John Lash heads up Product Strategy at e2open. Previously, he led Product Marketing, including analyst relations, competitive intelligence, and ESG-related product initiatives. Lash has held leadership positions in environmental sustainability, high-tech, and data communications industries, with over 30 years of experience in business development, strategy, sales, marketing, and mergers and acquisitions.
The only constant is change. To this end, it’s important for companies to keep up-to-date on geopolitical issues and legislation that could impact their supply chains. The Americas Trade and Investment Act is a new bill introduced by Senators Bill Cassidy and Michael Bennet that aims to reduce trade dependency with China, strengthen relations with Western Hemisphere countries, encourage a circular apparel industry, and lessen exposure to forced labor. If passed, the Americas Act would be the latest change in the U.S.’s complicated and fluid trade relationship with China. It also presents opportunities for more ethical sourcing and a new circular domestic textiles industry. Sounds promising, but will it deliver?
To answer this question, let's wind back the clock to consider where the U.S. is at today. During the past three decades, outsourced production, containerization, and favorable trade policies ushered in an era of globalization. Low-cost goods brought tremendous benefits to people and nations alike, to the point where consumers are now a main driver of the economy. Case in point, in the U.S., roughly two-thirds of the gross domestic product (GDP) comes from consumer spending. As brands outsourced production to make low-cost goods, China emerged as the world's manufacturing powerhouse, especially in the apparel, high-tech, and semiconductor industries.
In the apparel and footwear sector, the sheer scale of Chinese manufacturing and supply chain infrastructure led to a step-change in efficiency that was irresistible for many Western brands. Reliably available low-cost items fundamentally changed consumer expectations, reset the norm, and paved the way for fast fashion.
However, this trajectory has been shadowed by mounting national security concerns, geopolitical tensions, and a drive toward greater sustainability and more ethical sourcing. These forces have given rise to initiatives like the Americas Act and are signaling a shift towards more regional and sustainable production.
Promoting reshoring and nearshoring
At its core, the Americas Act is designed to reduce U.S. dependence on foreign adversaries by promoting reshoring/nearshoring away from China and strengthening trade ties with Western Hemisphere countries. The act seeks to bring jobs, wealth, and regional stability to the Americas region, increasing the standard of living in Latin American countries and reducing the appeal of migration to the U.S. This inherent immigration aspect makes it politically appealing, even in a divided Congress. The act also intends to be cost-neutral and self-funded by closing the de minimus loophole, which currently lets cheap goods from China evade tariffs. As such, this act provides multiple wins politically.
The primary mechanism of the Americas Act is to expand eligibility for the United States–Mexico–Canada Agreement (USMCA) to include countries in Central and South America. It also includes $70 billion of loans, grants, tax incentives, and investments to promote reshoring/nearshoring away from China.
Is this likely to change trade dynamics with China?
When it comes to reducing dependence on China, will the Americas Act shift the needle? The simple answer is yes, but not on its own. While this type of policy is an important step in the right direction, it won't be enough.
The act will definitely promote trade between the U.S. and Western Hemisphere countries by spurring more investment in regional production and strengthening supply chains. However, even if the program eventually doubles or triples trade between the United States and Central and Southern American countries, it would have a limited impact on reducing the U.S.’s dependence on China anytime soon.
Regarding U.S. textile imports, only three of the top 15 export countries are in the Western Hemisphere, and these three countries only represent 7% of imports, compared to 74% from Asian countries. Moreover, two of those three countries, Mexico and Canada, are already part of the USMCA. While they would benefit from funding to grow operations, they would not be new country additions to the trade agreement. Honduras is the only new country in the top 15 that qualifies for entry via the Americas Act, with textile and apparel imports of roughly 4% of China.
Even if every country in the Western Hemisphere signed on and doubled their exports of goods to the U.S., it would barely dent the trade from China.
Days of easy globalization are over
While investment in reshoring/nearshoring willhelp make the U.S. less dependent on Chinese manufacturing, unwinding decades of established infrastructure and gearing up production, supply chains, and skilled workforces in new countries will take decades. Just as it took years of policy to promote coupling between China and the United States, decoupling those relationships will also take a long time. Furthermore, the decoupling process is complicated by these times of volatility and rising geopolitical tension.
Transitioning from today’s complex interdependent supply chains will require considerable policy adjustments beyond the Americas Act, including new proposals to strengthen trade with top non-Chinese Asian exporting countries, which comprise most of the U.S.’s imports.
One thing is for sure: This act is yet another telltale sign that the days of "easy" globalization are over.
Incentives for circularity and ethical trade
In addition to the political aspects, the act directs $14 billion—one-fifth of the proposed funding—toward promoting circularity in domestic textiles, apparel, and footwear industries. Circularity, also known as reuse and recycling, is an important means to reduce the high levels of landfill waste, emissions, and freshwater consumption associated with the industry.
Additionally, to foster ethical supply chains, the act includes $750 million in funding over five years to strengthen U.S. Customs and Border Protection's power to crack down on goods made by forced labor in Chinese factories through the Uyghur Forced Labor Prevention Act.
New opportunity for a circular apparel economy
Circular policies that support reuse and recycling offer undeniable economic benefits, regardless of trade politics. It reduces raw materials and extraction/processing costs per unit, letting you make more with less. In an era of supply constraints and limited materials, making smarter decisions about using and reusing resources is important to ensure we can provide housing, clothing, and food for more people at lower costs.
Regarding apparel and footwear, reusing textile fibers also reduces emissions, water use, deforestation, and biodiversity loss. It's a win-win all around: lowering costs and promoting growth, helping brands realize net-zero goals, and offering consumers more sustainable options.
Policy and incentives to promote circularity in textiles, like those in the act, will be instrumental in establishing reuse and recycling programs. However, results won't happen overnight. It will take time for the industry to ramp up at scale and even more time to change consumer behavior. For example, when did you last bring an old shirt or sock with a hole to a fiber recycling bin? Many consumers likely don't know where to find a fiber bin, let alone are actively using one.
Net-positive change
Despite these complexities, the Americas Act offers tangible benefits to the U.S., Western Hemisphere nations, and the apparel industry at large. It's part of a larger shift underway toward a more regional type of globalization than in prior decades, with more sustainable and circular practices and a more ethical supply chain free of forced labor—one in which apparel plays center stage.
Long story short, if passed, the Americas Act is an important step in the right direction. The one caveat is not to count on it as a silver bullet but rather one of several deliberate actions to create a meaningful and positive change.
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote presentation on day two of EDGE 2024, a supply chain conference sponsored by the Council of Supply Chain Management Professionals (CSCMP), being held in Nashville this week. He described Mattel’s journey to transform its business and its supply chain amid surging demand for Barbie-branded items following the success of the Barbie movie last year.
Isaias discussed the transformation on two fronts: Commercially, through the revitalization of its brands that began years ago, and logistically, through a supply chain strategy focused on effectiveness and cost leadership.
Today, Mattel makes millions of toys and is steadily moving beyond the toy aisle with its franchise mindset, becoming a major entertainment company as well. Isaias told the audience Mattel currently has two films in production and 14 others in development, and its television studios business has 13 series’ in production with more than 35 in development.
And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation. For the full story on Mattel’s transformation, see our feature story from this past summer.
And Isaias left the EDGE audience with five lessons he learned from his experience in leading change:
The business is our boss;
Don’t delegate complexity;
Take bad news well;
Be fair and take care of people;
Lead the execution.
CSCMP’s EDGE 2024 conference runs through Wednesday, October 2, at Nashville’s Gaylord Opryland Hotel & Convention Center.
Confronted with the closed ports, most companies can either route their imports to standard East Coast destinations and wait for the strike to clear, or else re-route those containers to West Coast sites, incurring a three week delay for extra sailing time plus another week required to truck those goods back east, Ron said in an interview at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
However, Uber Freight says its latest platform updates offer a series of mitigation options, including alternative routings, pre-booked allocation and volume during peak season, and providing daily visibility reports on shipments impacted by routings via U.S. east and gulf coast ports. And Ron said the company can also leverage its pool of some 2.3 million truck drivers who have downloaded its smartphone app, targeting them with freight hauling opportunities in the affected regions by pricing those loads “appropriately” through its surge-pricing model.
“If this [strike] continues a month, we will see severe disruptions,” Ron said. “So we can offer them alternatives. We say, if one door is closed, we can open another door? But even with that, there are no magic solutions.”
Turning around a failing warehouse operation demands a similar methodology to how emergency room doctors triage troubled patients at the hospital, a speaker said today in a session at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
There are many reasons that a warehouse might start to miss its targets, such as a sudden volume increase or a new IT system implementation gone wrong, said Adri McCaskill, general manager for iPlan’s Warehouse Management business unit. But whatever the cause, the basic rescue strategy is the same: “Just like medicine, you do triage,” she said. “The most life-threatening problem we try to solve first. And only then, once we’ve stopped the bleeding, we can move on.”
In McCaskill’s comparison, just as a doctor might have to break some ribs through energetic CPR to get a patient’s heart beating again, a failing warehouse might need to recover by “breaking some ribs” in a business sense, such as making management changes or stock write-downs.
Once the business has made some stopgap solutions to “stop the bleeding,” it can proceed to a disciplined recovery, she said. And to reach their final goal, managers can use the classic tools of people, process, and technology to improve what she called the three most important key performance indicators (KPIs): on time in full (OTIF), inventory accuracy, and staff turnover.
CSCMP EDGE attendees gathered Tuesday afternoon for an update and outlook on the truckload (TL) market, which is on the upswing following the longest down cycle in recorded history. Kevin Adamik of RXO (formerly Coyote Logistics), offered an overview of truckload market cycles, highlighting major trends from the recent freight recession and providing an update on where the TL cycle is now.
EDGE 2024, sponsored by the Council of Supply Chain Management Professionals (CSCMP), is taking place this week in Nashville.
Citing data from the Coyote Curve index (which measures year-over-year changes in spot market rates) and other sources, Adamik outlined the dynamics of the TL market. He explained that the last cycle—which lasted from about 2019 to 2024—was longer than the typical three to four-year market cycle, marked by volatile conditions spurred by the Covid-19 pandemic. That cycle is behind us now, he said, adding that the market has reached equilibrium and is headed toward an inflationary environment.
Adamik also told attendees that he expects the new TL cycle to be marked by far less volatility, with a return to more typical conditions. And he offered a slate of supply and demand trends to note as the industry moves into the new cycle.
Supply trends include:
Carrier operating authorities are declining;
Employment in the trucking industry is declining;
Private fleets have expanded, but the expansion has stopped;
Truckload orders are falling.
Demand trends include:
Consumer spending is stable, but is still more service-centric and less goods-intensive;
After a steep decline, imports are on the rise;
Freight volumes have been sluggish but are showing signs of life.
CSCMP EDGE runs through Wednesday, October 2, at Nashville’s Gaylord Opryland Hotel & Resort.
The relationship between shippers and third-party logistics services providers (3PLs) is at the core of successful supply chain management—so getting that relationship right is vital. A panel of industry experts from both sides of the aisle weighed in on what it takes to create strong 3PL/shipper partnerships on day two of the CSCMP EDGE conference, being held this week in Nashville.
Trust, empathy, and transparency ranked high on the list of key elements required for success in all aspects of the partnership, but there are some specifics for each step of the journey. The panel recommended a handful of actions that should take place early on, including:
Establish relationships.
For 3PLs, understand and get to the heart of the shipper’s data.
Also for 3PLs: Understand the shipper’s reason for outsourcing to a 3PL, along with the shipper’s ultimate goals.
Understand company cultures and be sure they align.
Nurture long-term relationships with good communication.
For shippers, be transparent so that the 3PL fully understands your business.
And there are also some “non-negotiables” when it comes to managing the relationship:
3PLs must demonstrate their commitment to engaging with the shipper’s personnel.
3PLs must also demonstrate their commitment to process discipline, continuous improvement, and innovation.
Shippers should ensure that they understand the 3PL’s demonstrated implementation capabilities—ask to visit established clients.
Trust—which takes longer to establish than both sides may expect.
EDGE 2024 is sponsored by the Council of Supply Chain Management Professionals (CSCMP) and runs through Wednesday, October 2, at the Gaylord Opryland Resort & Convention Center in Nashville.