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The Future of Sustainable Manufacturing is a Hybrid Approach

hybrid production

The Future of Sustainable Manufacturing is a Hybrid Approach

If you’re in the retail business, one of your worst nightmares is being stuck with boxes and boxes of unsold inventory taking up space in your warehouse. Wasted stock can be a huge cost to your bottom line and pose serious risks to your business.

For eco-conscious brands, a lot of unsold inventory is also detrimental to the environment, especially if the products are textile-based. Of the more than 100 billion items of clothing produced each year, some 20% go unsold leftovers are usually buried, shredded, or incinerated (Forbes).

Businesses that end up in an overstock situation generally use traditional bulk manufacturing which requires products to be made and then warehoused until they are shipped. While there is a risk of costly unsold inventory, bulk production can also be economically effective if a product is proven to be a best-seller.

On the opposite side of the spectrum sits on-demand manufacturing–a process by which goods are produced only when they are needed and in the quantities required, eliminating the cost and effort of storing and managing inventory. Although on-demand products are not produced at economies of scale, businesses can more easily and quickly test and go to market with new products and designs.

Previously, businesses would need to choose one method or the other but with recent advancements in technology in the past decade, retailers can get the best of both worlds through hybrid manufacturing. An economically and environmentally sustainable solution, a hybrid approach blends the cost-effectiveness of bulk production with the risk-free per-order fulfillment process of on-demand manufacturing.

How Hybrid Works

Before adding any new item to product lines, experts recommend testing them through on-demand manufacturing to ensure viability. An on-demand approach gives retailers the freedom to sell more SKUs and products that they might not think will take off en masse. Once retailers know a product has the potential to move into mass production, the switch can be made. Eventually, when interest wanes and the product becomes more evergreen but to a smaller audience, retailers can realize ongoing value by going back to an on-demand approach.

Having spent a career as the former VP of On-Demand at One Live Media, an eCommerce agency that works in sports, music, and entertainment, I am well versed in fulfilling merch orders for thousands of sports teams and artists including but not limited to the L.A. Lakers, KISS, Willie Nelson, and Zac Brown Band. Before getting stuck with a warehouse full of stuff, my team would run every new product through the on-demand cycle. Most of the brands we worked with fulfilled 25-60% of their orders through on-demand and the rest with mass production. It’s important to find the right mix of on-demand products and bulk inventory in order to optimize sales.

Why Utilize a Hybrid Approach

Adapt to trends quickly without risk. Culture is now manufactured on-demand. In the past, consumer trends were generally set by businesses. However, in the recent decade, the tables have turned and consumers are setting trends on social media. Because buyers are now changing the way we capitalize on culture, it is affecting how brands produce and manufacture products on-demand. With a hybrid approach, brands can quickly mock up a design and add the product to their online store without prepaying for costly order minimums by first using on-demand manufacturing. If the product doesn’t fly off the shelf, then you can simply remove it from your store and not have to worry about piles of unsold inventory. If it proves to be successful, then they can switch the production process to bulk manufacturing.

Improve cash flow. When a business utilizes a blend of on-demand and bulk manufacturing for its products, it can more easily optimize its cash flow. For bulk products, they can get a higher per product profit margin due to economies of scale. For on-demand products, they don’t have to pay for costly inventory or order minimums, freeing up a business’s cash flow. This liquidity allows brands to boost revenue-driving activities such as marketing, which increase sales, and ultimately grows their business.

Shift toward sustainability. Being eco-conscious is no longer a consumer marketing trend, it is a real practice many businesses are implementing in their business model. Because on-demand manufacturing allows companies to produce only what consumers order, it eliminates unnecessary production and harmful waste—saving both the business’s bottom line and the environment.

Be better prepared for economic disruptions. When COVID-19 disrupted supply chains across all industries last year, many retailers were forced to shut down and were left with boxes of unsold inventory. When utilizing on-demand manufacturing in a hybrid approach, it is important to look for a provider that manages a distributed supply chain network. This type of fulfillment process allows on-demand manufacturing providers the ability to carry a large number of product SKUs in more than one facility, therefore orders of that product are able to be fulfilled in multiple locations. That means if one location closes or has an external disruption— they can seamlessly move order fulfillment to another facility.

It has never been easier to embrace a hybrid manufacturing approach. Many retailers can use traditional manufacturing for bulk products that sell all year round in conjunction with on-demand for short-term collaborations and innovative, trending designs. Because on-demand doesn’t require a large amount of startup capital, it is a low-risk method that can lead to high returns. The ease and efficiency of on-demand combined with the cost-effectiveness of traditional manufacturing is truly paving the way for the future of sustainable retail.

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Dale Manning is Head of Market Expansion at Gooten

trailers trailer

2021 Summer Insights for Owners

Summer is a “hot” season in more ways than one; high demand for certain vehicle specs presents an opportunity for fleet owners. Use this Summer Guide to analyze the seasonal trends based on historical rental demand and get insight into our predictions for this season. With these learnings, your business can decide which vehicles to keep a close eye on to make the maximum impact on your bottom line.

In this guide, we explore the year-to-year trends of our major markets nationwide. Plus, we’ll walk you through how your business can improve its vehicle utilization with the COOP platform this summer.

Summer Commercial Vehicle Rental Demand in 2021 

We project how the summer of 2021 will go based on rental metrics over the past 4 years. To meet the anticipated demand of seasonal commercial vehicle spec popularity, our COOP team recommends its Owners to consider the following:

Trailers to see steady long-term rentals. Both refrigerated and dry trailers see high demand this season for over-the-road rentals. In fact, in 2021 trailers are in very high demand and our business Owners that purchased trailers to list them full-time had up to 98% utilization on the COOP platform in May. 

Final-Mile vehicle rental demand will increase. We predict an increased need to rent vehicles for final-mile deliveries, which include Box Trucks as well as Sprinter Vans. Also, these vehicles will see an increase in rentals as Live Event and Restaurant, and Hospitality industries ramp up their activity and will be in need of extra capacity.

Expect Summer Business’ Rental Demand

We expect this summer season to have a strong tractor and trailer rental demand in June and July. Across our 9 active markets, companies have historically demanded medium- or heavy-duty rental vehicles for long hauls.

Industries that Need Rental Vehicles in the Summer

Over the summer, the Food & Beverage as well as Construction industries drive the bulk of rental demand. And many other businesses require additional fleet capacity this season. Even to the very end of the summer in August and September, we see vehicles picked up early for reservations that last through the holidays.

This season’s rental demand should keep the wheels moving on any Owner’s vehicle that can handle large cargo capacity. Flatbeds, 53’ trailers, and sleeper tractors are all predicted to see rentals from businesses that will require additional freight capacity for the long-term such as moving services, retail industry freight, and construction freight.

Increase in Refrigerated Vehicle Rentals

June through August is a great time for refrigerated vehicles. Compared to the rest of the year, refrigerated vehicles like refrigerated box trucks and reefer trailers typically see peak demand this season. During this time of year, we typically see an impressive 54% increase in demand for reefer vehicles. This demand is driven by events, entertainment, restaurants, and general hospitality companies that are sponsoring outdoor events and accommodating vacationers. Summer’s recreation creates rental demand for increased cold storage freight for food, beauty products, tobacco products, and even ice cream vending.

Long-Term Trailer Rentals

We anticipate that trailer vehicles will start to be rented long-term in June. Right now, the trailer market is seeing extremely high demand with companies urgently looking for availability — so COOP Owners can get them out earning money right away. The data shows that dry vehicles like trailers will continue to see the largest volume of rental days, which makes them a great asset to invest in the platform at any time. In the case of  Champion Trailer Solutions, the trailers they purchased to add to their fleet were rented out within 24 hours on COOP. And on average, trailers are rented for 23 days each rental during the summer on COOP. So for our Owners, this means reservations made in June right at the beginning of the summer season can last throughout the entire summer.

Final-Mile Rental Demand in the Summer

E-commerce continues to drive a need for final-mile deliveries. Dry trucks and day cabs are easily filled with delivery packages through the business and personal services industry. Approximately 75% of summer rental demand comes from day cab, dry truck, reefer truck, and van final-mile vehicles. It is a trend that saw a large bump during 2020. The microchip shortage that has stalled production for new vehicles has driven more renters to use the platform to fit their capacity needs. Owners should never let final-mile commercial vehicles sit idle when they could easily be rented out with COOP.

COOP Owner Tips to Generate Maximum Summer Revenue

Summer is a very competitive rental market that Owners can take advantage of by adapting their listings. Some ways Owners can do that are:

Keep vehicles available. Stay up-to-date as your business needs change. Popular summer picks like final-mile, reefers, and trailer vehicles are more likely to be rented if they are listed available at the beginning of the workweek.

Set a competitive daily rate. Make sure your rental rates are comparable to the rest of the market. Also, consider offering long-term rental discounts to make your listing more attractive to Renters and generate consistent revenue.

Promote your businesses. Use COOP’s tools to advertise your vehicles to companies in your network. They could be the ones who need to rent the vehicles that you have sitting.

With our platform, our technology, and our team’s expertise, your business has the tools to rent out your vehicles and generate revenue.

leadership

TOP 10 WOMEN IN LOGISTICS 2021: MEET THE NATURAL BORN LEADERS WHO ARE REDEFINING THE INDUSTRY

It is hard to believe that it’s been an entire year since our previous annual Women in Logistics spotlight. As the industry continues to break boundaries in resiliency and innovation, what better way to honor the leading ladies behind the companies that not only made it through the pandemic but who continue to grow and redefine greatness in operations, company culture, and transformation? 

Here are our top 10 picks for this year’s Women in Logistics and why they made our special list:

1. Sandra McQuain
Executive Director
England Economic & Industrial Development District 

Topping the list is the first female leader in England Economic & Industrial Development District’s 25-year history. Sandra, who first joined the “England Airpark” in 2018, is also the only female to manage one of the seven commercial airports in the state of Louisiana.

England Airpark is a 3,600-acre economic and industrial development district serving as a home to a Part 139 Commercial Airport (AEX), a staging base for military training and transfer operations, manufacturing, and warehouse facilities, and more. 

Sandra’s primary focus is to provide critical strategic, financial and operational leadership that is driven by more than 25 years of experience working with businesses, government agencies and elected officials. 

Beyond England Airpark, Sandra was appointed by Louisiana’s Governor John Bel Edwards and Secretary of Transportation and Development Shawn Wilson to serve as a member of the Resilient Louisiana Commission’s Transportation and Infrastructure Task Force. She also serves on the Transportation Policy Committee and Beltway Committee for the Rapides (Parish) Area Planning Commission and is also a Board Member of Fort Polk Progress. 

Additionally, Sandra works closely with the MORE Initiative of the Association for the Improvement of America’s Infrastructure (AIAI), which recruits women for the transportation and logistics industries.

2. Deidre “Dee” Cusack
Senior Vice President of Global Products and Solutions
Dematic

According to her colleagues, Dee is a prime example of a natural-born leader who challenges her team of more than 1,200 to think differently and push boundaries for greatness. 

Dee currently serves as the Senior Vice President of Global Products and Solutions at Dematic, a STEM-focused company that has undergone significant growth and transformation thanks to her leadership and strategic commitment to innovation. 

She was appointed top her SVP role mid-pandemic, and yet her company successfully released 18 new products in strategic areas, increased Build with Standards orders by more than $300 million and generated more than 200 new patents.

As if this was not enough, Dee holds recognition for the following awards:

– CEO Award for International Trade, given by Joe Hogan, the former CEO at ABB 

– 7-time winner of the Customer Focus Award, granted by Roger Bailey, President of Power Products at ABB 

– CEO Award for Collaboration, given by Hasan Dandashly, CEO at Dematic 

Speaking of awards, Dee was awarded the largest customer purchase order in history at Ametek Aerospace and five U.S. and international patents.

 

3. Alexi Cashen
Co-Founder and CEO
Elenteny Imports 

Alexi is known for seeking out leadership rather than waiting for it to find her. This approach has served her well throughout her career as an entrepreneur, even amid the 2010 financial crisis. 

It was after Alexi moved to New York City from a small town in Colorado that she partnered with Tim Elenteny and co-founded Elenteny Imports, an alcohol logistics company. Since its launch, Elenteny represents more than 1 million cases annually and works with over 400 global clients while supporting alcohol brands as they navigate the U.S. three-tier system.

It would only make sense that given her history in thriving during a crisis that she would expand her professional horizons in 2020. Elenteny launched their Less than Container Load (LCL) route into Seattle during the global pandemic. 

Furthermore, Alexi started a mentoring-focused podcast just for entrepreneurs in the sparkling spiked beverage industry in 2020 as well.

4. Hima Bindu Challa
Co-founder
limbiq

Hima was born and raised in India, where she completed her Master’s in Computer Applications and began her career. Fast forward to 2009 and she officially pivoted her career focus to the logistics and supply chain industry in the United States, where she would remain for the next 10 years. 

Hima then moved to Germany, where she co-founded limbiq with the sole intention of providing a simple and complete solution to supply chain partners. 

She and her team focused on SMEs as their first target group.  

“We felt that SMEs are the ones with the biggest problems in collaborating with different partners because of their size,” she explains. “We eventually learned that irrespective of size, it’s a problem everywhere.” 

5. Gerri Commodore
Senior Vice President of New Business Implementation
GEODIS Americas

Gerri’s success goes well beyond the numbers and global impact of GEODIS, which ranks among the top supply chain operators in Europe and the world. Her accomplishments have been achieved during more than 20 years in the industry, from operations management, inventory and omnichannel fulfillment strategies to warehouse management systems and supply chain optimization. 

Her current role supports the successful integration of new clients for the company’s North Americans and South American networks–critical to ensuring operations are launched in a timely manner and within budget, according to client goals. 

She is the driving force behind GEODIS’ Women’s Network–focusing on recruiting, retaining and growing female professionals while continuing to improve the industry’s gender balance. Since becoming the network’s chairperson, membership has grown by more than 500 percent—pandemic and all.

Additionally, Gerri was part of the team that was responsible for growing GEODIS’ worldwide female leadership roles from 13% in 2017 to 18% and has pledged to reach 25% by 2023.

6. Darlene Wolf
Senior Vice President, Strategic Partners
Arrive Logistics 

Darlene focuses on utilizing her expertise and experience to support partners from managing network relationships to navigating business challenges with shippers at the top of mind. 

Part of what makes Darlene’s role so impactful is the level of accountability she holds for herself and for her team. Whatever a shipper needs, her team is standing by to deliver successful and smooth operations. 

“I’m so honored to be spotlighted as a distinguished woman in the logistics industry,” Darlene says. “When our industry faces disruptions or challenges, I pride myself on being a leader who consistently promotes innovative solutions.”

7. Cheryl Emery
Director of Field Resources
Penske Logistics 

Cheryl brings more than 30 years of experience to the logistics sector. Prior to her role as an HR director for the company, she took charge as an operator for the business. 

Her time as an operator further supports her current role in talent management, performance, recruiting and retention. 

Cheryl’s skills as an HR business partner goes beyond supporting the growth of Penske’s business as she is now designing policies and procedures focused on operator needs. In doing this, operator needs are clearly outlined so workers know exactly what it takes for policy implementation while meeting the needs of the business. 

8. Yamini Vellore
Chief Information Officer
Blume Global

Yamini’s 30-year career started off strong with Manhattan Associates, where she focused on developing solutions as the VP of Global Research and Development. Fast forward to 2010, and she joined the Hewlett-Packard team in developing and maintaining global IT architecture. 

She did not stop there as she continues breaking barriers for females in the logistics and technology sectors as CIO at Blume Global, where her primary focus is on infrastructure architecture and DevOps.

Yamini strives to ensure Blume’s solutions are available 24x7x365 to a global customer base. Her leadership role redefines standards in diverse hiring practices. 

Blume’s use of Google Cloud Platform services and customer transition heavily rely on expertise that Yamini’s colleagues have cited as “instrumental” to the company’s architecture. 

9. Elise Le
Head of Customer Experience
ClearMetal 

For ClearMetal’s Fortune 1000 customer base, complex supply chains are a given. When it comes to making sure customers have the best experience regardless of their supply chain complexities, ClearMetal calls on Elise.

Known as a distinguished professional in the logistics field, Elisa is cited by colleagues as possessing exceptional skills, high credibility and ongoing persistence in maintaining customer expectations–something that she seems to accomplish with ease.

“Her work distinguishes her in logistics not only as a woman but as an individual,” says one ClearMetal colleague.

The increase in efficiency, growth, and success for ClearMetal is the overarching theme for initiatives spearheaded by Elise and include Repeatable & Scalable Engine, Value Framework, Deployment Efficiency, Upsell Ratio and Revenue, and Employee Development Process. 

10. Elizabeth Kauchak
Chief Operating Officer
Dermody Properties

Elizabeth has been involved in industrial real estate for more than 20 years. During this time, she has worked with countless companies in fulfilling their supply chain and logistics needs. 

Prior to joining Dermody Properties, she was the Market Leader in Northern California for Prologis. 

She has a wealth of knowledge that she has always been happy to share. This goes for both the people she works alongside and especially to her customers. She has fostered a spirit of diversity and inclusion since joining Dermody Properties.

ports

EXPANSION ALONE MAY NOT BE ENOUGH AS BUSY PORTS EYE SMARTER GROWTH

A sharp increase in container cargo in the second half of 2020 and into the early months of this year has proven to be a pleasant surprise for several U.S. ports. But even prior to the impacts of COVID-19 on container cargo, many ports were already dealing with substantial growth and operational success. “Deeper, wider, bigger” has been the theme as ports and terminals spent and continue to spend billions of dollars to capture greater market share.

So, is “deeper, wider, bigger” the secret to growing the container business?

“There really is no secret,” says Joe Harris, spokesman for the Port of Virginia, who adds that his home facility “offers a modern, technologically advanced port run by a team of experienced professionals. We focus on customer service, efficiency and providing a predictable experience to our customers–the ocean carriers–and the cargo owners choosing to move their goods over our terminals. Those things, combined with a long-term plan of strategic infrastructure investments that is shared with the port’s users, are vital to our future.” 

From 2014 through 2024, the Port of Virginia will have invested nearly $1.5 billion in modernization. This includes expanding annual TEU (twenty-foot equivalent units) throughput capacity by 1 million units and deepening and widening commercial channels to make Virginia the deepest port on the U.S. East Coast. 

“The strategy is to leverage these investments to grow volume, expand market share, build our competitiveness and continue to be a catalyst for economic investment and job creation in Virginia for decades to come,” Harris said. 

Supporting the strategy is a team of professionals across the world, including the U.S., representing the port. These professionals are continually engaged in driving business to Virginia, according to Harris. “They are supported by a business analytics team that is helping to identify emerging markets, new industries, expansion among beneficial cargo owners and ocean carriers,” he adds. 

Port Tampa Bay has also witnessed a strong uptick in container cargo.

“Our container business increased by 33 percent last fiscal year and is up another 43 percent in the most recent quarter,” says Wade Elliott, the port’s vice president of Business Development. “The primary driver is the continued rapid growth of the Florida market, which was the second-fastest-growing state by population last year.”

The Tampa Bay/Orlando I-4 Corridor region, home to Florida’s largest concentration of distribution centers with close to 400-million square feet of space, “was already one of the hottest industrial real estate markets in the U.S. pre-COVID-19,” Elliott notes.

“New container service connections from Asia, and more recently Mexico, have helped facilitate this increased business,” he says, “and the port’s close proximity to these distribution centers allows importers and exporters to make multiple round-trip deliveries per day, resulting in significant savings in trucking and supply chain costs.”

To keep pace with the growth, there is a need to develop more infrastructure.

“Port Tampa Bay recently completed 25 acres of additional paved storage, bringing the total container terminal footprint to 67 acres with plans to add another 30 acres,” Elliott said. “Work has also begun on a third berth which will bring the total to over 4,500 linear feet, allowing three large ships to be worked at the same time. Construction is also about to start on a new container gate complex and the bid process has begun to acquire two, additional gantry cranes,” Elliott concluded.

The Jacksonville Port Authority (JAXPORT) saw container volumes rebound up by 5 percent year-to-date in FY21 (Fiscal Year) which began in October. Nearly 353,400 TEUs moved through JAXPORT during the first quarter of FY21, making it one of the port’s busiest first quarters on record for container volumes.

“Location and efficiency are both central to JAXPORT’s success throughout our various trade lanes and business lines,” says Robert Peek, JAXPORT’s general manager of Business Development. “JAXPORT is located in the heart of the southeast U.S. and offers fast access to 70 million consumers within a day’s drive.”

Historically, Puerto Rico has been JAXPORT’s largest trading partner, accounting for about half of all JAXPORT’s containerized volumes, but Jacksonville has been actively pursuing new business.

“Today, container shipping lines service additional Caribbean islands through JAXPORT, as well as Central and South America,” Peek added. “JAXPORT also offers robust container vessel service with China and countries throughout Asia.” 

With the benefits of congestion-free terminals and infrastructure enhancements, anchored by a harbor deepening project, JAXPORT will “continue to work to grow our offerings in the trans-Atlantic and African trade lanes as well,” Peek said.

With Jacksonville also in the “deeper, wider, bigger” mode, its infrastructure projects will support its growth plans.

“The federal project to deepen the Jacksonville shipping channel to 47 feet from its current depth of 40 feet will be completed through our Blount Island Marine Terminal in 2022,” Peek said. “Harbor deepening is JAXPORT’s single biggest growth initiative and positions us as a port of choice for the increasingly larger container ships calling the U.S. East Coast.”

More than $200 million in terminal enhancements are also underway at the SSA Jacksonville Container Terminal at Blount Island. “These enhancements include phased yard improvements to allow the facility to accommodate more containers, berth enhancements to enable the terminal to simultaneously accommodate two post-Panamax vessels and the addition of three additional state-of-the-art, eco-friendly container cranes, bringing the facility’s total to six,” Peek added.

California’s Port of Long Beach is a leading gateway on America’s most important trade route, the trans-Pacific, and it offers the fastest and shortest route between Asia and the United States.

“We offer more connections to interstate highways and national rail lines, along with access to 2 billion square feet of warehouse space in the region,” says port Executive Director Mario Cordero.

In 2020, Long Beach handled more than 8.1 million TEUs, the best year in its history “and to start off 2021, we’ve had our best January and February on record,” Cordero adds.

The port sees growth opportunities in markets such as Southeast Asia as well as Latin America, and eventually Long Beach would also like to see a resurgence in U.S. exports, Cordero says.

Capital improvement projects are crucial to maintaining successful and growing operations. Cordero says the port is completing “the world’s most advanced container terminal at Middle Harbor,” known as Long Beach Container Terminal.

Slated for completion later this year, this automated terminal will have 14 ship-to-shore, dual-lift cranes. Six of the cranes will be big enough to handle a 22,000 TEU ship. There will be 70 stacking cranes and 72 automated guided vehicles (AGV) at full build-out, adding an annual capacity of 3.3 million TEUs.

“In 2021, planned capital expenditures of $379 million account for 58 percent of our spending,” Cordero says. “Over the next 10 years, the port will invest $1.7 billion in infrastructure and $1 billion of that is for the development of the port’s on-dock rail capacity.”

Not surprisingly, the growth of the container business has spurred innovation in other aspects of the industry. 

California-based Blume Global, for example, has co-developed with Fenix Marine Services (FMS), a marine terminal operator at the Port of Los Angeles, a technology platform to add efficiencies to container movement. 

“This service doesn’t simply help the terminal operate more efficiently, the entire port ecosystem (ocean carrier, rail carriers, motor carriers, labor interests, logistics service providers, beneficial cargo owners) gains an advantage,” says Lincoln Pei, account manager, Blume Global. “When containers flow quickly through port complexes and marine terminals, vessel berth and rail car capacity are optimized, gate transactions are timelier, and dray carrier wait times are reduced, among other improvements,” he says.

fireclay

Soaring Construction Activities to Underscore the Global Fireclay Tiles Market Share

Exponential demand for the production of tiles, ceramics, and firebricks from the construction sector will bolster the global fireclay tiles market volume. Fireclay tiles are highly sought-after owing to their ability to resist high temperatures and thermal and chemical stresses. These tiles are prevalently used for a slew of high-temperature applications, including commercial, residential, and other industrial manufacturing settings.

An upsurge in construction activities will bode well for industry players that are vying to expand their property development portfolios. Apart from the robust construction industry growth, expansion of the food industry will also boost the market share. Additionally, the ongoing trend for sourcing environmentally friendly materials will also contribute to the business outlook.

According to Global Market Insights, Inc., the fireclay tiles market will witness appreciable gains by 2027.

The global outlook faced hardships during the COVID-19 pandemic following severe supply chain disruptions. The outbreak created a plethora of short- and long-term business challenges that led to temporary shutdown or closure of construction projects. Meanwhile, a plunge in automotive production and modest growth in the food & beverage sector also dented the outlook.

However, given the fast-growing momentum of COVID-19 vaccination campaigns, construction activities have started picking up pace. Manufacturing and construction industries are expanding at a notable pace, underscoring the demand for fireclays tiles.

The demand for fireclays will be overtly noticeable in the residential settings, fueled by a surge in home renovation activities. Besides, the construction of outdoor spaces has witnessed a notable jump as patio professionals and landscape contractors are witnessing an increased demand from consumers. It is worth noting that homeowners have upped their focus on reconfiguring or updating both their indoor and outdoor spaces.

in the line of the rising number of infrastructural projects, the construction sector is poised to be a major recipient of fireclay tiles in coming years. Most notably, the construction of stadiums and other infrastructure projects would pan well for the business forecast. For instance, the launch of the Central 70 project in Colorado and the construction of Gordie Howe International Bridge in Detroit. Infrastructure development activities like these would add fuel to the fireclay tiles industry outlook.

The Middle East and Africa market will emerge as a promising region following the rollout of new economy-boosting construction projects. Prominently, the scheduled FIFA World Cup to be hosted by Qatar in 2022 has paved the way for the development of new infrastructure, which included the stadium, airport expansions, new metro lines, and hotels. Major dynamics driving the growth of fireclay tiles are increased availability of raw materials and technological innovations to develop better composites.

Stakeholders are also expected to inject funds into the Asia Pacific fireclays tiles market to capitalize on the demand from the expanding food & beverage sector in China and India. The trend of using environmentally friendly low thermal conductivity materials will bolster the demand for fireclay tiles in the food processing sector. Furthermore, emerging economies in the region are also likely to witness increasing demand for fireclay tiles in the construction of residential and commercial buildings.

The global fireclay tiles market is competitive with players such as Fireclay Tile Inc., Gruppo Ceramiche Ricchetti, Porcelanosa Grupo, Crossville Inc. (Curran Group, Inc.), Atlas Concorde, Mulia Industrindo, Mohawk Industries, and RAK Ceramics, among several others.

These companies will potentially focus on organic and inorganic strategies such as mergers & acquisitions, product launches, R&D, innovations, and partnerships. For instance, in September of 2020, RAK Ceramics announced the up-gradation of its manufacturing line in anticipation of a shifting trend towards bigger-sized ceramic floor tiles. The company is planning to upgrade and enhance its production lines and emphasize sustainability as well.

Notable rise in construction activities and the food & beverage industry will continue to underpin the fireclay tiles industry outlook in the next few years.

pandemic

Is Your Company Designed for a Post-Pandemic Future?

Executives are under a tremendous amount of pressure in today’s post-pandemic knowledge-driven economy. They began to listen and respond to the plethora of information in the form of articles, books, and models attempting to provide effective leadership to help impact not only the productivity and profitability of the organization but also competitive advantage. This article is set in place to inspire leaders to effectively lead their companies to meet and exceed the global challenges today. It is about getting the information needed to be successful in the right hands of executives worldwide in a post-COVID world.

Today‘s post-pandemic knowledge-driven economy is placing more pressure on companies to achieve a high level of knowledge-driven performance and organizational competitiveness. There are many academic studies that focus on the organizational and managerial factors that drive knowledge-driven performance and organizational competitiveness. Knowledge is one such area that plays a critical role and is a strategic prerequisite for business success in the post-pandemic knowledge-driven economy.  Executives that manage knowledge and use it as an important driving force for business success find their organization to be more competitive and on the cutting edge in the new economic normal. For now, executives can develop conducive organizational climates that foster an atmosphere of trust and openness in which knowledge, as a driver of improved knowledge-driven performance.

This article blends scholarly concepts with real-world application and places a great deal of emphasis on the literature on organizational resources as significant indicators for knowledge-driven performance and organizational competitiveness. This also has several implications for practitioners. First, it adds to a relatively small body of business literature and develops our understanding of today’s post-pandemic knowledge-driven economy. Second, it develops a new and dynamic conception of organizational resources. Particularly, I advance the current literature on the post-pandemic knowledge-driven economy by offering novel insights into how organizational resources affect knowledge-driven performance and organizational competitiveness. Further, I show that a firm’s ability to enhance knowledge-driven performance, create competitive advantage and also recognize the global changes occurring in the post-COVID business environments and effectively respond to them can be significantly affected by organizational resources.

The Pillars of Post-Pandemic Knowledge-Driven Economy

In a post-pandemic world, the business environment is constantly changing. Knowledge is a crucial part of hypercompetitive environments. Organizations can design, copy, or update products and services easier with more adaptability than ever today. Organizations compete globally but must think locally if they expect to exceed. And new markets place demands on the roles of change leaders in organizations operating in this modern environment.

Today‘s knowledge-driven economy is placing more pressure on organizations to employ effective leaders who are capable of developing knowledge-based organizations and creating competitive advantage. Culture, structure, strategy, networks, and stakeholders are internal resources that can increasingly facilitate knowledge-driven performance and improve the search for knowledge.

Executives are now introduced to The Proposed Model

Based on an integrated framework of the above ideas and scholarly research, I depict an applicable and reliable model for executives as Figure 1. This framework of the model highlights a relationship between organizational resources and knowledge-driven performance and organizational competitiveness. In Figure 1, organizational resources have sizable impacts on knowledge-driven performance which also leads to better competitive advantage. In fact, better strategy, better culture, better structure, better networks, and better stakeholder orientation can lead to higher knowledge-driven performance and organizational competitiveness.

Figure 1: The New Proposed Framework

There are some executives that like to look at academic journals but unfortunately,  crossover literature has not reached them enough. I attempt to blend scholarly concepts with real-world application. Insufficient consideration of the impacts of organizational resources on knowledge-driven performance and organizational competitiveness has been exposed. Thus, for executives, this article can portray a more detailed picture of the effects of these organizational factors on knowledge-driven performance and organizational competitiveness that have been mentioned but not placed in a model in the past.

In Conclusion

This article raises vital questions as to how executives can successfully contribute to knowledge-driven performance and subsequently improve competitiveness at all levels of the organization and overcome threats to one’s survival as a company. It also offers practical contributions for managers at all levels of the organization. I stress that knowledge is a strategic resource for organizational portfolios in a post-pandemic world. Many organizations still implement knowledge development initiatives without sufficient consideration of their organizational resources. When executives ensure the effectiveness of organizational resources they increase knowledge-driven performance and organizational competitiveness and also lessen operational risk.

This piece suggests that five organizational factors of culture, structure, strategy, networks stakeholder orientation constitute the foundation of a supportive workplace to improve knowledge-driven performance and organizational competitiveness. The nature of the interactions between these organizational resources and knowledge-driven performance and organizational competitiveness can suggest several complementary insights for the existing business literature.

This focus is based upon the critical role of these organizational resources which allows a rich basis to understanding the mechanisms by which knowledge-driven performance and organizational competitiveness are influenced. It articulates a different approach. I simply extended the business literature by showing how executives can also contribute to knowledge-driven performance and organizational competitiveness by fostering a trust-based culture, a flexible structure, an agile strategy, and more effective networks stakeholder orientation.

These five factors coupled with knowledge-driven performance and organizational competitiveness are presented as a new approach for executive implementation.

telematics

How Will Telematics Transform the Modern Supply Chain

Today’s consumers expect goods to be delivered faster and on shorter notice than ever before. For the logistics industry, meeting these demands for greater flexibility and agility has required change, where it’s the adoption of lean logistics principles or the use of Industry 4.0 technology.

Novel telematics technology, powered by recent developments like Internet of Things (IoT) devices and artificial intelligence, are already helping the supply chain satisfy the needs of a growing and accelerating global economy.

This technology could revolutionize logistics in the near future, and here’s how.

Key Benefits and the Impact of Vehicle Telematics

One of the most significant obstacles logistics companies have faced has been the difficulty of tracking vehicle location, health and performance. New telematics technology can help businesses overcome this obstacle by vastly expanding the amount of accessible information on trucks and driver behaviors.. New telematics technology can help businesses overcome this obstacle by vastly expanding the amount of accessible information on trucks and driver behaviors.

GPS trackers can continuously track a vehicle’s location. Other telematics devices can communicate directly with internal car modules, like an engine or battery control unit. This provides a company with direct access to information on the engine health and performance of fleets.

With the speeds offered by 5G, these devices can transmit information in near real-time to the cloud, providing telematics data to the fleet owner and their business partners. The technology has a wide range of applications for logistics companies. Better knowledge of a driver’s current location and behavior can provide more accurate estimates of when a shipment will arrive.

GPS and engine data can also help businesses conform to new regulations like anti-idling laws. If a vehicle remains parked in the same place for long enough while the engine is active, the system can automatically alert the driver and log an idling event. Having a direct line to car data can also be extraordinarily helpful for technicians wanting to maximize the lifespan of fleet vehicles.

On the road, telematics systems can provide a great deal of information to drivers. Some can continuously monitor and report diagnostic trouble codes. Vehicle operators and the technician they work with can instantly know if an illuminated check engine light is caused by something like a loose gas cap or a much more serious problem.

Typically, this information is only accessible via an OBDII reader or code scanner, which may provide codes without explaining what they mean. The telematics solution makes this data more accessible and useful to non-technicians.

Early notification on potential vehicle issues can help fleet managers avoid or mitigate some of the most common maintenance issues in semitrucks and similar vehicles.

Transparency, Traceability and Data-Sharing

Telematics makes it possible to create a log of all information relevant to an order while it was in transit — where it was, what conditions it was exposed to and even the speed it was traveling while in the care of a particular driver.

As a business grows, this information can help managers coordinate an increasingly complex network of drivers, fleet headquarters and vehicles. It can also help companies improve the transparency and traceability of their logistics network.

Data gathered on drivers and shipment location can be provided to business partners, allowing them a real-time view of where critical items are while in transit. This information can also be stored for later use — like providing someone with a fuller picture of how a shipment moved from point A to point B after the fact.

In other cases, IoT can also help provide businesses with more information about how goods are shipped. IoT temperature sensors can supplement an existing telematics solution to provide real-time updates on the temp inside a vehicle.

This information can enable drivers to take quick action if storage temperatures move out of a safe range during transportation. Stored data from a particular shipment can also resolve conflicts if a product spoils while in transit. Temperature information can determine exactly when an item spoiled and more accurately pinpoint who may have been at fault. This technology can reduce the scale of recalls and prevent them from happening in the first place.

Similar devices measuring in-vehicle conditions like humidity and vibration can provide additional information to drivers and managers. This data can help them optimize storage and transportation conditions — reducing the risk that packages are damaged while in transit or sent at suboptimal conditions.

Optimizing Processes With Telematics Data

The data gathered by telematics devices can have value long after the moment in which it was generated. The rise of artificial intelligence and big data analytics means the massive amount of information produced by telematics systems can be analyzed to uncover insights that may have been impossible to find with conventional analytic approaches. This includes moment-to-moment information on driver behavior, location and engine performance.

For example, real-time information on driver routes and vehicle health can be used to create route optimization algorithms that use traffic data and driver behavior information to plan the fastest way to a destination. It could also be used to determine roadways that minimize gas consumption.

Data from deliveries can also be aggregated and used to create new planning algorithms in the long run. They can help companies develop more accurate estimates of how long a particular delivery will take based on available information like drivers available, driving behavior, traffic and weather conditions.

These improved estimates can ensure on-time deliveries and reduce the risk that a company commits to orders they cannot fill in a timely fashion.

Telematics Paves the Way for a More Efficient Supply Chain

Novel telematics technology, assisted by innovations in IoT and AI, greatly increases the amount of data that logistics companies have access to. A business can plug directly into their fleet vehicles with the right solution, allowing them access to truck health and sensor data.

Other telematics devices, like GPS trackers and temperature sensors, can provide additional information on the location of a shipment or the environmental conditions it may be in.

This information will allow businesses across the sector uncover new insights and develop algorithms that can optimize route planning and fleet management.

third party sellers

Protecting Your Brand from Third-Party Sellers and Retail Arbitrage

From its humble origins as an online bookseller, Amazon has already ridden the rise of e-commerce. According to new research, though, it’s on track to overtake Walmart as the largest retailer in the US by 2025. By then, Amazon will also account for nearly two-thirds of the estimated $1 trillion in online consumer goods sales.

For consumers, it makes sense: with one-click ordering, access to products from over 8 million sellers, fast shipping, and (often) the best price, buying on Amazon is an easy choice.

It’s not as easy for sellers, though. Yes, Amazon opens the door to millions of additional buyers, but it controls the marketplace and introduces new competitive pressure. It’s important to protect your brand on Amazon, especially from third-party sellers that can undercut your sales or damage your brand loyalty. There’s more, though: retail arbitrage is an ecommerce business model that’s growing rapidly, and it’s important to understand it and protect your brand against it. Put simply, retail arbitrage is when people buy retail products (online or in person) and resell them on Amazon and other online marketplaces for a higher profit. It’s happening all the time, to brands that are sold regularly on Amazon as well as those that are restricted—which means that they’re not to be sold on Amazon.

Because third-party sellers and retail arbitrage are widespread, you must have visibility into your product and brand portfolio. This is where the performance analytics Line Item can be essential for monitoring your e-analytics to protect your portfolio. Let’s look at why.

Amazon third-party sellers
Third-party sellers are growth drivers within a rapidly growing market. In fact, according to research from Planet Retail RNG, third-party sellers on Amazon already account for more than half of all sales—and by 2022 will account for as much as $130 billion of total gross merchandise value on the platform. This means they are a force you can’t ignore—and more sellers open accounts every day.

Before looking further at the risks, let’s define terms. First-party sellers are brand manufacturers that sell their inventory directly to Amazon. Amazon then sells to customers. Second-party sellers are Amazon suppliers that are not the product’s manufacturer; Amazon often relies on second-party sellers to buffer inventory. Third-party sellers strategically use Amazon as a marketplace for direct-to-consumer sales.

Amazon buyers may be indifferent about purchasing from these different types of sellers. But brand manufacturers are not. Think of it this way: every third-party sale of your products is a sale you lost out on. And these sales are only projected to grow. Why? It’s become very easy to resell on Amazon. All you need is an Amazon Seller account and products to sell. To make it even easier to net a profit, there are price-tracking apps that give resellers real-time info simply by scanning or entering product codes.

Third-party seller risks to your brand
Third-party sellers can cost your brand, so monitoring and acting on any activity is critical. The risks include:

-Unauthorized sales

-Price undercuts

-Losing the buy box

-Lower search results, ranks, and conversions

-Losing control of your curated detail page because of Amazon Fulfillment Center out-of-stocks

-Quality problems with selling condition

-Erosion of brand equity and consumer loyalty

Restricted brands
Amazon tries to control counterfeiting through restricting certain brands or even certain products on Amazon. But third-party sellers have found many ways around this, so even if your brand or product is restricted on Amazon, that doesn’t mean it isn’t being sold.

What brands can do about third-party activity
CPG and e-commerce brands must understand the scope of any third-party sales on Amazon and other platforms. To tightly control the supply chain, you must evaluate:

-How many resellers will your brand authorize, who are they, and on what retail sites are they selling

-Whether authorized resellers are upholding your brand, including product quality, customer service, and pricing

-If customer reviews are trending negatively, including unaddressed customer service needs that may ultimately damage consumer confidence—and your brand.

Line Item can help by identifying third-party activity as well as verifying pricing, including list price, selling price, and price undercutting. Let’s look at how Line Item can help when it comes to third-party activity on Amazon.

Line Item can help you identify new, unauthorized third-party activity on Amazon.

Line Item can track e-analytics related to item pricing, helping you understand if your products are under- or overpriced, or when a third-party seller undercuts your price.

Line Item captures e-analytics including e-tailer, review score and count, selling price and more, so you can gain visibility via a single platform into every aspect of your online sales.

Line Item can identify if your reviews are letting you down, giving you insight that can help you address brand loyalty and consumer confidence for online sales.

Line Item can tell you if out-of-stocks are hurting your revenue, helping you track inventory to retain greater control over your sales, curated detail page, and more.

With Amazon on track to take over as king of global retail, now is the time to put the right safeguards for your brand in place. It’s not just about Amazon sales; with Amazon a major driver of online sales beyond the platform, it’s about ensuring your brand viability and sales across all online channels. This is where Line Item can be a game-changer for your Amazon and online sales, helping you protect your brand from third-party seller risks and giving you e-analytics insight to grow your loyalty alongside your sales.

______________________________________________________________________

Ironbridge Software was founded in 1989 by Mike Dickenson. Mike’s unparalleled expertise and passion for technology led him to create the first-ever analytical solution for the Consumer Packaged Goods Industry

food supply

Using Technology to Improve Food Supply Chain Visibility

As they address the issues of 2020 and try to avoid repeating the same mistakes, food and beverage companies embrace more technology to help them gain higher levels of supply chain visibility. Here is how.

 

Supply chain visibility has become a hot button for corporate leaders as a result of the pandemic, which left many companies reassessing how they obtain, share, and disseminate data with their trading partners. According to PwC, visibility enables companies to know at any given time where a product is in the supply chain.

 

“This enhances decision making agility for production and distribution decisions,” PwC points out. “Food supply chain visibility is increasingly a standard expectation for consumers, especially with an emerging middle class.”

 

A Bigger Spotlight on Visibility

 

Where stockouts of critical supplies early in the pandemic—plus ongoing supply shortages—forced companies to pay more attention to this aspect of their operations in 2020, the food supply chain has always been held to a higher level of scrutiny. Pre-COVID, for example, food and beverage companies were already strengthening efforts around “farm to fork” traceability while complying with new government regulations in this area.

 

This was partly driven by the introduction of the Food Safety Modernization Act (FSMA), which in 2011 shifted the focus from “responding” to foodborne illness to “preventing” it. When it became a law, FSMA expanded the responsibility of ensuring the safety of the food supply to many different points in the global supply chain (for both human and animal food). Last year, pandemic-related challenges pushed the food industry even further down the road to securing high levels of supply chain visibility across manufacturers, farmers, distributors, restaurants, and grocers.

 

These new obstacles pushed companies to rethink their approaches to supply chain visibility, traceability, and transparency. Where in the past the most popular reaction was to increase inventory levels, this approach consumes working capital, requires extra physical space, and often leaves food companies “holding the bag” on inventory that’s perishable or in danger of expiring. Instead, companies are choosing to implement supply chain solutions such a WMS, MES and TMS that ensure a real time visibility on all inventory and advanced traceability capabilities to pinpoint the origins of a given ingredient quickly and efficiently.

 

Supply Chain, Disrupted

 

In Food Processing, Robert Swientek explains how the COVID-19 pandemic triggered panic buying and food hoarding that subsequently disrupted the world’s food supply chains. This exposed defects in the industry, leaving some store shelves empty right at a time when an oversupply of food animals crowded farms. Concurrently, goods that would normally be distributed to restaurants had no place to go due to mandatory shutdowns.

 

“The food supply chain is one of the most critical supply chains in any economy,” Adroit North America’s Richard Sides told Food Processing. “Other events have shaken the food supply chain, like tariffs and foodborne outbreaks, but COVID-19 had a greater impact because it affected the entire process—from the field to the consumer.”

 

According to Swientek, the nuts and bolts of productive supply chains can be found at the organizational level and in manufacturing plants. “Gaining a better understanding and grasp of your production capabilities, processes and data platforms, demand forecasting, procurement and sourcing and inventory management,” he writes, “can help you optimize your upstream supply chains.”

 

Now, more companies are turning to supply chain software and platforms that enable end-to-end visibility. “The pandemic has brought a renewed focus for manufacturers in making sure they are becoming more transparent and agile within their supply chain processes,” Niels Anderson writes in Food Safety Tech.

 

“They are realizing thanks to this disruption that suppliers can’t always deliver and a backup plan is crucial to keep things moving,” Anderson continues. “One option is to implement technology that helps track visibility and transparency to better assess what is needed and to offer alternative suppliers. Having supply chain transparency requires companies to know what is happening upstream in the supply chain and communicate this knowledge both internally and externally.”

 

Managing Costs and Identifying New Solutions

 

Supply chain visibility is about more than just understanding where raw materials and finished goods are at any point in the global supply chain. It’s also about becoming more efficient and profitable. In How Supply Chain Visibility Helps Restaurants Improve Their Business, CH Robinson points to supply chain visibility as being key to managing costs and identifying solutions in the food sector.

 

“While it has always been important, visibility is now an essential element of successful supply chains,” the transportation provider writes. “Insight to shipment status is only one aspect of true supply chain visibility. Complex supply chains often combine costs, which can impede clear understanding when changes to costs do occur.”

 

The transportation provider also says that the foodservice industry needs “connected” supply chains. “Simply managing the supply chain isn’t enough in today’s market,” CH Robinson adds. “As the foodservice industry continues to evolve for the future, it’s critical that the supply chain is viewed as a roadmap. Continuous improvement and ongoing supply chain optimization strategies will continue to differentiate acceptable foodservice companies from superior ones.”

 

Generix Group North America provides a series of solutions within our Supply Chain Hub product suite to create efficiencies across an entire supply chain. Our solutions are in use around the world and our experience is second-to-none. We invite you to contact us to learn more.

e-commerce customer-obsessed

5 Practical Ways to Increase E-commerce Profitability

E-commerce businesses continue to be an indispensable part of the retail industry. As more and more people continue to shop online, setting up an e-commerce store is relatively easy, especially when you have platforms like Amazon or Shopify. However, growing your e-commerce business, expanding your operations, and generating more revenue proves to be a challenge in a cutthroat industry.

It becomes harder to foster customer loyalty when there are hundreds of thousands of e-commerce stores, and it doesn’t help that customers are pickier than ever.

According to the US Census Bureau, e-commerce sales will continue to grow in the United States by a whopping 20% between 2018 and 2022 and it’s expected to reach 380 million by 2022. This is exciting news for e-commerce businesses but knowing which e-commerce stores will generate the maximum revenue during this period is unpredictable.

We’ve listed five practical ways to increase e-commerce profitability to increase your chances of generating maximum income and revenue.

1. Design a Great Website

It only takes less than a second for visitors to decide if they want to continue browsing your website or not. So, if your website does not have a clear value proposition that can hold your visitor’s attention longer, your bounce rate will be sky-high.

Effective visual communication is crucial to the performance of your e-commerce store. 80% of your visitors remember what they see on your website, while 10% never forget what they read. Pay attention to how your visitors navigate your website and use this information to improve your site navigation.

Another important factor you want to remember is the presentation of your products and services. You want to present them in a way that catches their attention and piques their interest. This could be in the form of images, videos, and website design.

Your About Us page should also catch your audience’s attention. According to Marketing Sherpa, around 7% of visitors on the Home Page click on the About Us next. And among those who click on the About Us, 33% are more likely to convert into potential customers.

2. Establish Customer Loyalty

Did you know that your existing customers are more receptive to your marketing efforts? Aside from that, they are likely to spend more money, order more frequently, and recommend your store to friends and family.

Customer churn – or losing your old customers to competitors – is a major problem among e-commerce businesses, so it’s crucial to prioritize customer loyalty when creating strategies for your marketing plan.

Focus on keeping your existing customers happy by offering discounts, loyalty cards, provide exceptional customer service, ask for feedback, and strive to continually improve. Before you may significant changes to your e-commerce website, be sure to consider your existing customers first. These strategies can help establish customer loyalty and ultimately improve your bottom line.

3. Consider Offering Subscription Products

The subscription business model has gained a lot of traction over the years. We’ve seen companies like Dollar Shave Club (razors), Blue Apron (meal kits), and Birchbox (beauty) connect with influencers to market their products.

If you’re not familiar with subscription products, here’s how it works: You offer a product or a curated set of products each month and encourage people to subscribe for a fee and receive the items.

Many people love subscription products because they love being surprised by deliveries, curating “random” or “assorted” boxes allows you to offload unsold items in your inventory, and the monthly revenue stream makes it easier for you to improve your e-commerce business.

4. Stay on Top of Your Finances

Regardless of the size of your e-commerce store, it’s important to adopt proper bookkeeping strategies. Keep records of all financial transactions and receipts and keep them organized. You can also use the best debt payoff app and bookkeeping software like QuickBooks to keep your finances in order.

5. Enhance Your Website Security Measures

Keeping your website secure should be one of your priorities. A complicated checkout process can likely expose your customers’ financial information. As a business owner, it’s your responsibility to keep your customers’ information safe. Plus, a security breach scandal is something a small business cannot afford.

Invest in professional security for your website and servers. This might cost you a significant amount upfront, but consider this purchase as a long-term investment that can help you and your customers in the long run.

Professional security services are effective in preventing data losses and hacks. A security company can also help your site in case of a malfunction.

What’s Next?

The key to running a profitable e-commerce store is to keep your customers top of mind. Structure your website in a way that’s easy to navigate. If your customers need to click 300 times to purchase something, they will likely shop with your competitor.