FedEx's executive management structure as of Feb. 1, 2017.
Transport and logistics giant FedEx Corp. has named David J. Bronczek as its president and chief operating officer effective Feb. 1, making the change 11 months earlier than originally planned. Frederick W. Smith remains as the company's chairman and chief executive officer.
Memphis-based FedEx had first announced its plans for the leadership change in September, saying Bronczek would take over the position on Jan. 1, 2018, but accelerated its plans because the integration of TNT into FedEx Express went faster than expected, the company said. FedEx paid $4.8 billion in May 2016 to acquire Dutch delivery firm TNT Express N.V., combining TNT's strong European road haulage network with FedEx's worldwide air infrastructure.
The new year also saw the retirement of T. Michael Glenn, who had served for nearly 20 years as executive vice president for market development and corporate communications. He stepped down on Dec. 31.
Bronczek will assume a new title in the company, with responsibility for marketing, sales, and all FedEx operating companies. He had previously served as CEO of FedEx Express, the company's air and international unit.
Replacing Bronczek as president and CEO of FedEx Express will be David L. Cunningham, who had previously served as regional president of the Asia Pacific Region and most recently as executive vice president and chief operating officer. In his new position, Cunningham will be responsible for the leadership and direction of the FedEx Express group, which includes FedEx Express and TNT.
"While this was announced last September, substantial progress in integrating the TNT acquisition into FedEx Express now allows us to accelerate Dave [Bronczek's] promotion by 11 months in advance of fiscal year 2018," Smith said in a release. "He is uniquely qualified to take on the position of president and chief operating officer. Under Dave's leadership for the past 17 years, the FedEx Express team has achieved outstanding financial results and service levels."
Economic activity in the logistics industry continued its expansion streak in October, growing for the 11th straight month and reaching its highest level in two years, according to the most recent Logistics Managers’ Index report (LMI), released this week.
The LMI registered 58.9, up from 58.6 in September, and continued a run of moderate growth that began late in 2023. The LMI is a monthly measure of business activity across warehousing and transportation markets. A reading above 50 indicates expansion, and a reading below 50 indicates contraction.
October’s reading showed the fastest rate of expansion in the overall index since September of 2022, when the index hit 61.4. The results show that the industry is continuing its steady recovery from the volatility and sluggish freight market conditions that plagued the sector just after the Covid-19 pandemic, according to the LMI researchers.
“The big takeaway is that we’re continuing the slow, steady recovery,” said LMI researcher Zac Rogers, associate professor of supply chain management at Colorado State University. “I think, ultimately, it’s better to have the slow and steady recovery because it is more sustainable.”
All eight of the LMI’s indices grew during the month, with the Transportation Prices index showing the most growth, at nearly 6 points higher than September, reflecting increased activity across transportation markets. Transportation capacity expanded slightly during the month, remaining just above the 50-point threshold. Rogers said more capacity will enter the market if prices continue to rise, citing idle capacity across the market due to overbuilding during the pandemic years.
“Normally we don’t have this much slack in the market,” he said. “We overbuilt in 2021, so there’s more slack available to soak up this additional demand.”
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 port worker strike that began yesterday on Canada’s west coast could cost that country $765 million a day in lost trade, according to the ALPS Marine analysis by Russell Group, a British data and analytics company.
Specifically, the labor strike at the ports of Vancouver, Prince Rupert, and Fraser-Surrey will hurt the commodities of furniture, metal products, meat products, aluminum, and clothing. But since the strike action is focused on stopping containers and general cargo, it will not slow operations in grain vessels or cruise ships, the firm said.
“The Canadian port strike is a microcosm of many of the issues that are impacting Western economies today; protection against automation, better work-life balance, and a cost-of-living crisis,” Russell Group Managing Director Suki Basi said in a release. “Taken together, these pressures are creating a cocktail of connected risk for countries, business, individuals and entire sectors such as marine insurance, which help to mitigate cargo exposures.”
The strike is also sending ripples through neighboring U.S. ports, which are hustling to absorb the diverted cargo, according to David Kamran, assistant vice president for Moody’s Ratings.
“The recurrence of strikes at Canadian seaports is positive for U.S. ports that may gain cargo throughput, depending on the strike duration,” Kamran said in a statement. “The current dispute at Vancouver is another example of the resistance of port unions to automation and the social risk involved with implementing these technologies. Persistent disruption in Canadian port access would strengthen the competitive position of US West Coast ports over the medium-term, as shippers seek to diversify cargo away from unreliable gateways.”
The strike is also affected rail movements, according to ocean cargo carrier Maersk. CN has stopped all international intermodal shipments bound for the west coast ports of Prince Rupert, Robbank, Centerm, Vanterm, and Fraser Surrey Docks. And CPKC has stopped acceptance of all export loads and pre-billed empties destined for Vancouver ports.
Connected with the turmoil, Maersk has suspended its import and export carrier demurrage and detention clock for most affected operations. The ultimate duration of the strike is unknown, but the situation is “rapidly evolving” as talks continue between the Longshore Workers Union (ILWU 514) and the British Columbia Maritime Employers Association (BCMEA), Maersk said.
Consulting firm Accenture has taken another step to bulk up its supply chain advisory capabilities, announcing Monday that it has acquired Allitix, a California-based consulting and technology company specializing in Anaplan solutions with capabilities across financial planning and analysis, sales performance management, and supply chain.
Anaplan is a Florida provider of corporate performance management (CPM) systems, which it defines as enterprise cloud software that empowers organizations to see, plan, and lead better business outcomes by aligning their strategic objectives and resources.
Allitix provides tailored Anaplan-based solutions across finance, sales, supply chain, and human resources functions, with specific competencies in the manufacturing, consumer, technology, media and telecom, and financial services industries.
“Demand for connected enterprise planning is on the rise, given its ability to unlock business value and spur total enterprise reinvention,” David Leckstein, senior managing director and lead, Americas Technology at Accenture, said in a release. “Allitix’s highly skilled talent, deep domain expertise, and agile approach to implementation complements our broader digital capabilities and further expands our ability to deliver integrated enterprise planning transformations for our clients that drive better, faster insights and bottom-line value.”
Terms of the deal were not disclosed, but Accenture said that the acquisition adds 73 employees, including over 60 Anaplan functional and technical professionals to Accenture Technology in North America, with expertise across solution architecture, model building, integration, and data management.
Terms of the acquisition were not disclosed, but Mode Global said it will now assume Jillamy's comprehensive logistics and freight management solutions, while Jillamy's warehousing, packaging and fulfillment services remain unchanged. Under the agreement, Mode Global will gain more than 200 employees and add facilities in Pennsylvania, Arizona, Florida, Texas, Illinois, South Carolina, Maryland, and Ontario to its existing national footprint.
Chalfont, Pennsylvania-based Jillamy calls itself a 3PL provider with expertise in international freight, intermodal, less than truckload (LTL), consolidation, over the road truckload, partials, expedited, and air freight.
"We are excited to welcome the Jillamy freight team into the Mode Global family," Lance Malesh, Mode’s president and CEO, said in a release. "This acquisition represents a significant step forward in our growth strategy and aligns perfectly with Mode's strategic vision to expand our footprint, ensuring we remain at the forefront of the logistics industry. Joining forces with Jillamy enhances our service portfolio and provides our clients with more comprehensive and efficient logistics solutions."
In addition to its flagship Clorox bleach product, Oakland, California-based Clorox manages a diverse catalog of brands including Hidden Valley Ranch, Glad, Pine-Sol, Burt’s Bees, Kingsford, Scoop Away, Fresh Step, 409, Brita, Liquid Plumr, and Tilex.
British carbon emissions reduction platform provider M2030 is designed to help suppliers measure, manage and reduce carbon emissions. The new partnership aims to advance decarbonization throughout Clorox's value chain through the collection of emissions data, jointly identified and defined actions for reduction and continuous upskilling.
The program, which will record key figures on energy, will be gradually rolled out to several suppliers of the company's strategic raw materials and packaging, which collectively represents more than half of Clorox's scope 3 emissions.
M2030 enables suppliers to regularly track and share their progress with other customers using the M2030 platform. Suppliers will also be able to export relevant compatible data for submission to the Carbon Disclosure Project (CDP), a global disclosure system to manage environmental data.
"As part of Clorox's efforts to foster a cleaner world, we have a responsibility to ensure our suppliers are equipped with the capabilities necessary for forging their own sustainability journeys," said Niki King, Chief Sustainability Officer at The Clorox Company. "Climate action is a complex endeavor that requires companies to engage all parts of their supply chain in order to meaningfully reduce their environmental impact."