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.
UPS Inc. and the Teamsters Union appear to be closer to finalizing a new five-year collective bargaining agreement covering about 235,000 unionized small-package workers after the union on Wednesday unveiled a new health care plan. The plan would cover more than half of the bargaining unit's members as of Jan. 1.
Under terms of the master small-package agreement ratified in June, 140,000 UPS small-package workers will transition from a company-sponsored plan to a program known as "TeamCare," a plan co-administered by UPS and the union and which represents the health care interests of UPS Teamsters in the key Central States region. However, the two sides have been at odds for weeks over the shape of the new plan. Ken Hall, who along with General President James P. Hoffa co-chairs the Teamsters' negotiating team, said the Atlanta-based company wanted a plan that would result in benefit cuts for active and retired workers, and force members to shoulder increases in premiums, deductibles, and co-pays. Hall made health care a line-in-the-sand issue in contract talks, vowing from the start that the rank and file would pay no insurance premiums, have virtually no co-payments for procedures, and have little or no deductible payments.
Concerns about Hall and his team fulfilling that vow, however, led to the rejection of 18 local supplements and riders that are attached to the national agreement. That is believed to be the largest number rejected in any contract negotiated by the Teamsters in its 110-year existence. The master small-package contract was ratified by 53 percent of the voting members, the narrowest margin of approval in the history of UPS-Teamster contracts. The first national contract was negotiated in 1979; prior to that, agreements between the two sides were hammered out at the local or regional levels.
UPS and the union have been working under an extension of their existing contract, which expired July 31. Voting on the outstanding supplements and riders could take place within the next two weeks.
Under the new health plan, UPS Teamsters will pay no premiums, no deductibles until the last year of the contract, and in many cases, no co-payments for medical, prescription, vision, dental, life, and disability insurance, according to information from several sources. There is no annual cap on the medical benefits that can be used, and the out-of-pocket ceiling of $2,000 per family is considered better than what was offered under the UPS company plan, according to the sources.
Retiree health care coverage will be available for spouses and children who would have been denied coverage under the old plan, according to sources. Spouses will be covered to age 65 or until they become Medicare-eligible, whichever occurs first. Co-pays for mail-order prescriptions have been eliminated, while dental coverage has been improved and the $1,500 annual cap has been eliminated, according to sources.
UPS declined comment, deferring to the Teamsters for any public statements.
Both sides hope that an improved health insurance plan will move the needle on ratification of the supplements and riders. As of now, only one supplement, covering a relatively small group of workers in upstate New York, has been ratified.
Because the UPS-Teamster contract is one integrated document rather than separate regional agreements, all of the rejected supplements and riders must be renegotiated and re-voted on before a national contract can be signed, according to dissident group Teamsters for a Democratic Union (TDU). A second rejection of a supplement or rider sends both sides back to the bargaining table. A third rejection, or inability to agree on a supplement or rider, means a strike vote can be taken in the affected region.
The situation at UPS Freight, UPS's less-than-truckload unit and which employs about 12,000 Teamsters, is more nettlesome. Under terms of the UPS Freight tentative agreement, which the voting rank and file rejected in June by a margin of 4,244 to 1,897, members would remain in company-sponsored health plans and would be faced with higher out-of-pocket costs. The rank and file's displeasure with the status quo was reflected in its decision to overwhelmingly reject the contract.
As with the small-package operations, UPS Freight and the union are working under an extension of their own contract, which also expired July 31.
Third party logistics (3PL) provider DHL Supply Chain today said it has acquired the reverse logistics specialist Inmar Supply Chain Solutions, a division of Inmar Intelligence that provides returns solutions for the retail e-commerce industry.
The move will add 14 return centers and around 800 associates to the DHL Supply Chain business, which currently stands at over 520 warehouses supported by 52,000 associates. That combined total will make DHL Supply Chain the largest provider of reverse logistics solutions in North America, the company said.
In addition, buying Inmar Supply Chain Solutions will bring several new capabilities to DHL Supply Chain’s catalog, adding product remarketing, recall management, and supply chain performance analytics.
From Inmar Intelligence’s point of view, selling off its Supply Chain Solutions division allows it to prioritize its two core business areas of healthcare and marketing technology (martech). "This divestiture reflects our commitment to investing in areas where we can deliver the greatest value," said Spencer Baird, CEO of Inmar Intelligence. "By narrowing our focus, we’re accelerating innovation in AI-driven solutions throughout our Healthcare and Martech divisions, addressing the complex needs of our customers."
In turn, DHL said it made the deal because returns are an increasingly important touchpoint for retail customers, both in store and online, in the light of a rapidly growing e-commerce market and changing consumer behavior. Specifically, consumers increasingly expect retailers to provide a seamless returns process while retailers are faced with new challenges such as returns abuse and rising operational costs, DHL said.
“The returns market is valued at over $989 billion but retailers continue to struggle with the evolving consumer behavior towards the process,” Kraig Foreman, President eCommerce for DHL Supply Chain, North America, said in a release. “By adding Inmar’s reverse logistics expertise, dedicated team of experts, and its technology-driven suite of returns services, DHL Supply Chain will be able to provide data-backed, innovative solutions that help returns to be a positive experience for consumers and protect profitability in a competitive marketplace for the retailer.”
Artificial intelligence (AI) and data science were hot business topics in 2024 and will remain on the front burner in 2025, according to recent research published in AI in Action, a series of technology-focused columns in the MIT Sloan Management Review.
In Five Trends in AI and Data Science for 2025, researchers Tom Davenport and Randy Bean outline ways in which AI and our data-driven culture will continue to shape the business landscape in the coming year. The information comes from a range of recent AI-focused research projects, including the 2025 AI & Data Leadership Executive Benchmark Survey, an annual survey of data, analytics, and AI executives conducted by Bean’s educational firm, Data & AI Leadership Exchange.
The five trends range from the promise of agentic AI to the struggle over which C-suite role should oversee data and AI responsibilities. At a glance, they reveal that:
Leaders will grapple with both the promise and hype around agentic AI. Agentic AI—which handles tasks independently—is on the rise, in the form of generative AI bots that can perform some content-creation tasks. But the authors say it will be a while before such tools can handle major tasks—like make a travel reservation or conduct a banking transaction.
The time has come to measure results from generative AI experiments. The authors say very few companies are carefully measuring productivity gains from AI projects—particularly when it comes to figuring out what their knowledge-based workers are doing with the freed-up time those projects provide. Doing so is vital to profiting from AI investments.
The reality about data-driven culture sets in. The authors found that 92% of survey respondents feel that cultural and change management challenges are the primary barriers to becoming data- and AI-driven—indicating that the shift to AI is about much more than just the technology.
Unstructured data is important again. The ability to apply Generative AI tools to manage unstructured data—such as text, images, and video—is putting a renewed focus on getting all that data into shape, which takes a whole lot of human effort. As the authors explain “organizations need to pick the best examples of each document type, tag or graph the content, and get it loaded into the system.” And many companies simply aren’t there yet.
Who should run data and AI? Expect continued struggle. Should these roles be concentrated on the business or tech side of the organization? Opinions differ, and as the roles themselves continue to evolve, the authors say companies should expect to continue to wrestle with responsibilities and reporting structures.
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Editor's note: This story was revised on January 9 to include additional input from the ILA, USMX, and Freightos.
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
The overall national industrial real estate vacancy rate edged higher in the fourth quarter, although it still remains well below pre-pandemic levels, according to an analysis by Cushman & Wakefield.
Vacancy rates shrunk during the pandemic to historically low levels as e-commerce sales—and demand for warehouse space—boomed in response to massive numbers of people working and living from home. That frantic pace is now cooling off but real estate demand remains elevated from a long-term perspective.
“We've witnessed an uptick among firms looking to lease larger buildings to support their omnichannel fulfillment strategies and maintain inventory for their e-commerce, wholesale, and retail stock. This trend is not just about space, but about efficiency and customer satisfaction,” Jason Tolliver, President, Logistics & Industrial Services, said in a release. “Meanwhile, we're also seeing a flurry of activity to support forward-deployed stock models, a strategy that keeps products closer to the market they serve and where customers order them, promising quicker deliveries and happier customers.“
The latest figures show that industrial vacancy is likely nearing its peak for this cooling cycle in the coming quarters, Cushman & Wakefield analysts said.
Compared to the third quarter, the vacancy rate climbed 20 basis points to 6.7%, but that level was still 30 basis points below the 10-year, pre-pandemic average. Likewise, overall net absorption in the fourth quarter—a term for the amount of newly developed property leased by clients—measured 36.8 million square feet, up from the 33.3 million square feet recorded in the third quarter, but down 20% on a year-over-year basis.
In step with those statistics, real estate developers slowed their plans to erect more buildings. New construction deliveries continued to decelerate for the second straight quarter. Just 85.3 million square feet of new industrial product was completed in the fourth quarter, down 8% quarter-over-quarter and 48% versus one year ago.
Likewise, only four geographic markets saw more than 20 million square feet of completions year-to-date, compared to 10 markets in 2023. Meanwhile, as construction starts remained tempered overall, the under-development pipeline has continued to thin out, dropping by 36% annually to its lowest level (290.5 million square feet) since the third quarter of 2018.
Despite the dip in demand last quarter, the market for industrial space remains relatively healthy, Cushman & Wakefield said.
“After a year of hesitancy, logistics is entering a new, sustained growth phase,” Tolliver said. “Corporate capital is being deployed to optimize supply chains, diversify networks, and minimize potential risks. What's particularly encouraging is the proactive approach of retailers, wholesalers, and 3PLs, who are not just reacting to the market, but shaping it. 2025 will be a year characterized by this bias for action.”