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.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
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 on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows 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.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.