"Going into the family business" doesn't usually conjure thoughts of supply chain management. Yet, that's exactly the career path that third-generation SCM professional Tim Richards is traveling.
As chair of CSCMP's Young Professionals Committee, Richards is also following in the footsteps of his grandfather, father, and aunt as a leader within the organization. The Young Professionals Committee is a team created to address one of CSCMP's most important initiatives: finding new, creative ways to meet the professional needs of the "under 29" demographic. Richards recently talked about his career at family-owned States Logistics, his ideas on reaching out to young professionals, and how CSCMP can best serve the next generation of supply chain leaders.
You are truly a supply chain legacy. What was it like growing up in an SCM family?
I really didn't understand what my dad or my grandpa did until my high school years. All I knew was they did something with warehouses. During college, I began to understand and appreciate the industry they were in and discovered that I really liked it. My dad didn't push me into a career in supply chain management—I chose it on my own. Having role models like my father and my grandfather certainly didn't hurt, however.
I see that you went to college at Graceland University. Is that the same school that Elvis went to?
I get asked that question a lot. No, "The King" did not attend Graceland University. The school is actually in southern Iowa, far from Memphis and "the other Graceland." It's a great school, and I received an outstanding education there.
When did you become a member of CSCMP? Did you join first as a student and become a regular member when you graduated from college?
I joined CSCMP when I was in graduate school at Iowa State University. I also helped out on the Arrangements Committee at the 2001 annual conference in Kansas City, which gave me my first glimpse of what the conference was like.
Name: Tim Richards Title: Operations Manager Organization: States Logistics Services, Inc.
Bachelor of arts degree in business administration and marketing, Graceland University
Master of business administration degree in supply chain management, Iowa State University
President, CSCMP's Arizona Roundtable
Chair, CSCMP's Young Professionals Committee
Tell me about States Logistics Services and what you do for the company.
States Logistics Services started in 1958 as a warehousing and trucking company handling business coming out of the Port of Los Angeles/Long Beach. Since then, we have evolved into a fully integrated provider of supply chain solutions offering warehousing, distribution, transportation, and packaging services to over 200 customers.
I am the operations manager for our Arizona region, which entails overseeing the daily operations of our three distribution centers in the Phoenix area. Specifically, I work closely with all our warehouses to ensure we are operating as efficiently as possible. I work in both a sales and an operational capacity, which really go more hand in hand than a lot of people think. It's tough to sell a product when you don't know firsthand what it will take to be operationally successful.
How has your family's SCM background influenced your career?
Considerably. My grandpa started in the industry during World War II and worked hard to build a successful career. Likewise, my dad has put forth a tremendous amount of effort over the past 30 years establishing his career and making a name for himself. As I begin my own career, I realize that the bar has been set extremely high. But this only drives me to carry on my family's legacy.
How is the supply chain landscape different for you than it was for your father or your grandfather?
The three major differences that come to mind are technology, the speed of change, and the fact that we have truly become a global village. There are technological tools now available that allow us to manage supply chains much differently today than in the past. These tools have enabled us to gather more data than ever before imagined and have helped us to become leaner, faster, and more accurate. The speed at which supply chains now move is much faster than when my grandfather first started; technology makes this a reality. The other difference is the globalization of the marketplace and the economy. Companies today source material and ship products to customers all over the globe. To be successful, you must think on a global level and understand what's going on throughout the world.
What is it like to manage warehouse space in Katmandu versus Kalamazoo?
I believe that basic warehousing principles transcend borders; however, the challenges you face in Katmandu will be completely different than what you will face in Kalamazoo. Laws vary from country to country, which can make a huge difference in the way you handle a product. Employees, customers, and consignees will all have different needs and methods of operating that have to be adapted to. The bottom line is that warehousing principles may remain the same, but it is critical to adapt and understand the environment in which you operate.
How has the recent downturn in the economy affected business for you and your company?
As a third-party logistics (3PL) provider, our situation is a little different than it is for a manufacturer, say, in that, as our customers' businesses goes, so goes ours. We handle a lot of food products, which tend to be fairly recession-proof, and as a result, these customers have not suffered as much as other industries. During tough economic times, 3PLs actually see more activity as manufacturers look for ways to cut costs and streamline business processes. This is good news for us, as it gives us a chance to earn more business and show customers the value that we bring to the table.
What best practices are you employing to overcome economic challenges that may not have been in place when you first started working at States Logistics?
We always place a great deal of emphasis on best practices and efficient operations. With or without the recent economic challenges, we realize that the only product we have to sell is service. It is absolutely imperative that we are firing on all cylinders 100 percent of the time so that we continue building on our reputation as a provider of the highest quality service.
You're part of the generation of supply chain managers who grew up with computers. How is your SCM methodology different than that of the older generation?
The basic principles of SCM remain the same, but the tools we have today to execute them capture more detail, report more quickly and comprehensively, and are more agile.
How do social media such as LinkedIn and Facebook fit into your business?
These recent tools have had a huge impact on all businesses. As I fulfill my sales duties for States Logistics, social networking sites such as LinkedIn and Facebook make it so much easier for me to identify companies and individuals who may be in need of our services. As I mentioned before, we have become a global village, and nowhere is this better illustrated than a site like LinkedIn. I am constantly amazed when I'm looking for potential customers how many times I will have a connection within my network who is connected exactly to the person I want to talk to! This makes introductions so much easier and also significantly increases the chances that I will talk to the "right" person the first time. These tools have revolutionized networking.
What interested you in becoming chair of CSCMP's Young Professionals Committee, and what does the committee hope to accomplish?
I had a bit of an advantage in that I knew what CSCMP was and the value that the organization provides from an earlier age than most. I want to make sure that this value is communicated effectively to today's young professionals so they can experience that same benefits that I have.
Our committee is working to identify what today's young supply chain managers are looking for in a professional organization so that we will be their number one association choice in the industry. We are also developing a strategy to market what CSCMP already offers them so that they better understand the benefits of membership and being actively involved in the organization.
How can CSCMP most effectively reach out to students considering an SCM career and to those who have not yet chosen a career?
In my opinion, the best way is to utilize the power of CSCMP's roundtables. Through the roundtables, we can work with nearby universities to develop programs that will give students the opportunity to see what SCM is all about. From speaking in the classrooms to hosting career and job-shadow days, we can provide students with the hands-on experience they need to help them make a decision to pursue an SCM career. Students jump at the opportunity to get these kinds of experiences and appreciate them enormously. It also shows them what a great group of people is working in the profession and further underscores the value that CSCMP can provide throughout their careers.
What benefits can a professional organization like CSCMP offer to young people starting out in the SCM profession?
There are several benefits that professional organizations can offer to young people. The most valuable one is that you're immediately "plugged into" thousands of fellow SCM practitioners around the globe. This is probably more important at the beginning of one's career than at any other time, as this is when an individual begins building his or her professional network.
What communications vehicles can be used to target young professionals that may not be as effective for those over 30?
Social networking sites, such as LinkedIn, Facebook, and Twitter are going to be key for us in communicating with young managers. In general, our generation is much more comfortable with getting our information in formats such as these that may be deemed "less formal."
We have already established a CSCMP Young Professionals Facebook page, which will give all young professionals a chance to interact with one another. The beauty of something like Facebook is that the direction the discussions and topics takes is directly driven by our target market. Nothing is being pushed on them—instead they are leading their own discussion of issues that matter to them. This is something that was nearly impossible to do in the past, especially at the speed at which it happens now. If something becomes a hot topic today, you can talk about it immediately through these communication vehicles.
How can CSCMP best position itself as the best SCM organization for young professionals?
By showing an interest in young professionals, CSCMP will have a huge advantage over other SCM organizations. Young people are the future of the industry. With CSCMP delivering value to them today, we are ensuring a successful organization in the future as young professionals begin advancing in their careers and assuming leadership roles within CSCMP.
What message can CSCMP impart to CEOs that will persuade them of the advantage of having their young SCM professionals join the organization?
Young professionals are the future leaders of their companies. The amount of investment that an organization makes in these future leaders will directly correspond to the future success of these companies. CSCMP offers the critical programs, resources, and tools that young professionals need, creating the opportunities necessary for them to develop into outstanding supply chain managers.
Residents and businesses along the Florida panhandle today are keeping a close eye on Tropical Storm Helene, which is forecasted to strengthen into a major hurricane by the time it strikes the northeast Gulf Coast on Thursday.
Hurricane and storm surge watches are already in effect for that area, which could see heavy rain and flash flooding across portions of Florida, the Southeast U.S., Southern Appalachians, and the Tennessee Valley, according to predictions from the National Hurricane Center.
The storm would come a month after Hurricane Debby delivered drenching rainfall for days over Florida in August and after Hurricane Beryl hit Houston in July, knocking out power across the region.
As Helene continues to gather strength from the warm waters of the Gulf of Mexico, experts are warning that the storm’s impacts could include the Port of New Orleans, agricultural operations throughout the Southeast, and additional citrus and fruit farming business in Florida, according to a report from Everstream Analytics’ chief meteorologist Jon Davis.
From a supply chain perspective, additional disruptions could include rail and road transportation stoppages, closures of interstate highways I-10 and I-75, widespread power outages, and shutdowns of offshore energy operations in the eastern portion of the Gulf of Mexico, Davis said.
As the third potential hurricane to hit the area within as many months, the arrival of Helene shows that extreme weather events aren’t just anomalies, but rather they’re the new normal for shipping companies and port authorities, according to Frank Kenney, Director of Industry Strategy at the technology consulting firm Cleo.
To cope with that constant battering, businesses need to adopt a new mindset, he said. “The only way to keep supply chains running smoothly is to build resilience into every aspect of operations. This starts with diversifying logistics strategies. If a shipper is dependent on a single route or port, they’re setting themself up for trouble. Instead, it’s crucial to have multiple backup routes and options ready to deploy when the unexpected happens,” Kenney said.
Following that strategy, inland ports such as Savannah and Macon, Georgia, will likely gain importance in coming years since their locations offer proximity to ocean ports while also providing access to major highways and some protection from coastal flooding. “In short, the storm isn’t going away, but by embracing diversification, leveraging technology, and ensuring supply chain visibility, U.S. ports and shipping companies can stay ahead of the curve. The companies that prepare for these challenges now will be the ones that continue to thrive, no matter how extreme weather events rock the boat," Kenney said.
Container imports at U.S. ports are seeing another busy month as retailers and manufacturers hustle to get their orders into the country ahead of a potential labor strike that could stop operations at East Coast and Gulf Coast ports as soon as October 1.
Less than two weeks from now, the existing contract between the International Longshoremen’s Association (ILA) and the United States Maritime Alliance covering East and Gulf Coast ports is set to expire. With negotiations hung up on issues like wages and automation, the ILA has threatened to put its 85,000 members on strike if a new contract is not reached by then, prompting business groups like the National Retail Federation (NRF) to call for both sides to reach an agreement.
But until such an agreement is reached, importers are playing it safe and accelerating their plans. “Import levels are being impacted by concerns about the potential East and Gulf Coast port strike,” Hackett Associates Founder Ben Hackett said in a release. “This has caused some cargo owners to bring forward shipments, bumping up June-through-September imports. In addition, some importers are weighing the decision to bring forward some goods, particularly from China, that could be impacted by rising tariffs following the election.”
The stakes are high, since a potential strike would come at a sensitive time when businesses are already facing other global supply chain disruptions, according to FourKites’ Mike DeAngelis, senior director of international solutions. “We're facing a perfect storm — with the Red Sea disruptions preventing normal access to the Suez Canal and the Panama Canal’s still-reduced capacity, an ILA strike would effectively choke off major arteries of global trade,” DeAngelis said in a statement.
Although West Coast and Canadian ports would see a surge in traffic if the strike occurs, they cannot absorb all the volume from the East and Gulf Coast ports. And the influx of freight there could cause weeks, if not months-long backlogs, even after the strikes end, reshaping shipping patterns well into 2025, DeAngelis said.
With an eye on those consequences, importers are also looking at more creative contingency plans, such as turning to air freight, west coast ports, or intermodal combinations of rail and truck modes, according to less than truckload (LTL) carrier Averitt Express.
“While some importers and exporters have already rerouted shipments to West Coast ports or delayed shipping altogether, there are still significant volumes of cargo en route to the East and Gulf Coast ports that cannot be rerouted. Unfortunately, once cargo is on a vessel, it becomes virtually impossible to change its destination, leaving shippers with limited options for those shipments,” Averitt said in a release.
However, one silver lining for coping with a potential strike is that prevailing global supply chain turbulence has already prompted many U.S. companies to stock up for bad weather, said Christian Roeloffs, co-founder and CEO of Container xChange.
"While the threat of strikes looms large, it’s important to note that U.S. inventories are currently strong due to the pulling forward of orders earlier this year to avoid existing disruptions. This stockpile will act as an essential buffer, mitigating the risk of container rates spiking dramatically due to the strikes,” Roeloffs said.
In addition, forecasts for a fairly modest winter peak shopping season could take the edge off the impact of a strike. “With no significant signs of peak season demand strengthening, these strikes might not have as intense an impact as historically seen. However, the overall impact will largely depend on the duration of the strikes, with prolonged disruptions having the potential to intensify the implications for supply chains, leading to more pronounced bottlenecks and greater challenges in container availability, " he said.
A coalition of freight transport and cargo handling organizations is calling on countries to honor their existing resolutions to report the results of national container inspection programs, and for the International Maritime Organization (IMO) to publish those results.
Those two steps would help improve safety in the carriage of goods by sea, according to the Cargo Integrity Group (CIG), which is a is a partnership of industry associations seeking to raise awareness and greater uptake of the IMO/ILO/UNECE Code of Practice for Packing of Cargo Transport Units (2014) – often referred to as CTU Code.
According to the Cargo Integrity Group, member governments of the IMO adopted resolutions more than 20 years ago agreeing to conduct routine inspections of freight containers and the cargoes packed in them. But less than 5% of 167 national administrations covered by the agreement are regularly submitting the results of their inspections to IMO in publicly available form.
The low numbers of reports means that insufficient data is available for IMO or industry to draw reliable conclusions, fundamentally undermining their efforts to improve the safety and sustainability of shipments by sea, CIG said.
Meanwhile, the dangers posed by poorly packed, mis-handled, or mis-declared containerized shipments has been demonstrated again recently in a series of fires and explosions aboard container ships. Whilst the precise circumstances of those incidents remain under investigation, the Cargo Integrity Group says it is concerned that measures already in place to help identify possible weaknesses are not being fully implemented and that opportunities for improving compliance standards are being missed.
By the numbers, overall retail sales in August were up 0.1% seasonally adjusted month over month and up 2.1% unadjusted year over year. That compared with increases of 1.1% month over month and 2.9% year over year in July.
August’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.3% seasonally adjusted month over month and up 3.3% unadjusted year over year. Core retail sales were up 3.4% year over year for the first eight months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023.
“These numbers show the continued resiliency of the American consumer,” NRF Chief Economist Jack Kleinhenz said in a release. “While sales growth decelerated from last month’s pace, there is little hint of consumer spending unraveling. Households have the underpinnings to spend as recent wage gains have outpaced inflation even though payroll growth saw a slowdown in July and August. Easing inflation is providing added spending capacity to cost-weary shoppers and the interest rate cuts expected to come from the Fed should help create a more positive environment for consumers in the future.”
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”