Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
In 1994, President Bill Clinton signed legislation pre-empting state economic regulation of the interstate trucking industry. In 1995, the federal pre-emption statute was extended to the freight brokerage segment, completing an extraordinary 17-year arc that took U.S. freight transportation from a regulated utility to a mostly free-market creature.
However, to hear some trucking companies—mostly large ones—tell it, there are those who either missed the pre-emption memo, or have ignored it. Those purported outliers are appellate court judges in the 9th Circuit who ruled in 2014 that California's regulations governing meal and rest times for truckers were not subject to pre-emption because the policies did not bind motor carriers to specific prices, routes, or services, and didn't interfere with the competitive market forces in the industry.
The court's ruling came despite claims that California's break laws do impact a carrier's ability to compete because the carrier must integrate driver rest times into a myriad of decisions that determine a truck's delivery time and speed, and prices that are set to meet the customer's requirements.
Big trucking companies and their advocates petitioned the U.S. Supreme Court to take up the case, but the High Court declined. Frustrated, they went to Capitol Hill for a solution. They lobbied Rep. Jeff Denham, R-Calif., to include an amendment to last year's transport-spending bill to block 22 states with driver meal and rest times on their books from imposing laws or regulations on drivers operating in interstate commerce. But the provision was dropped from the final version, known as the FAST Act, which became law in December.
Undeterred, pre-emption supporters got language embedded in the recently introduced "Aviation Innovation, Reform, and Reauthorization Act of 2016" that, similar to the Denham amendment, would grant federal power over state and local trucking laws. The House Transportation and Infrastructure Committee is scheduled to vote today on the bill, whose primary function is to authorize six years of funding for the Federal Aviation Administration (FAA). It would also establish a nonprofit corporation outside of the federal government tasked with modernizing air-traffic control services, a provision that drew strong criticism from Democrats on the Committee at Capitol Hill hearings yesterday.
The truck pre-emption provision, which appears in the bill as "Section 611," has drawn the wrath of those who would typically oppose such language: Namely the Teamsters union and the Owner-Operator Independent Drivers Association (OOIDA), which lobbies for small fleets, many of which are single-driver operations.
The Teamsters, which suffered one of its worst legislative defeats in years when the 1994 pre-emption bill became law, have vowed to defeat any effort to override the powers of the 22 states to set driver meal- and rest-break rules. The Section 611 provision jeopardizes highway safety by forcing drivers to spend as much time as possible behind the wheel, limits how drivers can be paid, and fails to compensate them for time spent performing such procedures as pre-trip inspections that don't involve driving time, the union said in a statement late last week. The provision "overrules the fundamental principle that all workers should be paid for the time they work," said James P. Hoffa, the union's general president.
OOIDA echoed the Teamsters concerns, saying the provision would do away with driver compensation for any type of work that didn't involve driving. But in articulating what could be opponents' bigger concern, OOIDA said the provision could effectively gut the states' future roles in dealing with these types of issues. Todd Spencer, the group's executive vice president and point man on Capitol Hill, said although the provision is "intended as a response to the California meal- and rest-break law, its implications go well beyond that state."
Sean McNally, a spokesman for the American Trucking Associations (ATA), which represents big truckers, said the provision "clarifies that Congress intended the trucking industry to be governed by a single set of federal rules and break requirements" created by the Federal Motor Carrier Safety Administration (FMCSA), the unit of the Department of Transportation that oversees truck safety. Lawmakers said Congress "did not intend carriers who pay drivers by the mile, or by the load, to have to change those practices depending on what state they're in," McNally said.
FMCSA already requires drivers to pull off for at least 30 minutes in their first eight hours of driving.
There is no language in Section 611 that eliminates breaks for truckers, McNally said, noting that federal law authorizes drivers to pull off the road if they are fatigued. The provision also doesn't compel carriers to short-change drivers, he said. "On (the) contrary, it expressly requires that carriers paying drivers by the mile or by the load ensure that drivers receive as much [as] or more than they would have been entitled to had they been paid by the hour," he said.
Jim Mullen, executive vice president and general counsel of Omaha-based truckload and logistics giant Werner Enterprises Inc., said he was surprised by OOIDA's comments, believing that the group supported the provision. Mullen added that the language only applies to driver employees, not owner-operators. When asked if OOIDA was aware of the distinction, Mullen replied, "We tried to tell them that. All we were met with was blank stares."
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.