Best known as the host of the TV shows "Dirty Jobs" and "Somebody's Gotta Do It," Mike Rowe is a passionate advocate for the blue-collar professions that underpin our economy but are often undervalued and overlooked.
Mitch Mac Donald has more than 30 years of experience in both the newspaper and magazine businesses. He has covered the logistics and supply chain fields since 1988. Twice named one of the Top 10 Business Journalists in the U.S., he has served in a multitude of editorial and publishing roles. The leading force behind the launch of Supply Chain Management Review, he was that brand's founding publisher and editorial director from 1997 to 2000. Additionally, he has served as news editor, chief editor, publisher and editorial director of Logistics Management, as well as publisher of Modern Materials Handling. Mitch is also the president and CEO of Agile Business Media, LLC, the parent company of DC VELOCITY and CSCMP's Supply Chain Quarterly.
Think of TV personality Mike Rowe, and a certain image inevitably comes to mind: a trim middle-aged man wearing a baseball cap, blue jeans, and a big grin on his face—all splotched with dirt, mud, or a combination thereof.
That untidy but cheerful image arises from Rowe's best-known role, as creator and host of the Discovery Channel show "Dirty Jobs," where he profiled "people who do dirty jobs and keep our civilized life on the rails." (To see a dumBíounding list of the jobs Rowe undertook for that show, go to mikerowe.com/about-mike/resume/.) A few years after "Dirty Jobs" ended its eight-year run, he launched "Somebody's Gotta Do It" on CNN, which introduces viewers to people with unique jobs—everything from performing as a rodeo clown to manufacturing bobblehead figurines.
In both series, Rowe worked alongside the people he interviewed. Those experiences gave him a deep appreciation for the blue-collar jobs that underpin the nation's economy yet are underappreciated and often go unfilled. Determined to combat negative stereotypes about hands-on labor, in 2008 he launched the mikeroweWorks Foundation, which awards scholarships to students pursuing a career in trades like welding, refrigeration, and manufacturing. To date, the organization has given out some $3 million in grants.
Rowe, whose decidedly nonlinear career path has included (among other things) television host, product pitch man, documentary narrator, and even opera singer, writes and speaks frequently about issues like the widening skills gap, offshore manufacturing, and why millions of jobs are available despite high unemployment levels. He has twice testified before U.S. Senate committees about the challenges facing trade workers, miners, farmers, and similar professions and the importance of changing negative perceptions about blue-collar work.
In "Why Dirty Jobs Matter," his keynote address at the MHI 2015 annual conference, Rowe followed humorous tales of his experiences with a call for a national campaign to attract young people to skilled trades. After his presentation, DC Velocity Group Editorial Director Mitch Mac Donald sat down with Rowe to talk about his advocacy for blue-collar vocations. Here are some highlights from that conversation.
Q: You have entertained a lot of people, but there are some important underlying messages in the work you are doing. One of them relates to the issue of how our society, government, and media have somehow diminished the value of blue-collar labor. Why has that happened, and is there anything we can do about it?
A: I think it has happened for the same reason that our thinking on just about every major topic constantly teeters back and forth. It is very, very hard to find equilibrium in anything, it seems, so we are constantly going to be re-evaluating the definition of meaningful work, a good job, a good education.
For instance, it used to be enough to say a good education is really important, but now we have to say, what is a good education? The answer (today) is, a good education is higher education. Well, if (what you have) is not a higher education, then what is it? Is that a bad education? Well, no, we wouldn't say that, but we might say it is an alternative education. So suddenly you've got a four-year degree representing all that is good in education, and everything else getting filed under this umbrella of "alternative," which is just another way of saying "subordinate."
Q: Yes, or you say, "Well, you're just not college material," which is what Dean Wormer said to Mr. Blutarsky in the movie "Animal House."
A: And the crazy thing is that back then, when "Animal House" was taking place—in the '50s and '60s, and in real life, into the '70s—college needed a PR campaign! There weren't a lot of people aspiring to go to school, and people viewed college as something for snobby, elitist types. So colleges needed to do something to become way more egalitarian, and they did, but in the process of promoting college, we wound up diminishing a lot of other trades that today are on the ropes. Now, work is portrayed in many cases as the enemy. Work is the reason you're not as happy as you could be. You want to be happy and work less. That is what the 40-hour workweek is all about.
With the reality TV shows, that has changed a bit. It used to be all about "American Idol"; now you have "Dirty Jobs" and "Deadliest Catch." You have some other shows that actually show work more or less like it is, and that is great. But there are always two different sides struggling to cut through and be heard. At the moment, it seems to me that skilled trades, manufacturing, and transportation are great opportunities desperately in need of good PR.
Q: And desperately in need of good folks. A lot of these jobs go unfilled. Over-the-road truckers have been dealing with a driver shortage for decades, and those are good-paying jobs.
A: That is right. But how many parents today are affirmatively saying, "Kid, you know what? You would be great in a warehouse. You would be great driving a truck. You would be great with a welding torch"? They should be, because for a lot of people, that is everything a great opportunity ought to represent. It is just not being put on the table when they are making big decisions.
Q: You have commented that the folks you worked with (during "Dirty Jobs") were among the happiest people in their work that you have come across. Is that a validation of what you're talking about?
A: Well, for me it was a surprise, because I showed up with all the bias and prejudice that defines my life. Like a lot of people, I would imagine that a guy riding shotgun on a garbage truck would be dreaming about doing something better. What I found was a lot of guys in sanitation who looked forward to their work, who loved the business of doing what they did, and who were—never mind not apologizing for it—eager to brag about it. That is the thing that took me aback. I was surprised by how many people I met who were unapologetically proud, almost gleeful, to be sexing chickens, or working in a sewer, or repairing water towers or the skyscrapers in New York.
Q: In "Dirty Jobs," you worked in all 50 states and performed 300 jobs. Did you touch the logistics world in any of those roles?
A: Well, not to be glib, but I can't think of a "dirty job" that didn't touch logistics. Some of them hit it on the head pretty hard. Yes, I have done long-distance trucking. I have worked in all kinds of factories and warehouses. Finding the person in the supply chain who is doing a critical but completely invisible thing—that was my mission and then to treat that person like Brad Pitt. And spend a day figuring out exactly what it is they did. The supply chain is such a great place to do that because it requires so many different links. It truly is a chain.
Q: There is some very important work you do that folks who have seen you on TV might not be aware of, and that is running the mikeroweWorks Foundation. Tell us a little bit about that.
A: "Dirty Jobs" was a hit and I did very well by it. When the economy really turned in '08, '09, and '10, the things I noticed more than anything were "help wanted" signs. The headlines in the papers were about 12- to 15-percent unemployment, but everybody I saw was struggling to find talent. It just seemed like two different narratives were going on at the same time in the country, and the unemployment narrative was getting all the press.
The skills gap wasn't (being recognized), so my foundation started as a PR campaign to shine a light on good jobs that actually existed. It then morphed into an attempt to reward people who wanted to learn a skill that was actually in demand. So we award Work Ethic scholarships today. It is interesting to me that we have scholarships that reward academic achievement, athletic achievement, talent, and, of course, need. What we don't have are scholarships that reward work ethic. Who is affirmatively looking for the kid who wakes up early, stays late, is willing to relocate, is willing to volunteer for the scut work? Those are the people I have met day in and day out on the show, and those are the people and that is the behavior I choose to reward.
Q: Skills and cultural fit are important. But if people are not coming into jobs with a work ethic, they probably aren't going to be the kind of employees you want them to be.
A: I know it is very Horatio Alger and old school, but I still say it. I don't care if you are at a McDonald's. I don't care what warehouse you are in. Show up early. Find your boss and say, "What do you need?" I mean every couple of hours. Not like a total suck-up, but make your presence known. Volunteer for a hard thing. Within six months, you will be elevated. Within a year, you are going to be "The Guy," and if you want to run the joint in a couple of years ... I have seen it happen so many times.
Attitude, work ethic—those are the things we wind up bemoaning after the fact and try to instill after we have made the hire. It is entirely backward.
Q: I think that is a gene that you're either born with or you're not.
A: Maybe so, but I would also argue that it is a choice. I have seen a lot of people who have looked around and just concluded that, all things considered, it's easier to sit home and play video games. Somebody else is going to take care of me. I don't want to sound like a scold because honestly, in my life, there was a time when if you said "I'll give you this much for doing nothing, and this much or maybe a little less for working 50, 60 hours a week," I might have hesitated too. We just have to set the table differently, and we have to encourage the kind of behavior that we truly want to reward.
Q: Where can people find out more about the foundation?
A: At mikerowe.com. It is still a lot about PR, but you will see our partners that are involved in work-force recruitment. You can apply for a scholarship there. You can ask me questions there. I try and stay available, and we try and keep the conversation lively.
Editor's note: To watch a video of the complete interview with Mike Rowe, go to www.dcvelocity.com/MikeRowe.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.