Motive, an artificial intelligence (AI)-powered fleet management platform, has launched an initiative with PGA Tour pro Jason Day to support the Navy SEAL Foundation (NSF). For every birdie Day makes on tour, Motive will make a contribution to the NSF, which provides support for warriors, veterans, and their families. Fans can contribute to the mission by purchasing a Jason Day Tour Edition hat at https://malbongolf.com/products/m-9189-blk-wht-black-motive-rope-hat.
MTS Logistics Inc., a New York-based freight forwarding and logistics company, raised more than $120,000 for autism awareness and acceptance at its 14th annual Bike Tour with MTS for Autism. All proceeds from the June event were donated to New Jersey-based nonprofit Spectrum Works, which provides job training and opportunities for young adults with autism.
Freight transportation and supply chain solutions specialist Averitt contributed $100,000 to the Hurricane Helene disaster relief efforts through its “Averitt Cares for Kids” program. The funds, which were raised through associate contributions and a company match, were donated to the humanitarian aid organization Samaritan’s Purse.
In response to the devastation caused by Hurricane Helene, Team Penske and its affiliated companies, including Penske Automotive Group and Penske Transportation Solutions, have donated $1 million toward the hurricane relief efforts. The donations were made to the Boone, North Carolina-based nonprofit Samaritan’s Purse.
Logistics services company DHL has partnered with Amsterdam’s Van Gogh Museum to expand the museum’s Heart for Art educational program to Buenos Aires, Argentina. Launched in the U.S. in 2022, the Heart for Art initiative is designed to make art accessible for all and introduce students with limited access to art education to the works of Vincent van Gogh. DHL is providing full-service international shipping and logistics coordination to ensure instructors have all the materials needed.
Retailers are under pressure from threats on two fronts heading into January as they frontload cargo imports in a bid to avoid the potential pain of a resumed East and Gulf coast dockworker strike and of broad tariffs being proposed by the incoming Trump administration, according to a report from the National Retail Federation (NRF) and Hackett Associates.
The report forecasts that the nation’s major container ports are expected to see a continued surge in imports through next spring, as importers rush to beat the impact of a container port strike as soon as January 15 and of tariff hikes as soon as January 20, researchers said.
“Either a strike or new tariffs would be a blow to the economy and retailers are doing what they can to avoid the impact of either for as long as they can,” NRF Vice President for Supply Chain and Customs Policy Jonathan Gold said in a release. “We hope that both can be avoided, but bringing in cargo early is a prudent step to mitigate the impact on our industry, consumers and the nation’s economy. We call on both parties at the ports to return to the table, get a deal done and avoid a strike. And we call on the incoming administration to use tariffs in a strategic manner rather than a broad-based approach impacting everyday consumer goods.”
By the numbers, U.S. ports covered by NRF and Hackett’s “Global Port Tracker” report handled 2.25 million twenty-foot equivalent units (TEUs) in October, although the Port of Miami has yet to report final data. That was down 1.2% from September but up 9.3% year over year.
Ports have not yet reported November’s numbers, but Global Port Tracker projected the month at 2.17 million TEU, up 14.4% year over year. December is forecast at 2.14 million TEU, up 14.3% year over year. That would bring 2024 to 25.6 million TEU, up 14.8% from 2023. In comparison, before the October strike and November’s elections, November had been forecast at 1.91 million TEU and December at 1.88 million TEU, while the total for 2024 was forecast at 24.9 million TEU.
The report provides data and forecasts for the U.S. ports of Los Angeles/Long Beach, Oakland, Seattle and Tacoma on the West Coast; New York/New Jersey, Port of Virginia, Charleston, Savannah, Port Everglades, Miami and Jacksonville on the East Coast, and Houston on the Gulf Coast.
ONE commissioned its Alternative Marine Power (AMP) container at Ningbo Zhoushan Port Group (NZPG)’s terminal in China on December 4.
ONE has deployed similar devices for nearly a decade on the U.S. West Coast, but the trial marked the first time a vessel at a Chinese port used shore power through Lift-on/Lift-off operations of an AMP container, a proven approach to boosting cold ironing and reducing emissions while in port, ONE said.
“One approach to reduce carbon footprint is through shore power usage,” ONE Global Chief Officer, Hiroki Tsujii, said in a release. “Today we will introduce the utilization of a containerized AMP unit to support further reduction. The use of an AMP unit is a familiar and effective approach within this industry. To be successful, close cooperation among various concerned parties is necessary. We believe this will contribute to carbon footprint reduction in a practical and expedited way, and we hope it is a good symbol of collaboration among relevant parties.”
ONE provides container shipping services to over 120 countries through its fleet of over 240 vessels with a capacity exceeding 1.9 million TEUs. The company says it is committed to exploring innovative solutions to reduce its environmental impact, support the adoption of sustainable port operations, and contribute to a greener future for all.
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.
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.