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.
One of the key takeaways from the market churn caused by the pandemic and other recent supply chain disruptions is that it takes more than a fat paycheck to attract and retain workers today. That’s particularly true of the up-and-coming “generation Z” workers, who view compensation as much more than just salary and health benefits.These next-generation workers say that while cold, hard cash is nice, what they really value is a job with “soft” benefits—that is, a position where they have a chance to make a social impact, be part of a group mission, have flexible schedules, and be treated with respect.
And if you don’t deliver the soft benefits, those workers won’t stick around. With unemployment levels at a half-century low, they can find a new job at the drop of a hat. That has already affected HR practices at businesses across the country, and nowhere is it more true than in supply chain jobs—and specifically the trucking sector.
Recent statistics from the transportation industry consulting and accounting firm American Truck Business Services (ATBS) show that company drivers earn $65,430 on average, with salaries reaching as high as $93,000 for the top 10%. Those numbers can go even higher for owner-operators and drivers hauling specific types of freight.
Not bad, right? But a study by DAT Freight & Analytics reveals that 75% of truck drivers say their job is mentally and physically stressful. Some follow-up questions in that survey, which was conducted among 504 truck drivers (337 of whom own the truck they drive), shed light on the reasons why: Drivers miss out on time with friends and family (54% of truck drivers spend less than 24 hours a week at home); they work long hours (33% of drivers are driving more than 49 hours a week); and they find it difficult to eat a proper diet (37% eat fast food two to three days a week) and get enough sleep.
Those of us who earn a living sitting at a keyboard rather than behind a steering wheel can dodge most of those challenges. But as a sedentary office worker myself, I made a long drive this summer that was a rude reminder of how tough it is out on the road—count me among the 75% who felt that mental and physical stress.
To be fair, I got myself into this jam. It started when I volunteered to pick up furniture and books from a family member who was selling her house, deliver them to another relative, then complete the loop and return home. My trip would have been laughably simple to a professional driver: Drive a rented U-Haul van 400 miles from Boston to Harrisburg, Pennsylvania; load it up with boxes; make a delivery stop 200 miles away in Binghamton, New York; unload the boxes; and drive 250 miles back to Boston. But with those 850 miles compressed into two days, it took all my strength and focus to stay safe and on schedule.
Call me a wimp, but as the saying goes, “You couldn’t pay me enough” to do that for a living. My complaints were legion: The rental vehicle drifted all over the road, my smartphone wouldn’t sync to the dashboard, commercial radio stations play repetitive pap, there’s nothing to eat and nowhere to pee, my legs were cramped, I was sleep-deprived, the load in the trunk would occasionally shift, and other drivers would swerve as they stared at their phones.
By now, you can almost hear my whining come through the pages of this magazine, and maybe that trip pushed me over the threshold to officially become a Grumpy Old Man. But my hat is off to the professional truckers who endure those conditions every time they show up for work.
In the words of Jeff Hopper, chief marketing officer at DAT: “Many truck drivers develop strategies to manage the long hours, isolation, and health issues that come with the job. However, finding suitable places for sleep, healthy meals, and other necessities are constant challenges. It’s essential to recognize the role truckers play in our economy and to do whatever we can to recognize their hard work.”
Just remember that recognition is about more than just a fat paycheck.
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.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”