Rising wages and recent socio/political developments in Asia are prompting U.S.-based companies to explore the possibility of nearshoring to a nation closer to home: Mexico.
Not so long ago, Asia was the clear destination of choice for companies looking to set up offshore manufacturing and distribution operations. Much of the draw, of course, was low-cost labor—back in the day, the wage savings easily offset the higher transportation and supply chain costs. Now that's starting to change. As wages rise in Asia—and other complications, such as the recent economic and political unrest in China, emerge—U.S. companies are increasingly exploring the possibility of relocating those operations to a country much closer to home: Mexico.
While wages in Mexico are higher than those in Asia, they're still significantly lower than U.S. pay scales. In addition, the economic climate and transportation infrastructure are improving. Security continues to be a concern, but the Mexican government has taken major steps to boost both prevention and enforcement efforts. President Enrique Peña Nieto said his country is "consolidating to be a trustworthy destination to invest in."
When it comes to shifting manufacturing to Mexico, the automotive industry has led the way. Mexico now accounts for about 18 percent of North America's auto production—a figure that's expected to reach 25 percent by 2020. According to the Brookings Institution, employment in the industry has increased 46 percent since 2009. Honda, Nissan, Audi, Kia, and Volkswagen manufacture in Mexico, and Ford, Toyota, and Goodyear all have announced multibillion dollar projects. Mercedes is considering opening a facility there as well. The auto industry has set the pace for other industries through its labor education and quality initiatives.
For those holdouts that continue to buy and/or manufacture in Asia and ship to the U.S., there is a Mexican answer for them as well. Mexican ports on both the Gulf and Pacific coasts are experiencing record growth, and several million dollars are being spent on improvements. During the recent port labor dispute on the U.S. West Coast, a number of importers had considerable success using the deepwater ports of Lázaro Cárdenas and Manzanillo. AEM Global Terminal Network has signed an agreement to design, build, and operate a new terminal at Lázaro Cárdenas, spending over $900 million for more docking space, cranes, and equipment. To encourage the use of Lázaro Cárdenas, the Kansas City Southern railroad offers intermodal service between the port and U.S. destinations. Containers can be shipped from Asia to the port, transferred to flatcars, and moved directly to Kansas City, where they undergo inspection and clear customs. Processing these shipments at Kansas City can eliminate days of delay at the traditional border crossings. Containers destined to other parts of the U.S. move through the import process more quickly as well. And things could soon get even easier. In January, the Department of Transportation declared that after 20 years of dispute, the U.S. border would finally be opened to Mexican carriers. Assuming the move isn't blocked again by Congress or the courts, these additional carriers will help facilitate the movement of goods across the border.
The new megaships currently being placed into service will put added pressure on the West Coast ports. While they may be economical for transport, they are too large to move through the newly expanded Panama Canal. East Coast ports are preparing to receive larger ships, but the megaships still must call at West Coast ports. The ports on the Mexican West Coast can provide a valuable safety valve for this group of carriers.
Whether a company is interested in Mexico as a source country for its products or a port of entry for shipments from Asia, it appears that it can be an important link in many supply chains. I believe that Mexico will soon become a true NAFTA "partner."
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.