Wholesale Lumber Association Inc. and the World Millwork Alliance. First Vice-Chairman Michael DeCata President and CEO Lawson Products, Inc. Chicago, IL Lawson Products, Inc. is also a member of the Industrial Supply Association and the International Sanitary Supply Association. Second Vice-Chairman Larry Stoddard President and CEO RelaDyne LLC Cincinnati, OH Secretary Kevin Short President and CEO ORS Medco Tulsa, OK President and CEO Eric Hoplin National Association of Wholesaler-Distributors Washington, DC Completing the NAW 2021 Board of Directors are Treasurer and Chairman of the Subcommittee on Budget and Finance, George Pattee, Chairman of the Board of Parksite Inc., headquartered in Batavia, Illinois; Chairman of the NAW Association Executives Council (AEC), Kenyon Gleason of the National Association of Sporting Goods Wholesalers; Chairman-Elect of the AEC, Brian McGuire of the Associated Equipment Distributors; and Past Chairman of the AEC, Rick Long of the Petroleum Equipment Institute. NAW comprises individual wholesale distribution firms and a federation of national, regional, state and local associations and their members, which collectively total nearly 30,000 companies. NAW represents the nearly $6.0-trillion merchant wholesale distribution industry, which moves to market virtually every kind of product in the U.S. economy and employs 5.9 million people.
LogiMAT postponed to March 2022
LogiMAT—the International Trade Show for Intralogistics Solutions and Process Management scheduled for June 22–24, 2021, in Stuttgart, Germany—has to be postponed due to the difficult ongoing situation with COVID-19. The organizer, EUROEXPO Messe- und Kongress-GmbH, has decided to push back the upcoming trade show to March 8–10, 2022, to give exhibitors the certainty they need for long-term planning. The organizer is working on a digital concept so that visitors and exhibitors can still meet virtually in 2021. LogiMAT, the International Trade Show for Intralogistics Solutions and Process Management, will not take place as planned from June 22 to 24, 2021, due to the difficult ongoing situation with Covid-19. The organizer, EUROEXPO Messe- und Kongress-GmbH, is compelled to postpone LogiMAT to March 8–10, 2022, due to current infection rates and the unclear vaccination timeline, with the restrictions on movement that this entails. “Given the current state of vaccinations and the virus mutations, there is no foreseeable end to the travel restrictions in place today. We must offer a timely response. Our exhibitors need certainty for their planning, and this simply isn’t available right now,” explains Michael Ruchty, Exhibition Director of LogiMAT Stuttgart. “From today’s perspective, it isn’t clear whether it will be possible to host the full live event in June. The exhibitors would like to have an on-site event, but if we end up having to go forward without the key visitors from abroad, that is not in the interests of all concerned. We must do everything we can to ensure that the in-person event lives up to the understandable expectations of exhibitors and visitors. Another postponement of 2 to 3 months would not make sense or be feasible. In the end, we are also honoring the express wishes of many exhibitors by returning in 2022 to our regular schedule in March and the first quarter, when LogiMAT Stuttgart traditionally takes place.” The organizer is currently working on a digital communication and information platform so that exhibitors and visitors can still connect digitally in 2021. “Alongside exciting, high-quality presentations and the opportunity for our exhibitors to present their products and solutions, the digital event will focus on smart matchmaking,” explains Peter Kazander, Managing Director of EUROEXPO Messe- und Kongress-GmbH. The organizer offers the digital solution as a way to bridge the gap until the next live trade show in March 2022 and fulfill its primary mission of bringing exhibitors and visitors together in a state-of-the-art event. LogiMAT returns to Stuttgart from March 8 to 10, 2022.
Women In Trucking Association sends four appointments to FMCSA Safety Committees
The Women In Trucking Association (WIT) will be sending four representatives to serve on Federal Motor Carrier Safety Administration (FMCSA) safety groups. WIT President and CEO Ellen Voie have been appointed to the Motor Carrier Advisory Committee (MCSAC) and three of WIT’s Image Team members have been appointed to the Driver Subcommittee. Voie joins 24 industry professionals selected to provide advice and recommendations to the FMCSA Administrator on motor carrier safety programs and motor carrier safety regulations. The committee was formed in 2006 at the direction of the Secretary of Transportation. Members of the MCSAC are recommended by the FMCSA Administrator and appointed by the Secretary of Transportation. “The 2021 membership features a strong and diverse set of members from industry, safety, labor, and enforcement,” said FMCSA Deputy Administrator, Wiley Deck. “We are particularly proud of the Committee’s record number of female members for 2021.” This year’s committee has eight women, including Jennifer Hall of the American Trucking Associations, Inc., who will be the first female vice chair and is in line to assume the Chairmanship in 2022. Three professional driver members of WIT will serve on the new panel to the Agency’s Motor Carrier Safety Advisory Committee (MCSAC) comprised of commercial motor vehicle drivers. Deb LaBree, Kellylynn McLaughlin, and Angelique Temple have been chosen to represent the Women In Trucking Association in both media opportunities, trade shows, and ride-along with elected officials, regulators, and legislators. LaBree serves on the WIT board of directors and McLaughlin serves as the driver ambassador. There are 25 members on this subcommittee, eight of them women. FMCSA Driver Subcommittee members: https://www.fmcsa.dot.gov/newsroom/fmcsa-announces-new-commercial-driver-panel-members-provide-feedback-critical-cmv-issues FMCSA Motor Carrier Advisory Committee members: https://www.fmcsa.dot.gov/newsroom/fmcsa-announces-2021-motor-carrier-advisory-committee-members