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.
Unless you had a rich uncle, you’re probably destined to spend about 45 years of your life working. For most of us, time on the job represents about one-third of our existence, so ideally, our work lives will prove both rewarding and enjoyable.
As technology advances, the kind of work we do changes. There’s not a lot of call now for blacksmiths or wainwrights. Today’s jobs use different technologies from those that engaged our ancestors. Likewise, the jobs of tomorrow will be different from those of today, with much of the change driven by technological advancements.
Ian Kahn is a technology writer and futurist, and the founder of a consultancy known as The Futuracy. His firm provides education about the future and emerging technologies, and helps companies determine how ready they are for the future and how disruption-proof their organizations are.
Kahn was recently a guest on DC Velocity’s “Logistics Matters” podcast, where he spoke with Group Editorial Director David Maloney. What follows are some excerpts from their conversation.
Q: Will work in general be different in the future than it is today?
A: There are so many different types of work. For many people, work is about doing things and accomplishing tasks. For others, it is creative work, thinking work. So there are many different types of work. Within the logistics industry and supply chain, there is a lot of work that’s manual—it’s about moving goods from one place to another. But there is also creative work, thinking work, such as back-office work.
What’s happening right now is that work across the board is changing. Automation is taking over some tasks, although there are still many roles that are not changing, that will stay the way they are.
We keep hearing about what technology is doing and the transformation it’s creating, but we also have to ask what parts of the jobs and roles are changing? Is it changing the repetitive tasks or the creative tasks? The physical tasks or some other type of task? Automation and robotics are here, and there are some exciting things coming down the pipeline.
Q: What are some of the most influential aspects of technology that will affect supply chain jobs?
A: Right now, we’re hearing a lot about artificial intelligence and how it will change the way repetitive tasks are done and eliminate the need for human intervention. Great. I love the idea, but let’s have proof of that by creating some use cases. Let’s actually make the lives of workers better and more efficient.
There’s also robotics, autonomous cars, and self-driving trucks. Now, that part of the industry is also exciting, and maybe the truck operators, the professionals who are on the road, can get some kind of a break. Maybe they can drive shorter routes or make use of different routing strategies. That’s a promising technology that can help the industry become more efficient. But that conversation is much bigger than just having self-driving vehicles on the roads. We need the right infrastructure. We need the right transportation systems and technologies in order for that to be successful.
Then you have blockchain technology, which can fundamentally alter the way payments are made, the way customers are paying their vendors. It could address the challenge of money being stuck in escrow, where it is waiting to be paid out to someone. Technology such as blockchain can change that, but we still need to have those initial use cases.
Q: You mentioned how jobs are going to change in the future and will obviously be influenced by technology. Are our high schools, colleges, and technical schools properly preparing students for the jobs of the future?
A: I think they are partially preparing students for the future, but the challenge also for schools, universities, colleges, and training institutes is that technology is changing more rapidly than curriculums can change. Unfortunately, universities and educational institutions cannot change their curriculum every six months. We have to pay close attention to identifying the bigger trends that are changing industry.
Right now, I think there’s a need for improvement with respect to education pertaining to emerging technologies, how these technologies work. And it’s not just about teaching people how jobs are changing; it’s also about how they can use these technologies to their benefit. How their jobs can be made easier. How their jobs can become more efficient, and how they can contribute more value to the economy, to the industry, and to their employers.
Q: Will the next generation of students have to acquire different kinds of skills to prepare for future work?
A: If you look at the past, we were living in a very manual, mechanized world, where initially technology—like steam engines and electricity—was used mainly to move things. We then went to automation, which enabled large factories to produce goods at a rapid pace.
We are now living in the era of cognitive technologies, where the emphasis is on how technology is able to eliminate human error. It enables faster processing, the production of more widgets per hour, and so on and so forth.
Technology to me is different in many ways from what it was, say, 20, 30, or 50 years ago. So, the definition of what it can do has changed. People who have been in the workforce for years have a completely different relationship with their work compared with kids who are in school right now and who will be in the workforce five or 10 years from now. Their skill sets are going to be different because the world they operate and work in is going to be driven by different parameters than in the past.
The future workforce has to be more in tune with technology. They already are, right? You see kids dealing with technology really well. I feel that the future jobs are going to be less hands-on and more creative, more cognitive.
Q: Are there other skills tomorrow’s workers will need beyond what you just talked about?
A: I believe at the end of the day, we all are human. We need the skills to communicate and to work with other people and understand complexity. Right now, we’re seeing high demand for data scientists, people who can make sense of the vast amount of data that technology generates. I believe that—the data side of the industry—will be a good place to look for positions within logistics.
Communication, public relations—any channel that makes that happen—is great. Sales is always a good place to be because salespeople will always be in demand.
We know the general direction we’re headed in is, of course, specialization, and people need to keep their skills up. Don’t assume that because you’ve had a lot of training, you’re done with that. You’ve got to constantly keep learning.
Q: How will AI shape the future of work?
A: As we stand on the precipice of the AI revolution, it’s evident that the jobs landscape will undergo significant transformation. Historically, technology has always been a catalyst for change in the workplace. Consider the accounting industry: Half a century ago, accountants relied on pen, paper, and ledgers. Today, the scene is vastly different, with technologies like Excel and advanced risk management software reshaping the industry’s operations. This evolution isn’t exclusive to accounting; sectors like manufacturing, retail, and agriculture are witnessing similar technological metamorphoses. Furthermore, as technology evolves, it’s not just about jobs changing or becoming obsolete; it’s also about the birth of new roles and opportunities.
Q: Which jobs will AI impact the most? And what about the supply chain industry?
A: Jobs characterized by repetitiveness and susceptibility to human error stand to be most influenced by AI. This encompasses roles in back-office operations, content review, copywriting, paralegal tasks, marketing content creation, and even certain aspects of sales, operations, and leadership. However, it’s crucial to view AI not as a threat, but as a tool. Instead of replacing humans, AI can be harnessed to enhance human capabilities, enabling professionals to make more informed decisions, leverage personal digital assistants, and drive superior business outcomes.
For instance, within the supply chain industry, AI can revolutionize human resource functions. Imagine HR professionals being able to sift through thousands of resumes in minutes, shortlisting candidates based on precise criteria set by AI algorithms. This not only streamlines the hiring process but also ensures a higher-quality pool of candidates.
Q: How should companies integrate AI into workforce planning and job structuring?
A: AI is more than just a technological advancement; it’s a game-changer. Its unparalleled ability to automate tasks and analyze vast data sets in record time offers businesses a competitive edge. Companies should, therefore, view AI as a strategic partner. By integrating AI-driven systems, businesses can elevate their data analysis, enhancing automation and decision-making processes. As we move forward, it’s not about replacing the human touch but about augmenting it with AI’s precision and efficiency.
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.”