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.
On the eve of the second World War, American factories were at peak production, churning out cars, washing machines, building materials, and radios for both domestic consumption and export worldwide.
U.S. factories were so prolific and efficient that they easily pivoted to become the “arsenal of democracy,” a phrase President Roosevelt coined in December of 1940—a year before the U.S. entered the war. At that time, our factories had enough capacity to produce much of the materiel that Britain desperately needed to hold off German advances.
Following Pearl Harbor and the United States’ entry into World War II, American factories threw their full weight behind the war effort. Detroit’s factories switched from manufacturing cars to producing tanks and jeeps. Clothing makers went from sewing dresses to stitching together uniforms and parachutes. Many historians believe that it was America’s ability to outproduce Germany and Japan that won the war.
However, beginning in the 1980s, America began switching from exporting its manufactured goods to exporting its manufacturing capabilities. Goods could be produced more cheaply elsewhere, so it made some sense to outsource production. Slowly, our manufacturing base eroded.
We still make things in the U.S.A., just not at the same percentage of total consumption that we used to. America’s trade deficit currently runs to about $70 billion in goods and services per month. And while some production is being reshored, our manufacturing capabilities are not nearly where they need to be should a major conflict erupt.
The biggest problem is that we don’t have enough trained workers. When we shipped out our manufacturing, we also shipped out our knowledge and skills base. Much of that went to China, a country that is both our second-largest trading partner and one of our chief adversaries.
An August Associated Press article described the U.S. Navy’s ability to build warships as “in a terrible state—the worst it has been in a quarter century” due to a lack of available manpower.
That could be a serious problem. A July report from the congressionally created Commission on the National Defense Strategy concluded that, “The threats the United States faces are the most serious and most challenging the nation has encountered since 1945 and include the potential for near-term major war.” It goes on to say that the risks are rising, not diminishing, and we are not prepared for a major conflict.
I don’t write this to scare you. I’m merely asking whether, if the unimaginable happens, America has the manufacturing and supply chain capabilities we need to respond as we once did.
Trucking industry groups such as the National Motor Freight Traffic Association (NMFTA) are cheering California regulators’ move this week to end the campaign to require truck fleets to use zero-emission vehicles in the state.
That effort was intended to curb greenhouse gas (GHG) emissions by mandating a transition from diesel-powered trucks to battery electric versions staged over a period of years. The plan included a provision that all trucks sold in California had to be zero emission by 2036 and that all trucks operated in the state had to be zero emission by 2042.
However, California on Monday withdrew its petition for the Clean Air Act (CAA) waiver from the Environmental Protection Agency (EPA) for California Air Resources Board's (CARB) Advanced Clean Fleets (ACF) regulation. According to NMFTA, the stated reasoning behind the decision to withdraw the waiver petition was because California officials assumed that incoming President Trump would deny the waiver once he took office.
Following that move, the NMFTA says it will now also push to overturn additional “unattainable regulations,” including the GHG Phase 3 rule and CARB’s Advanced Clean Truck (ACT) rule. “We anticipate a flurry of activity at the EPA once the new Administration takes office. This may include Executive Orders regarding the enforcement of GHG Phase 3 and the rescission of the ACT waiver. We will keep you updated,” NMFTA said in a release.
But the group also said it would continue to seek GHG reductions through different strategies. “We do not view this as a pause on the industry’s efforts to manufacture and operate cleaner trucks. To the contrary, we view this as an opportunity for manufacturers and fleets to focus on alternative fuel options, such as renewable natural gas and biodiesel,” NMFTA said.
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.
WALNUT, CA, Jan. 17, 2025 (GLOBE NEWSWIRE) -- Armlogi Holding Corp. (“Armlogi” or the “Company”) (Nasdaq: BTOC), a U.S.-based warehousing and logistics service provider that offers a comprehensive package of supply-chain solutions related to warehouse management and order fulfillment, today announced the integration of Amazon Shipping into its suite of shipping solutions. This new addition is expected to enhance Armlogi’s shipping capabilities, providing customers with more efficient and cost-effective options for parcel delivery.
Since its launch last week, Amazon Shipping has already enabled Armlogi to handle thousands of parcels daily. This service supports Armlogi’s commitment to offering versatile, reliable logistics solutions by ensuring timely pickup and delivery for a broad range of customer needs. Amazon Shipping is particularly noted for its efficiency and cost-effectiveness, making it an attractive option for businesses looking to optimize their shipping and distribution strategies.
“The adoption of Amazon Shipping marks a significant enhancement in our logistics operations,” said Aidy Chou, Chairman and Chief Executive Officer of Armlogi. “This service is expected to allow us to expand our shipping capabilities and provide our customers with additional low-cost, reliable shipping options. It’s an essential part of our strategy to continually adopt innovations that enhance service quality and operational efficiency.”
This new shipping channel is expected to improve customer satisfaction by providing more flexible delivery options and maintaining the reliability that Armlogi's clients have come to expect. The Company anticipates this enhancement will support ongoing growth and strengthen its position as a leader in the logistics sector.
About Armlogi Holding Corp.
Armlogi Holding Corp., based in Walnut, CA, is a fast-growing U.S.-based warehousing and logistics service provider that offers a comprehensive package of supply-chain solutions relating to warehouse management and order fulfillment. The Company caters to cross-border e-commerce merchants looking to establish overseas warehouses in the U.S. market. With eleven warehouses covering over three and a half million square feet, the Company offers comprehensive one-stop warehousing and logistics services. The Company’s warehouses are equipped with facilities and technology for handling and storing large and bulky items. For more information, please visit www.armlogi.com.
Safe Harbor Statement
This press release contains forward-looking statements. In addition, from time to time, we or our representatives may make forward-looking statements orally or in writing. We base these forward-looking statements on our expectations and projections about future events, which we derive from the information currently available to us. Such forward-looking statements relate to future events or our future performance, including: our financial performance and projections; our growth in revenue and earnings; and our business prospects and opportunities. You can identify forward-looking statements by those that are not historical in nature, particularly those that use terminology such as “may,” “should,” “expects,” “anticipates,” “contemplates,” “estimates,” “believes,” “plans,” “projected,” “predicts,” “potential,” or “hopes” or the negative of these or similar terms. In evaluating these forward-looking statements, you should consider various factors, including: our ability to change the direction of the Company; our ability to keep pace with new technology and changing market needs; and the competitive environment of our business. These and other factors may cause our actual results to differ materially from any forward-looking statement. Forward-looking statements are only predictions. We are not obligated to publicly update or revise any forward-looking statement, whether as a result of uncertainties and assumptions. The forward-looking events discussed in this press release and other statements made from time to time by us or our representatives, may not occur, and actual events and results may differ materially and are subject to risks, uncertainties, and assumptions about us.
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.
Online grocery technology provider Instacart is rolling out its “Caper Cart” AI-powered smart shopping trollies to a wide range of grocer networks across North America through partnerships with two point-of-sale (POS) providers, the San Francisco company said Monday.
Instacart announced the deals with DUMAC Business Systems, a POS solutions provider for independent grocery and convenience stores, and TRUNO Retail Technology Solutions, a provider that powers over 13,000 retail locations.
Terms of the deal were not disclosed.
According to Instacart, its Caper Carts transform the in-store shopping experience by letting customers automatically scan items as they shop, track spending for budget management, and access discounts directly on the cart. DUMAC and TRUNO will now provide a turnkey service, including Caper Cart referrals, implementation, maintenance, and ongoing technical support – creating a streamlined path for grocers to bring smart carts to their stores.
That rollout follows other recent expansions of Caper Cart rollouts, including a pilot now underway by Coles Supermarkets, a food and beverage retailer with more than 1,800 grocery and liquor stores throughout Australia.
Instacart’s core business is its e-commerce grocery platform, which is linked with more than 85,000 stores across North America on the Instacart Marketplace. To enable that service, the company employs approximately 600,000 Instacart shoppers who earn money by picking, packing, and delivering orders on their own flexible schedules.
The new partnerships now make it easier for grocers of all sizes to partner with Instacart, unlocking a modern shopping experience for their customers, according to a statement from Nick Nickitas, General Manager of Local Independent Grocery at Instacart.
In addition, the move also opens up opportunities to bring additional Instacart Connected Stores technologies to independent retailers – including FoodStorm and Carrot Tags – continuing to power innovation and growth opportunities for retailers across the grocery ecosystem, he said.