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.
The Teamsters union's long and colorful history has included its share of moments that transcend labor-management relations and find their way into cultural lore. The race to elect the union's next general president could become one of those moments.
Consider the candidates, whose intersecting story lines seem straight out of central casting:
The incumbent, a 70-year-old Detroit native whose last name is virtually synonymous with organized labor. Drawing on the power and resources of the office, he is vying for his third full term at the union his late father built into an entity as powerful as it was controversial.
A 54-year-old single mother of two with a black belt in Tae Kwon Do. A child of privilege who quit college at 21 for what became a 33-year Teamster career, she is running as a virtual one-woman band to become the first female president in the union's 108-year history.
A salty-tongued 59-year-old ex-Marine, a Wisconsin native with 39 years at the Teamsters. Currently an international vice president and a former ally of the incumbent before splitting off in 2010, he now mostly swears at him instead of by him.
About 1,800 delegates are meeting at the Teamsters annual convention in Las Vegas, where today they will nominate candidates to run in the general election. Barring an unexpected turn of events, James P. Hoffa; Alexandra (Sandy) Pope, and Fred Gegare will garner enough votes to qualify for the nomination. The ballots go out in October and will be counted in November. By then, the three nominees will likely be covered with welts from what is destined to be a bare-knuckled affair.
The Pope and Gegare teams have framed the election as a referendum on Hoffa's leadership, charging Hoffa runs the union from the top down and routinely ignores local concerns, and has jettisoned long-time associates in favor of high-priced consultants with little knowledge of labor.
"He doesn't want to listen to anyone who has experience," says Gegare, who in 1999 ran as a vice president on Hoffa's slate during his first successful presidential push. "You don't turn in your old friends for new ones."
Gegare, who among other positions is chairman of the board of trustees at the union's influential Central States pension fund, claims he brings experience and support that Pope lacks, as well as a change from the status quo represented by Hoffa. "When I look at my résumé, I don't see how anyone can beat me," he says.
Pope, who in 2006 was named number two on an opposition slate that was eventually defeated by Hoffa, hopes to gain traction this time by contrasting her years as a field representative and president for the past six years of Local 805 in New York with Hoffa's lack of in-the-trenches experience.
"I've been in the thick of it for quite a while, and I feel Hoffa has been above it all, always," she says. "He was never a shop steward or a local officer, and he has totally removed himself."
The Hoffa camp, which is blanketing the Internet with campaign ads (a website for hiking trails in Georgia shows a campaign ad with Hoffa's name adorning the side of a 53-foot trailer), argues its candidate brings unmatched qualifications from his background as a labor lawyer, the knowledge base gained from growing up in a prominent union family, and his 12 years' experience as Teamster president. They dismiss Pope's candidacy as a pipe dream fueled by little more than human interest. They claim that she has virtually no funds to conduct a serious campaign and that she is unqualified to run the Teamsters after mismanaging her local's finances to the point of near-insolvency.
Hoffa's supporters acknowledge Gegare's level of experience but say his vitriolic comments about Hoffa ring hollow given that he supported the general president on almost every issue before breaking away from him.
"Gegare never spoke out against anything," says Richard Leebove, a senior adviser to the Hoffa campaign. The campaign did not make Hoffa available for an interview.
The Hoffa campaign points to such successes as his role in keeping less-than-truckload (LTL) carrier YRC Worldwide Inc. afloat—and preserving 25,000 to 30,000 Teamster jobs—as the company teetered on the abyss through 2009. The campaign also touts the organizing of 10,000 to 12,000 members of UPS Freight, which was known as Overnite Transportation prior to UPS's 2005 acquisition of Overnite.
Gegare and Pope argue that UPS Freight was not organized as part of the National Master Freight Agreement (NMFA), which covers unionized LTL carriers, and that its union members' wages started as much as $11 an hour below NMFA carriers like YRC and ABF Freight System Inc. Leebove declined comment on the specifics of any wage gap, but says he doesn't believe the UPS Freight wages were "significantly different" from its rivals'. Leebove adds that UPS Freight workers will receive wage increases in 2011, 2012, and 2013.
Fading relevance
The campaign will play out against the fading relevance of Teamster labor in the transportation industry. While overall Teamster membership has dropped from 2 million to 1.4 million, the freight division's rolls have plummeted from about 500,000 in the late 1970s to about 50,000 to 60,000 today. The division, once considered the union's core, has been weakened by hundreds of bankruptcies among unionized carriers and the growing reliance on non-union labor. About half of the division's members work at YRC, a company that remains financially fragile.
The candidates have all vowed to re-energize the freight division. However, they have so far pledged to do little more than step up organizing efforts at non-union carriers like FedEx Corp.'s ground parcel and LTL divisions, a strategy that has gone nowhere in the past. There is talk about organizing the thousands of owner-operator independent drivers operating around the country, especially at the nation's ports, where they have strong drayage operations. However, with no large employer to focus on, such organizing efforts would be fragmented and perhaps futile.
Pope says she would examine the expanding relationship between UPS and the U.S. Postal Service, under which UPS turns over shipments to the post office for deliveries to mostly remote destinations. The agreement, made possible by the requirement that USPS serve every U.S. address, allows UPS to reach more customers without the expense of dispatching its own drivers. However, Pope says the compact violates the Teamster contract and threatens traditional Teamster jobs in regions of the country already hard-hit by the recession.
Ace in the 'Hall'
Unlike Hoffa and Gegare, who are running with a slate of candidates, Pope is going it alone. She has no slate of officers, and relies on a staff that, as recently as May, consisted of two part-timers and staff time donated by Teamsters for a Democratic Union (TDU), a dissident group that supports her candidacy. Pope says she has a large grass-roots volunteer network and holds conference calls at nights and on weekends with Teamster members nationwide. She says that she will rely on social networking tools to build critical mass.
In 1991, TDU backed the candidacy of the late Ron Carey, who was elected president in a stunning upset. While Pope and TDU hope lightning can strike twice, Leebove of the Hoffa camp says the comparisons between the two eras don't stand up to scrutiny.
For one, Carey ran against a splintered field after the incumbent at the time, William McCarthy, declined to seek another term. By contrast, Pope is facing a two-time incumbent in Hoffa, Leebove says.
In addition, Carey, as a long-time UPS employee, built on a groundswell of support among the company's rank and file, Leebove says. Pope doesn't have that embedded base, Leebove claims. Carey also had about 12,000 members in his local—Local 804 in New York—while Pope has slightly more than 1,000 members in hers, he adds.
"Ron Carey was by far a more significant player than Sandy Pope," Leebove says.
In a nod to the importance of nearly 250,000 unionized UPS workers, Hoffa has named as his running mate Ken Hall, who for years was director of the Teamsters' small parcel division and was one of the architects of a 1997 job action that shut down UPS for 15 days.
Leebove says Hall is "regarded as a hero" by workers at UPS and throughout the union for standing up to the Atlanta-based giant and still wields considerable influence. The choice of Hall is "a major game changer," he says.
Ken Paff, TDU's national organizer, agrees that Hall's connection with UPS Teamsters was a key factor in his selection as Hoffa's number two. However, Paff says the Hoffa campaign may be misreading the rank and file's likely reception of Hall, contending the most recent UPS contact, negotiated in 2007, was "not that popular" with members.
A full agenda
The winner of the November election takes the chair in January 2012 and almost immediately will need to gear up for events in 2013 that could chart the union's course for years to come: negotiating new contracts for workers at UPS's small-package operations, at UPS's LTL division, and at YRC. The three contracts combined will affect about 275,000 members, equal to nearly 20 percent of Teamster membership.
"UPS and the NMFA are the heart of the union, and it's what everybody will be watching," Pope says.
One person who will certainly be watching is Scott Davis, UPS's chairman and CEO, who will oversee the upcoming 2013 contract negotiations. In light of UPS's tradition of limiting its chairmen to negotiating only one Teamster contract during their tenure, this will be Davis's one shot.
Davis, for his part, seems happy with the way things are. "The relationship with the Teamsters is better than it's ever been before," he told an analyst group in June.
For the past seven years, third-party service provider ODW Logistics has provided logistics support for the Pelotonia Ride Weekend, a campaign to raise funds for cancer research at The Ohio State University’s Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute. As in the past, ODW provided inventory management services and transportation for the riders’ bicycles at this year’s event. In all, some 7,000 riders and 3,000 volunteers participated in the ride weekend.
Photo courtesy of Dematic
For the past four years, automated solutions provider Dematic has helped support students pursuing careers in the STEM (science, technology, engineering, and mathematics) fields with its FIRST Scholarship program, conducted in partnership with the corporate nonprofit FIRST (For Inspiration and Recognition of Science and Technology). This year’s scholarship recipients include Aman Amjad of Brookfield, Wisconsin, and Lily Hoopes of Bonney Lake, Washington, who were each awarded $5,000 to support their post-secondary education. Dematic also awarded $1,000 scholarships to another 10 students.
Motive, an artificial intelligence (AI)-powered integrated operations platform, has launched an initiative with PGA Tour pro Jason Day to support the Navy SEAL Foundation (NSF). For every birdie Day makes on tour, Motive will make a contribution to the NSF, which provides support for warriors, veterans, and their families. Fans can contribute to the mission by purchasing a Jason Day Tour Edition hat at https://malbongolf.com/products/m-9189-blk-wht-black-motive-rope-hat.
MTS Logistics Inc., a New York-based freight forwarding and logistics company, raised more than $120,000 for autism awareness and acceptance at its 14th annual Bike Tour with MTS for Autism. All proceeds from the June event were donated to New Jersey-based nonprofit Spectrum Works, which provides job training and opportunities for young adults with autism.
The logistics process automation provider Vanderlande has agreed to acquire Siemens Logistics for $325 million, saying its specialty in providing value-added baggage and cargo handling and digital solutions for airport operations will complement Netherlands-based Vanderlande’s business in the warehousing, airports, and parcel sectors.
According to Vanderlande, the global logistics landscape is undergoing significant change, with increasing demand for efficient, automated systems. Vanderlande, which has a strong presence in airport logistics, said it recognizes the evolving trends in the sector and sees tremendous potential for sustained growth. With passenger travel on the rise and airports investing heavily in modernization, the long-term market outlook for airport automation is highly positive.
To meet that growing demand, the proposed transaction will significantly enhance customer value by providing accelerated access to advanced technologies, improving global presence for better local service, and creating further customer value through synergies in technology development, Vanderlande said.
In a statement, Nuremberg, Germany-based Siemens Logistics said that merging with Vanderlande would “have no operational impact on ongoing or new projects,” but that it would offer its current customers and employees significant development and value-add potential.
"As a distinguished provider of solutions for airport logistics, Siemens Logistics enjoys a first-class reputation in the baggage and air-cargo handling areas. Together with Vanderlande and our committed global teams, we look forward to bringing fresh impetus to the airport industry and to supporting our customers' business with future-oriented technologies," Michael Schneider, CEO of Siemens Logistics, said in a release.
I recently came across a report showing that 86% of CEOs around the world see resiliency problems in their supply chains, and that business leaders are spending more time than ever tackling supply chain-related challenges. Initially I was surprised, thinking that the lessons learned from the Covid-19 pandemic surely prepared industry leaders for just about anything, helping to bake risk and resiliency planning into corporate strategies for companies of all sizes.
But then I thought about the growing number of issues that can affect supply chains today—more frequent severe weather events, accelerating cybersecurity threats, and the tangle of emerging demands and regulations around decarbonization, to name just a few. The level of potential problems seems to be increasing at lightning speed, making it difficult, if not impossible, to plan for every imaginable scenario.
What is it Mike Tyson said? Everyone has a plan until they get punched in the mouth.
It has never been more important to be able to pivot and adjust to challenges that can throw you off your game. The report I referenced—the “2024 Supply Chain Barometer” from procurement, supply chain, and sustainability consulting firm Proxima—makes the case for just that. The company surveyed 3,000 CEOs from the United Kingdom, Europe, and the United States and found that the growing complexities in global supply chains necessitate a laser-sharp focus on this area of the business. One example: Rightshoring, which is the process of moving business operations to the best location, means companies are redesigning and reconfiguring their supply chains like never before. The study found that large numbers of CEOs are grappling with the various subsets of rightshoring: 44% said they are planning to or have already undertaken onshoring, for instance; 41% said they are planning to or have undertaken nearshoring; 41% said they are planning to or have undertaken friendshoring; and 35% said they are planning to or have undertaken offshoring.
But that’s not all. CEOs are also struggling to deal with the rise of artificial intelligence (AI) and its application to business processes, the potential for abuse and labor rights issues in their supply chains, and a growing number of barriers to their companies’ decarbonization efforts. For instance:
Nearly all of those surveyed (99%) said they are either using or considering the use of AI in their supply chains, with 82% saying they are planning new initiatives this year;
More than 60% said they are concerned about the potential for human or labor rights issues in their supply chains;
And virtually all (99%) said they face barriers to decarbonization, with 30% pointing to the complexity of the work required as the biggest barrier.
Those are big issues to contend with, so it’s no surprise that 96% of the CEOs Proxima surveyed said they are dedicating equal (41%) or more time (55%) to supply chain issues this year than last year. And changing economic conditions are adding to the complexity, according to the report.
“As inflation fell throughout last year, there were glimmers of markets stabilizing,” the authors wrote. “The reality, though, has been that global market dynamics are shifting. With no clear-set position for them to land in, CEOs must continue to navigate their organizations through an ever-changing landscape. Just 4% of CEOs foresee the amount of time spent on supply chain-related topics decreasing in the year ahead.”
Simon Geale, executive vice president and chief procurement officer at Proxima, added some perspective.
“It’s fair to say that the complexities of global supply chains continue to have CEOs around the world scratching their heads,” he wrote. “The results of this year’s Barometer show that business leaders are spending more and more time tackling supply chain challenges, reflecting the multiple challenges to address.”
Perhaps the extra focus on supply chain issues will help organizations improve their ability to roll with the punches and overcome resiliency challenges in the year ahead. Only time will tell.
Investing in artificial intelligence (AI) is a top priority for supply chain leaders as they develop their organization’s technology roadmap, according to data from research and consulting firm Gartner.
AI—including machine learning—and Generative AI (GenAI) ranked as the top two priorities for digital supply chain investments globally among more than 400 supply chain leaders surveyed earlier this year. But key differences apply regionally and by job responsibility, according to the research.
Twenty percent of the survey’s respondents said they are prioritizing investments in traditional AI—which analyzes data, identifies patterns, and makes predictions. Virtual assistants like Siri and Alexa are common examples. Slightly less (17%) said they are prioritizing investments in GenAI, which takes the process a step further by learning patterns and using them to generate text, images, and so forth. OpenAI’s ChatGPT is the most common example.
Despite that overall focus, AI lagged as a priority in Western Europe, where connected industry objectives remain paramount, according to Gartner. The survey also found that business-led roles are much less enthusiastic than their IT counterparts when it comes to prioritizing the technology.
“While enthusiasm for both traditional AI and GenAI remain high on an absolute level within supply chain, the prioritization varies greatly between different roles, geographies, and industries,” Michael Dominy, VP analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results. “European respondents were more likely to prioritize technologies that align with Industry 4.0 objectives, such as smart manufacturing. In addition to region differences, certain industries prioritize specific use cases, such as robotics or machine learning, which are currently viewed as more pragmatic investments than GenAI.”
The survey also found that:
Twenty-six percent of North American respondents identified AI, including machine learning, as their top priority, compared to 14% of Western Europeans.
Fourteen percent of Western European respondents identified robots in manufacturing as their top choice compared to just 1% of North American respondents.
Geographical variances generally correlated with industry-specific priorities; regions with a higher proportion of manufacturing respondents were less likely to select AI or GenAI as a top digital priority.
Digging deeper into job responsibilities, just 12% of respondents with business-focused roles indicated GenAI as a top priority, compared to 28% of IT roles. The data may indicate that GenAI use cases are perceived as less tangible and directly tied to core supply chain processes, according to Gartner.
“Business-led roles are traditionally more comfortable with prioritizing established technologies, and the survey data suggests that these business-led roles still question whether GenAI can deliver an adequate return on investment,” said Dominy. “However, multiple industries including retail, industrial manufacturers and high-tech manufacturers have already made GenAI their top investment priority.”
Regardless of the elected administration, the future likely holds significant changes for trade, taxes, and regulatory compliance. As a result, it’s crucial that U.S. businesses avoid making decisions contingent on election outcomes, and instead focus on resilience, agility, and growth, according to California-based Propel, which provides a product value management (PVM) platform for manufacturing, medical device, and consumer electronics industries.
“Now is not the time to wait for the dust to settle,” Ross Meyercord, CEO of Propel, said in a release. “Companies should approach this election cycle as an opportunity to thrive in the face of constant change by proactively investing in technology and talent that keeps them nimble. Businesses always need to be prepared for changing tariffs, taxes, or geopolitical tensions that lead to unexpected interruptions – that’s just the new normal.”
In Propel’s analysis, a Trump administration would bring a continuation of corporate tax cuts intended to bolster American manufacturing. However, Trump’s suggestion for spiraling tariffs may benefit certain industries, but would drive up costs for businesses reliant on global supply chains.
In contrast, a Harris administration would likely continue the current push for regulatory reforms that support sectors like AI, digital assets, and manufacturing while protecting consumer rights. Harris would also likely prioritize strategic investments in new technologies and provide tax incentives to promote growth in underserved areas.
And regardless of the new administration, the real challenge will come from a potentially divided Congress, which could impact everything from trade negotiations to tax policies, Propel said.
“The election outcome is less material for businesses,” Meyercord said. “What is important is quickly adapting to shifting policies or disruptions that address ‘what if’ scenarios and having the ability to pivot your strategy. A responsive manufacturing sector will have a significant impact on the broader economy, driving growth and favorably influencing GDP. One thing is clear: the only certainty is change.”