Since his release from federal prison, Aaron Smith has devoted his energies to helping others emerging from incarceration make a fresh start—by finding jobs in the trucking industry.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
We all make mistakes. What matters is what we learn from them and what we do moving forward with our lives.
For those who have served time in prison, the stigma can last a long time, and that can make it hard for them to reacclimate upon release. It helps to have guidance from someone who’s been there and can help them start off on the right foot. Part of that is having a job that allows them to build a new life and not turn back to whatever landed them in prison in the first place.
Aaron Smith has been there. After serving his time in prison, he founded a media company and program known as Escaping the Odds to provide others with practical assistance in life skills, job training, and an entrepreneurial path toward becoming truck owner-operators.
Smith was recently a guest on DC Velocity’s “Logistics Matters” podcast, where he spoke with Senior Editor Victoria Kickham about his work.
Q: What is Escaping the Odds, and why did you start it?
A: Escaping the Odds Media is a multimedia company based in Chicago. It initially started off with a podcast, as that was the quickest and most cost-efficient way to get [the word] out about what we wanted to do.
I was formerly incarcerated, and I wanted to change the narrative and actually get stories out there from an unlikely source—men and women who had been incarcerated. I wanted to provide a platform where they could talk not just about their experience being incarcerated, but also about what led to their [fulfilling their] entrepreneurial dreams and being able to start businesses.
That is where it started, and it eventually spiraled off into [the world of] trucking and transportation.
Q: Your organization has a heavy focus on trucking, transportation, and logistics. How did you become interested in this field, and why do you continue to focus on supply chains?
A: Back when I was going through adjudication of my criminal case, I had to get a job. I was on bond, and I started working for one of the largest 3PLs [third-party logistics service providers] in the country. So, I learned the trucking industry from a broker’s perspective.
Once I was released, I had to get a job, and since I had experience working in the dispatch brokerage arena, I figured that I would get a job doing that. But my end goal was to actually start my own transportation company and also offer opportunities for men and women—not just those who had been incarcerated, but really all men and women with an interest in the field—to help them get their start in the trucking or logistics industry. So that is what I have been doing.
Q: On your website, you talk a lot about “switching the hustle,” going from what you were doing before you were incarcerated to a different career. Why is switching the hustle to logistics and transportation an attractive option for people looking to make a fresh start?
A: Believe it or not, truck driving is one of the most popular positions for people—especially men—who have been incarcerated. There are two reasons for that: First and foremost, the money is somewhat comparable to the money they were making with illicit activities. The other big thing is freedom. You don’t have to go work for a trucking company—although you can, and you can make a nice living that way. You also have the option of being an owner/operator. Those are the reasons it is very appealing to this population.
That is what I’ve been seeing with a lot of my colleagues and people that I was incarcerated with. They get released and get their commercial driver’s license [CDL] and they begin their journey, so to speak.
Q: One of your primary offerings through Escaping the Odds is a class on starting a box truck business. Can you tell us a little bit about that?
A: I partnered with a company called Stretch Finance, [which provides] banking services for formerly incarcerated people. They wanted to pivot a little bit and start offering courses [geared toward] this particular population of people who were formerly incarcerated or individuals who just wanted to do something different with their lives.
I also partnered up with another gentleman, Ed Hennings, who had a trucking company [Go Time Trucking] that used box trucks, which you don’t have to have a commercial driver’s license to operate. We knew that there was a lot of freight out there that could move in box trucks, mainly last-mile delivery stuff. So, we created an “A to Z” course where we could teach people how to become a truck owner/operator without having to obtain a commercial driver’s license. Escaping the Odds Media is the producer of that concept.
[Editor’s Note:Escaping the Odds now offers the box truck class via partnerships with correctional institutions.]
Q: It can be costly to get a commercial driver’s license, right? So, since driving a box truck doesn’t require a CDL, this becomes a more affordable route into the trucking industry.
A: Absolutely. It is also a program in which [the classes are offered] on-demand, so it is very flexible for the working person.
Q: We write often about the need for truck drivers and for workers in general throughout logistics. Could you talk about why the broader industry should be paying attention to efforts like yours and about your ultimate goals for the program?
A: The ultimate goal for Escaping the Odds within trucking is to be the conduit for men and women who have a desire to step into this new arena. It is more than just getting a job, right? There are a lot of things that a person who is reintegrating back into society may have to get adjusted to. We want to be that handoff to some of these companies and to continue training and partnering with more and more logistics companies. It is about bringing that credibility to what we’re doing.
Q: Where can people who are interested in your work find you?
A: The Escaping the Odds podcast can be found on Escapingtheodds.com or YouTube. We have another podcast that I am producing called “The Urban Trucker” that tells stories of people of all backgrounds, mainly women and men of color in the logistics industry. It is a great concept for something different.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
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.