Like so many things in 2020, the script we’ve been working from has required multiple rewrites. But now it’s time to put a cap on a tumultuous year—and an eventful career.
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.
This time last year, the team here at AGiLE Business Media was feeling decidedly upbeat about 2020. Business was humming along nicely, we were about to launch a powerful new digital publishing platform, and the pieces of our long-term growth strategy were falling into place. Plus, we were gearing up for a couple of major organizational changes—one we would soon announce to the market and one we were keeping under wraps for the time being.
We unveiled the first of those changes in early December, when we announced the promotion of Publisher Gary Master to the role of COO. It was the most well deserved promotion I’ve been honored to make. Gary has proved to be one of the most talented publishing professionals out there. Not only is he smart and savvy, with an enviable work ethic, but he is also a kind, thoughtful, and compassionate person—exactly the person to lead our enterprise into the future. We were all excited about the prospect of meeting up with him at MHI’s upcoming Modex Show in Atlanta.
So, as we rang in 2020, we were looking forward to what was shaping up to be a record year. The stars were aligned. What could go wrong?
What indeed?
The first inkling that 2020 was not going to go according to plan came at the beginning of March. During the week leading up to Modex, I was in Washington, D.C., covering the spring meeting of the Industrial Truck Association. While I was there, news began filtering in that a lethal virus first reported in China had made its way to these shores. On the second night of the meeting, DC Velocity Group Publisher Jim Indelicato and I were having dinner with George Prest and John Paxton, MHI’s CEO and COO, respectively. Sometime between the main course and dessert, both John’s and George’s phones started to blow up. Their team, already on the Modex show floor in Atlanta, was calling to alert them to a brewing crisis: Several exhibitors were canceling at the last minute, citing health and safety concerns. By the time the bill came, George and John had changed their travel plans and booked seats on the first flight out to Atlanta in the morning.
It was at that moment that I realized this virus was something to be taken seriously. Very seriously.
In the end, the Modex Show went on, albeit in slightly diminished form. But while we were there, the public health crisis escalated. By the second day of the show, March 10, it was clear to everyone that had the event been scheduled a week later, it would have been canceled.
Then, on March 11 and 12, the Covid-19 dominoes really began to fall. Broadway shut down. Major League Baseball suspended spring training. Disney closed its parks and resorts worldwide. Whatever was happening was serious, and it was happening fast.
At AGiLE Business Media, our focus shifted to responding to the crisis and building a continuity plan. But more challenges awaited.
On April 3, tragedy struck close to home. Jim Indelicato died in his sleep of heart failure. His death was not Covid-19 related, but it nonetheless compounded the misery that we had come to know as 2020.
We had no choice but to forge ahead. We had built a plan to maintain business continuity, and we worked the plan. And it succeeded. As a result, we enter the new year in solid shape, if not a bit weary.
As for that other announcement, well, that one’s a bit personal. In a year that has gone entirely off-script, I’m bucking the trend and actually sticking to a script I drafted back in college. On Dec. 31, I will be ending this chapter of my journalistic career, stepping down as group editorial director of DC Velocity and CSCMP’s Supply Chain Quarterly.
Admittedly, the events of 2020 did cause me to briefly reconsider my plans. In the end, though, watching the AGiLE team respond to the crisis—and seeing Gary pilot the ship through the storm—convinced me I could safely stick with the original script, right down to the closing line of this column, which was selected over 20 years ago: “The time is gone. The song is over. Thought I’d something more to say …”
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.