Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
The United Auto Workers of America (UAW) strike that began today against General Motors, Ford, and Stellantis in search of higher wages and better medical benefits could soon have ripple effect impacts on manufacturers in every industry, experts say.
UAW said its members on Friday began a walkout at three sites: a GM plant in Wentzville, Missouri, a Stellantis plant in Toledo, Ohio, and a Ford plant in Wayne, Michigan. That handful of facilities represents just a small fraction of each automaker’s manufacturing might, but is significant because it’s the first time the union has struck all three companies at once.
The stakes are high on many levels—personal paychecks, corporate revenues, and far-flung supply chains—according to a blog post by Harrison Wells, vice president at LeanDNA, an inventory optimization platform provider. For example, a 40-day strike in 2019 against a single automaker led to a production loss of 300,000 vehicles and cost the automaker $3.6 billion in earnings, he said.
Set in 2023, those costs are even more clear in a post-pandemic world, where most manufacturers have been made painfully aware over the past three years of raw material, product, and part shortages triggered by transportation challenges and large scale disruptions, Wells said in a post titled "The New Disruption Economy: Why All Manufacturers Should Pay Attention to the UAW Strike."
In fact, by the end of the day on Friday, the strike had already impacted the North American automotive supply chain, showing a substantial uptick in rescheduled over the road (OTR) auto shipments originating in Mexico and bound for the U.S., and shifts in on-time deliveries. According to supply chain visibility provider FourKites, a work stoppage could reignite supply chain issues across all tiers of part suppliers and logistics service providers (LSPs).
“Companies might rush to modify purchase orders, causing a ripple effect across the entire network, including a reduced need for transportation. This could lengthen the recovery period for some LSPs who are beginning to dig out of the freight recession and cause prolonged bloat in available capacity,” Tom Gregorchik, vice president, industry strategy, FourKites, said in an email. “The UAW and the OEMs still seem pretty far apart from a deal, so I predict that volumes from Mexico will continue to fall until the two parties get closer and there’s more certainty that components from Mexico will be needed to get production going again,” Gregorchik said.
If the strike expands to additional auto plants, additional supply chain impacts could include a rise in “grey market” trade in fake parts, according to Roei Ganzarski, CEO of Alitheon, which provides technology for counterfeit identification and traceability. “A massive walkout will have ripple effects on a global scale,” Ganzarski said in an email. “A halt in production will have direct economic impacts for the workers, the Big 3 and the local economies these car businesses drive, but the hidden risks – like counterfeit parts that will undoubtedly flood the auto parts market – come at even greater costs. Shortages make people source parts wherever they can buy them, but inauthentic parts risk human safety. Car owners should be on high alert.”
As supply chain and transportation networks feel the heat from continued negotiations, industry groups are already looking to the government for help. In an effort to draw federal forces into the fray, trucking industry trade group the American Trucking Associations (ATA) criticized the White House for backing union strikers. "Does anyone think demanding a 40% pay raise is reasonable, let alone realistic? Nor is a four-day work week, paid at 40 hours. How exactly do you assemble vehicles without your employees present?” ATA President and CEO Chris Spear said in a release. “The UAW needs to stop showboating off the heels of this administration's union-biased agenda, come to the table, and put our nation's economy first."
However, powerful forces are also backing the UAW strikers, as Teamsters General President Sean M. O'Brien called on Ford, Stellantis, and GM to provide “respect at work and dignity in retirement” to UAW members. "The International Brotherhood of Teamsters, including our members in the carhaul industry, stand in solidarity with the United Auto Workers to get the best contract possible from America's biggest automakers. Just as the Teamsters saw at UPS, record profits at any company must result in record contracts for the workers who make those profits possible,” O'Brien said in a release. "You can be sure there is no division in America's labor movement today. And you are urged to remember that Teamsters don't cross picket lines."
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.