The United States has a choice: Invest now in infrastructure and make it a powerful tool for development, or ignore it and watch our roads, bridges, and ports become a roadblock to business success.
Janet Kavinoky is the director of transportation infrastructure at the U.S. Chamber of Commerce and executive director of the Chamber-led Americans For Transportation Mobility Coalition.
Infrastructure provides American businesses with opportunities to grow and compete, but at the same time, it can be a risk, a limitation, or even a roadblock.
When it fails—a bridge collapses, a water main breaks, there is a blackout, or the Internet is unavailable—there is an acute awareness of the importance of infrastructure to business and the economy. And yet, in the United States, there is a lack of ongoing, sustained attention to maintaining, modernizing, and expanding infrastructure in general—and transportation infrastructure in particular.
The need for greater investment in transportation will become apparent as the economy recovers and demands for goods and services grow. Supply chain professionals will find it harder to move more and more goods, information, and people through the transportation system. With increased economic activity will come congestion, which translates to more risk, more unpredictability, and more cost.
The recovery won't be the only source of economic growth. An increase in exports will also add to the amount of goods moving through our supply chains.
In January, Tom Donohue, the president and CEO of the U.S. Chamber of Commerce, called for a doubling of U.S. exports within five years; that is a goal that President Obama also embraced in his State of the Union address. As the U.S. economy increases its focus on exporting to the 95 percent of consumers who live beyond U.S. borders, more and more goods will have to squeeze through the supply chain.
The rationale for expanding exports is clear: We cannot rely on domestic consumption (private or public) to generate more demand for the goods and services we produce. The American consumer has been cutting back and directing more income toward savings, and the federal government faces an unsustainable budget deficit equivalent to roughly 10 percent of U.S. gross domestic product (GDP) this year.
But is the U.S. transportation network ready for a doubling of exports? The answer clearly is no. There is not enough capacity to safely, quickly, reliably, and cost-effectively move goods to markets at that level of demand. In fact, before the recession, every transportation mode except the inland waterways system was already reaching its capacity limits in hot spots around the country.
Longer term, there is no plan for a coherent, rational, balanced transportation system that will support the economic activity associated with both an increase in U.S. population of 100 million by 2050 and increased exports. Instead, the Obama administration is overwhelmingly focused on neighborhoodlevel transportation challenges—a strategy with popular appeal—even as global economic competition gets more heated. Politically it does make sense, because "freight doesn't vote," and it is difficult to put a compelling face on the needs of supply chains.
A better argument
The arguments that infrastructure proponents have used for years have not resulted in action by Washington. Statements such as, "Lack of attention to transportation has real ramifications for America's competitiveness and economic health"; "Highway congestion in metropolitan areas is costing Americans $87 billion in lost productivity every year"; or "Infrastructure investment creates and sustains jobs and drives local economic growth" aren't enough to get transportation infrastructure on any list of priorities, much less near the top.
The real challenge is making those statements come alive by showing when and where U.S. businesses are hampered by the condition and performance of its transportation system. Legislators, regulators, and policy makers are asking for credible, evidence- based research that makes abundantly clear the relationship between infrastructure and the economy. In response, the Chamber is developing Infrastructure Productivity Indexes that together will:
Define what businesses need from infrastructure in order to grow and succeed (as opposed to what government thinks is important).
Look across categories of infrastructure and consider their relationships.
Correlate infrastructure performance to economic growth. Historically, calculations have focused on expenditures, jobs, or local economic development.
The indexes will also show that infrastructure doesn't have to be a problem. Rather, it can be a powerful tool for economic development and offer a competitive advantage to U.S. business. (For more information on the project, see the sidebar on "How you can help.")
In the near term, the project's findings will be used to shape legislation pending in Congress. In the future, these indexes will help the Chamber write the "business plan" for infrastructure—making recommendations on how to drive investment priorities, remove barriers to getting projects done, and boost public and private investment levels.
For too long, the United States has failed to make infrastructure a priority, relying instead on the investments made decades ago. As a result, our transportation network is deteriorating and will begin to buckle under the economic recovery. Supply chain professionals can help the country move toward a comprehensive plan to build, maintain, and fund a 21st-century infrastructure. There is no more time for delay.
How you can help
Supply chain professionals are invited to help the U.S. Chamber of Commerce shape its Infrastructure Productivity Indexes. To identify which measures to include in the indexes, the Chamber is endeavoring to answer questions such as:
What are the day-to-day problems with infrastructure that leach productivity out of business?
How do organizations "work around" infrastructure, and what problems are they compensating for?
Would costs be lower or opportunities greater if those accommodations weren't required?
What would be the infrastructure-related risks to business strategies in key economic sectors?
Which infrastructure-related factors determine business location?
If businesses could decide what capital investments to make in infrastructure, what would they prioritize?
Here's how you can help answer these questions:
1. Participate in a telephone interview. The Chamber needs companies' insights and anecdotes to help make the nation's infrastructure challenges tangible to state and federal decision makers. C-suite executives, supply chain managers, sustainability directors, and those whose business revenues or costs are driven by how well infrastructure works can participate in brief, confidential phone interviews.
2. Take part in online surveys. The U.S. Chamber will also deploy a comprehensive electronic survey to ensure that the Infrastructure Productivity Index is reflective of its diverse membership's perspectives.
3. Get involved with the U.S. Chamber's "Let's Rebuild America" efforts, which focus on infrastructure. Sign up at www.letsrebuildamerica.com for updates on important developments, invitations to conference calls on legislative and regulatory issues, and information about events (many of which are webcast for free).
To learn more about this groundbreaking research, or if you are interested in participating in phone interviews or surveys, please contact Janet Kavinoky at (202) 463-5871 or jkavinoky@uschamber.com.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.