Recent postal reforms will go a long way toward putting the U.S. Postal Service back on a sound financial footing, says Kevin Yoder, head of the postal advocacy group Keep US Posted. But there’s more to be done to keep the Postal Service healthy.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
Kevin Yoder is a former congressman who now serves as executive director of Keep US Posted, a broad-based advocacy group that believes that a reliable, affordable U.S. Postal Service (USPS) is essential to our way of life and should be protected.
From 2011 to 2019, Yoder served his Kansas district in the House of Representatives and was the youngest Republican appointed to the House Appropriations Committee. He also chaired the Homeland Security and Legislative Branch subcommittees and served on various other committees, including the House Steering Committee. He was deputy whip for the House GOP and vice chairman of the National Republican Congressional Committee.
Yoder has an undergraduate degree in political science and English as well as a J.D. from the University of Kansas. He recently was a guest on DC Velocity's Logistics Matters podcast, where he spoke with Group Editorial Director David Maloney about postal reform.
KEVIN YODER
Q: What is the role of your organization, Keep US Posted?
A: Keep US Posted is a new organization that we created last year out of concern among Americans—both folks in business and industry and ordinary citizens—that Congress wasn’t paying enough attention to Postal Service issues.
For a long time, Congress has been putting off dealing with the issue of postal reform, which has led to problems with the budget and operations of the Postal Service. We know the Postal Service is one of America’s most trusted institutions. It has been around since the country’s beginnings—the Constitution even states that Congress has a responsibility to manage and maintain the Postal Service. So, it is a critical service that delivers to 161 million addresses daily, and it is the only carrier that is required to deliver to every address no matter how remote and how rural.
We saw a disconnect between what we think Americans value and expect, which is a well-funded, efficient Postal Service that delivers on time and keeps cost down, and what Congress was actually doing. So, we started Keep US Posted to give those Americans who care so deeply about the Postal Service a way to have their voices heard in the halls of Congress.
Q: Congress recently passed the long-awaited Postal Service Reform Act with very high bipartisan support: The vote was 79–19 in the Senate and 342–92 in the House. As a former congressman, does that surprise you given the current political climate in Washington?
A: Well, it does, but it probably shouldn’t—and that is because this is an issue that affects every district in the country. The issue of postal reform has been simmering below the surface in Congress for a long time. When it finally did hit the floor, you saw majorities from both political parties voting for the bill. The last time a Postal Service reform bill passed Congress was in 2006, so it took 16 years to get this done.
I think part of the success was due to the intensified focus on the Postal Service in the last few years. The other part of this was that it just came at the right time. Congress, as you recall, had been working on the Build Back Better bill and a number of different measures without much success. I think that Congress was looking for something that it could herald as a bipartisan achievement. So, up pops the Postal Service Reform bill at the right time, and the House passed it really easily. We didn’t know how long the Senate might sit on it, but I think majority leader [Chuck] Schumer was looking for something to show that Congress was still working while members were stuck on other issues. So, it all came together at the right moment.
Q: I know the legislation repeals the mandate requiring the prefunding of retirees’ health benefits. Can you explain how the bill changes the financing equation and talk a bit about other significant parts of the legislation?
A: First of all, the prefunding issues are very significant issues. The 2006 postal bill required the Postal Service to prefund its retirees’ health benefits 75 years in advance. No other federal agency or entity in this country has that sort of heavy burden, and the USPS simply wasn’t able to make those budget numbers work. So, getting that off the books was a huge win.
The second thing the new reform bill will accomplish is to move the retirees into Medicare as opposed to a separate health-care system. Those retirees have paid into Medicare all of their lives anyway, so taking that off the Postal Service’s books lifted another huge burden.
Then there are some other significant issues related to service responsibilities such as six-day delivery. There have been efforts in recent years to cut deliveries to five days a week, but the new measure maintains current service levels.
It also requires that mail and packages continue to be integrated. There have been some efforts from outside carriers to push the Postal Service to change that integration.
So, what you see here is a series of reforms that take some very significant burdens off the books and create some internal efficiencies by moving mail and packages together.
Q: How long will it be before we begin to see some of these reforms enacted?
A: Well, we should immediately be able to take some of these burdens off the books, and the Board of Governors of the Postal Service ought to have much more clarity on their budget. I will tell you, some of the concerns we have going forward are how Americans will view the Postal Service once it starts to turn a profit and move into the black.
Postmaster [Louis] DeJoy last year rolled out a 10-year plan in which the USPS is projected to raise postal rates significantly—putting through higher percentage increases than we’ve ever seen before. It has also begun to ratchet down the delivery times for mail, so a first-class piece of mail used to be “on time” if it was delivered in one to three days. Now, that is five days, so we are seeing services reduced and we are seeing costs go up.
Our big concern and our hope is that the benefits and savings resulting from these reforms will be passed on to the American people by keeping rates down and improving service. If we don’t see that, then I think a lot of members of Congress and others will be frustrated that we pushed through all those reforms but they didn’t lead to benefits that were tangible to the American people.
Q: Those rates are still low compared with a lot of other countries and, of course, the Postal Service was set up to deliver letters and business correspondence, much of which has now shifted to email. So, you have a model that is basically built on a service that people aren’t using anymore. That has forced the Postal Service to move more toward a parcel and package delivery model. How has that shift affected what we are seeing with the reforms?
A: Well, certainly the Postal Service has to continue to move with the times, but I think one of the things we saw, particularly during Covid, is how much the American people still rely on the Postal Service for their daily needs—whether it’s correspondence like cards and letters, financial documents, or medicine. We saw a lot of discussion about election ballots being moved via the mail, and more recently, the Covid-19 tests were all sent through the mail.
We know that this is something that Americans still view as a critical service, and revenue was actually up during Covid. We see more mail moving and people making more use of the Postal Service. We think that the Postal Service ought to build on that success, and that, rather than be defeatist and say that people just don’t send mail anymore, we should continue to try to make the Postal Service relevant to the American people’s lives.
However, what we are seeing are projections showing mail declining by 42% over the next 10 years. We think that is partly because of rates going up to historic levels. We’re concerned that rising rates together with reduced service levels will mean that the American people see less value in using the mail and may turn to other methods.
Getting postal reform passed is certainly important, and it helps us reshuffle the deck here, but to keep the Postal Service strong and relevant in the minds of the American people, additional reforms will have to be enacted. So, we have a lot of work to do.
Q: What will your organization, Keep US Posted, do to work toward that?
A: We think that maintaining a solid customer base for the Postal Service is key to keeping it on a strong financial footing. The Postal Service receives no taxpayer funds. It truly relies on stamp revenue and postal revenue for each parcel that’s put in the mail. We want to make sure that the system continues to be effective and efficient, and that the Postal Service doesn’t make changes that could alienate its customer base.
So, we are working toward making sure that the USPS continues to be a strong, well-run entity and that it delivers under budget and on time for the American people each and every day.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.