<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/" > <channel> <title>Business Strategy Archives - DG&A Freight Consultants</title> <atom:link href="https://www.dantranscon.com/tag/business-strategy/feed/" rel="self" type="application/rss+xml" /> <link>https://www.dantranscon.com/tag/business-strategy/</link> <description></description> <lastBuildDate>Fri, 01 Nov 2024 18:59:26 +0000</lastBuildDate> <language>en-CA</language> <sy:updatePeriod> hourly </sy:updatePeriod> <sy:updateFrequency> 1 </sy:updateFrequency> <generator>https://wordpress.org/?v=6.7.2</generator> <image> <url>https://www.dantranscon.com/wp-content/uploads/2024/05/cropped-android-chrome-512x512-1-32x32.png</url> <title>Business Strategy Archives - DG&A Freight Consultants</title> <link>https://www.dantranscon.com/tag/business-strategy/</link> <width>32</width> <height>32</height> </image> <item> <title>How will the U.S. election impact Shippers and Carriers?</title> <link>https://www.dantranscon.com/how-will-the-u-s-election-impact-shippers-and-carriers/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Fri, 01 Nov 2024 18:59:26 +0000</pubDate> <category><![CDATA[Uncategorized]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[economy]]></category> <category><![CDATA[Finance and Transportation]]></category> <category><![CDATA[financial management]]></category> <category><![CDATA[Freight]]></category> <category><![CDATA[freight costs]]></category> <category><![CDATA[Freight Management]]></category> <category><![CDATA[freight rates,]]></category> <category><![CDATA[freight transportation]]></category> <category><![CDATA[future of freight industry]]></category> <category><![CDATA[Transportation]]></category> <category><![CDATA[Trucking]]></category> <category><![CDATA[US Economy]]></category> <guid isPermaLink="false">https://www.dantranscon.com/?p=2187</guid> <description><![CDATA[<p>The U.S Federal Reserve cut interest rates in September by a half point for the first time in four years and is expected to lower interest rates at their meetings on Nov. 6-7. This interest rate cut comes as inflation is down to 2.4% in the United States. These levels of inflation and interest rates […]</p> <p>The post <a href="https://www.dantranscon.com/how-will-the-u-s-election-impact-shippers-and-carriers/">How will the U.S. election impact Shippers and Carriers?</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p>The U.S Federal Reserve cut interest rates in September by a half point for the first time in four years and is expected to lower interest rates at their meetings on Nov. 6-7. This interest rate cut comes as inflation is down to 2.4% in the United States. These levels of inflation and interest rates are a marked improvement from what we have experienced over the past two years.</p> <p>However, there were only 12,000 net new non-farm jobs created in the United States in October 2024. While this may be partially related to the major climate events and the Boeing strike, this begs the question as to whether this was a unique month or indicative of a slowing U.S. economy. The U.S. election is just a few days away.</p> <p><strong>What economic changes can we expect because of the election in the United States? </strong></p> <p>It is likely that the Fed will continue to lower interest rates to avoid a recession and a “hard landing”. The hope is that this will minimize reductions in employment levels and maintain staffing levels during a possible slowdown.</p> <p>Both Vice President Kamala Harris and former President Trump have been proposing a range of changes to entice voters to cast their ballot for them. Their ability to initiate changes will depend on which party or parties gain control of the House and Senate.</p> <p>The economy and market don’t march to the president’s or the House or Senate’s drum, particularly if different parties control the different branches of government. Other factors such as campaign promises, politics, or world events can take precedence. Many campaign proposals don’t make their way into law, presidential executive orders, or bureaucratic rulemaking, because of the checks and balances built into the two systems.</p> <p>Trump proposes extending tariffs on a broad range of goods with a sixty percent tariff on goods from China. If Trump is elected and additional tariffs are introduced, this will likely raise prices on many imported goods and be inflationary.</p> <p>He also proposes extending the low tax provisions in the Tax Cuts and Jobs Act beyond the year-end 2025 sunset date, regardless of household income, including tax rates on individuals, estates, capital gains, and dividend income, among other provisions. He seeks to eliminate partial income taxation on Social Security retirement payments. Note: To pass in the Senate with 51 votes (reconciliation process, no filibuster), the tax package cannot increase the deficit beyond a multiyear budget window, as assessed by government scoring entities. Trump would likely seek to have any additional tariff revenue estimates factored into the calculations.</p> <p>Harris proposes to extend the low tax rates for most taxpayers but is in favor of raising taxes on households with incomes above $400,000 per year and increasing the long-term capital gains tax to 28 percent from 20 percent for those earning $1 million per year or more. She would boost the TCJA child and small business tax credits and would introduce a new tax credit for certain first-time homebuyers. The question is whether the supply of housing will match a potential increase in demand.</p> <p>Harris advocates raising the corporate tax rate to 28 percent from 21 percent, which is lower than the pre-TCJA tax rate of 35 percent. While Trump had previously advocated lowering the corporate rate to at least 20 percent, more recently he proposed reducing the rate to 15 percent for companies that manufacture goods in the U.S., with some restrictions.</p> <p><strong>What do these proposed changes mean for Shippers and Carriers?</strong></p> <p>Bob Costello, Chief Economist at the American Trucking Associations described the current market conditions at a recent industry breakfast as “rebalancing pains”. He pointed out that the general economy has been slowing despite its overall resilience but also anticipates that the main drivers of truck freight aren’t going to get much worse.</p> <p>Costello stated that “The Fed will continue to decrease interest rates at a moderate pace. That will all help, just understand two things: It takes a long time for both increases in the fed funds rate and decreases to work their way through the economy, and mortgage rates have already fallen a fair amount. So that’s going to slow or go down at a slower pace”.</p> <p>Costello expects the trucking industry to slowly start improving rather than seeing a boom in activity. The October job growth figures would further support this statement. Trucking conditions continue to improve, according to FTR’s Trucking Conditions Index. That’s largely driven by falling diesel prices, as freight conditions remain tough. There is far more equipment than there is cargo to carry.</p> <p>“I do think supply is coming out, but there’s got to be more, and I think more will be coming even if freight picks up a little bit,” Costello said. This theme was supported by Craig Fuller, Founder and CEO of FreightWaves, in Friday’s “State of Freight – Election Special”. In September, there were 1,300 carriers that exited the market for the third straight month. New carrier entries, meanwhile, declined by 5.1%.</p> <p>In 2025, rising freight rates will likely stabilize the market, with older trucking companies better positioned to stay afloat. “Trucking is en route to more favorable conditions next year, but the road remains bumpy as both freight volume and capacity utilization are still soft, keeping rates weak,” said Avery Vise, FTR’s vice-president of trucking. “Our forecasts continue to show the truck freight market starting to favor carriers modestly before the second quarter of next year”.</p> <p>As the freight market rebalances, shippers need to focus on those carriers that are best equipped to meet their needs and to conduct their carrier procurement exercises to negotiate favorable multi-year freight rates before inflationary pressures return.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>X</strong> (formerly Twitter)<strong> @DanGoodwill</strong> and join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong>. If you are looking for ways to improve the effectiveness of your freight management processes, to save money on freight, or to conduct a freight bid, contact me at dan@dantranscon.com.</p> <p> </p> <p>The post <a href="https://www.dantranscon.com/how-will-the-u-s-election-impact-shippers-and-carriers/">How will the U.S. election impact Shippers and Carriers?</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>Freight Transportation – the Road Ahead in 2024</title> <link>https://www.dantranscon.com/freight-transportation-the-road-ahead-in-2024-2/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Fri, 26 Jan 2024 21:49:58 +0000</pubDate> <category><![CDATA[Economy]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[economic outlook]]></category> <category><![CDATA[Freight Management]]></category> <category><![CDATA[freight RFP]]></category> <category><![CDATA[Reshoring]]></category> <guid isPermaLink="false">https://www.dantranscon.com/freight-transportation-the-road-ahead-in-2024-2/</guid> <description><![CDATA[<p>The year 2023 was a challenging one for those involved in the freight transportation industry. Here are some of the major forces shaping 2024. Supply and Demand are Moving Toward Equilibrium Many industry experts used the term Freight Recession to describe the state of the industry in 2023. There is no doubt that there was […]</p> <p>The post <a href="https://www.dantranscon.com/freight-transportation-the-road-ahead-in-2024-2/">Freight Transportation – the Road Ahead in 2024</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p>The year 2023 was a challenging one for those involved in the freight transportation industry. Here are some of the major forces shaping 2024.</p> <p><strong>Supply and Demand are Moving Toward Equilibrium </strong></p> <p>Many industry experts used the term Freight Recession to describe the state of the industry in 2023. There is no doubt that there was excess truck capacity in 2023, a carryover from the freight boom during the early stages of the pandemic. As consumers shifted their financial resources in 2023 from buying goods to purchasing travel and services, trucking companies expanded their fleets, creating the disconnect.</p> <p>It is also clear that an uptick in inflation, caused by higher interest rates and a rise in the prices of food, gasoline and other products put a damper on demand. However, many citizens experienced an increase in compensation. Consumer spending remained solid and consumer confidence is high at the beginning of the New Year. The Freight Recession was really a Carrier Capacity Surplus, too many trucks chasing too little freight.</p> <p>Freightwaves is calling for a rapid “burn-off” in fleet capacity as excess trucking companies exit the market. Freight rates will likely stabilize in the latter half of this year. John Larkin, operating partner at Clarendon Capital, mentioned in yesterday’s Freight Market Outlook, that “low freight rates are causing some carriers to fail, downsize or reposition”. Interest rate hikes have slowed demand for housing and autos.</p> <p><strong>The Inventory Replenishment Process Will Drive Growth </strong></p> <p>An end to a prolonged disconnect between supply and demand could be approaching sooner than some investors may think. This was recently predicted by one equities analyst, Morgan Stanley (NYSE: MS) analyst Ravi Shanker.</p> <p>It is largely centered on the need for inventories to be replenished after companies have spent the last few quarters drawing down overstocked levels. “Shippers continue to remain on reorder ‘strike’ while they wait for stronger signals or more favorable conditions on macro but while destocking at the same time, which could lead to everyone wanting to restock at the same time, when the coast clears (or they run out of inventory)”.</p> <p><strong>Cost Management will be a Key Initiative for Many Companies in 2024 </strong></p> <p>The rapidly rising costs of goods and services is forcing companies to revisit their cost structure, their procurement and budgeting processes, and the effectiveness of their cost management tools. The need for effective cost management is manifesting itself in the layoff notices being issued in a range of companies. It is driving companies to revitalize their bid processes and to examine their partnerships with customers, employees, and vendors.</p> <p>Another key element of cost management is technology. Trucking companies are exploring data analytics and dynamic route optimization to reduce costs and improve driver safety.</p> <p><strong>A Set of Unpredictable Geopolitical Events May Shape 2024 </strong></p> <p>There is a set of variables that are beyond the control of most companies. The impact of these variables must be closely monitored. It’s an election year in 40 countries, including the United States. These elections impact 2 billion of the world’s citizens. The full impact of these elections will likely be felt in succeeding years.</p> <p>A set of unpredictable geopolitical events may shape 2024 – war in Ukraine, war in Gaza, ships being attacked in the Red Sea. These events “could disrupt global supply chains in unexpected ways”. Here are some of the possible impacts.</p> <p> Shippers may be driven to reroute freight or source locally, when possible.</p> <p> This could push up freight and insurance rates.</p> <p> They could dampen the willingness of supply chain managers to take risks.</p> <p> They could produce an increase in Reshoring and Nearshoring.</p> <p>In addition to this set of issues, there are potential health and climate disruptions that could create turmoil in supply chains and transportation operations. Buckle up for a very turbulent 2024.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>X</strong> (formerly Twitter) <strong>@DanGoodwill</strong> and join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong>. If you are looking for ways to improve the effectiveness of your freight management processes or to save money on freight, contact me at dan@dantranscon.com.</p> <p>The post <a href="https://www.dantranscon.com/freight-transportation-the-road-ahead-in-2024-2/">Freight Transportation – the Road Ahead in 2024</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>Transportation Executives Must Now Consider Geopolitics in Their Planning Efforts</title> <link>https://www.dantranscon.com/transportation-executives-must-now-consider-geopolitics-in-their-planning-efforts-2/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Fri, 24 Nov 2023 21:11:09 +0000</pubDate> <category><![CDATA[Economy]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[economy]]></category> <category><![CDATA[Geopolitics]]></category> <category><![CDATA[shipping]]></category> <category><![CDATA[supply chain management]]></category> <guid isPermaLink="false">https://www.dantranscon.com/transportation-executives-must-now-consider-geopolitics-in-their-planning-efforts-2/</guid> <description><![CDATA[<p> For many years, Transportation executives have had to consider a range of variables in crafting their supply chain strategies. These variables have included the economy, carrier capacity, customer demand, interest rates, inflation, climate change, technology, energy costs, Ecommerce strategy, and availability of raw materials. While geopolitical issues such as trade policies with NAFTA countries, the […]</p> <p>The post <a href="https://www.dantranscon.com/transportation-executives-must-now-consider-geopolitics-in-their-planning-efforts-2/">Transportation Executives Must Now Consider Geopolitics in Their Planning Efforts</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img fetchpriority="high" decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2023/11/b2ap3_thumbnail_dreamstime_l_167033250_20231124-161158_1.jpg" alt="b2ap3_thumbnail_dreamstime_l_167033250_20231124-161158_1.jpg" width="477" height="318" style="display: block; margin-left: auto; margin-right: auto;" title="b2ap3_thumbnail_dreamstime_l_167033250_20231124-161158_1.jpg"></p> <p> For many years, Transportation executives have had to consider a range of variables in crafting their supply chain strategies. These variables have included the economy, carrier capacity, customer demand, interest rates, inflation, climate change, technology, energy costs, Ecommerce strategy, and availability of raw materials.</p> <p>While geopolitical issues such as trade policies with NAFTA countries, the European Union and China have been having impacts on supply chains in the United States and Canada for the past several decades, transportation executives have been able to largely focus on domestic matters.</p> <p>This has changed dramatically over the past year. A number of geopolitical forces are shaping strategies in board rooms throughout North America and internationally. They include:</p> <p><strong>1. The War in Ukraine </strong></p> <p>The war in Ukraine is now well into its second year. It has had significant impacts well beyond Russia and Ukraine. Ukraine is an important food supplier, particularly to African nations. Should the west, particularly the United States, not continue to support Ukraine financially and militarily at the required levels, this could result in not just the takeover of Ukraine by Russia, but the expansion of Russia’s incursions into other European nations.</p> <p><strong>2. The War in the Middle East </strong></p> <p>The incursion by Hamas into Israel took place on October 7 of this year and it has already had major effects throughout much of the world. Much of the Middle East is impacted by this war. The evolution of the war may undo some of Abraham Accords and delay the advancement of an Israeli/Saudi agreement. The war is, of course, having major impacts on Israel and Gaza. The Israeli economy is being impacted by having 8% of its citizens serving in the military. Gaza is being devastated by the daily bombing that has been taking place.</p> <p><strong>3. The rise of Anti-Semitism, Anti-Zionism and Anti-Palestinian Forces </strong></p> <p>The war in the Middle East has also triggered a rise in hate crimes and hate speech in many parts of the world. This is being manifested in assaults on people, schools, businesses, and other institutions.</p> <p><strong>4. China’s Political and Economic Agenda </strong></p> <p>President Xi, now China’s leader for life, has been flexing his political muscle and has been aligning himself and his country with Russia (and Iran). His country’s policies have made it increasingly difficult for foreign countries to conduct their commercial operations in China. President Xi is also positioning his country towards a takeover of Taiwan. While these forces are taking place, the Chinese economy is faltering. The world is watching to see if last week’s meeting between President Xi, President Biden and other world leaders will produce any softening in China’s international relations and business climate.</p> <p><strong>5. Health Issues </strong></p> <p>The arrival of Covid-19 had a major impact on the world’s economies and citizens, and on freight transportation over the past few years. This fall we are facing a combination of Covid, the Flu and RSV, a nasty respiratory illness that is most impactful on children and seniors. Only 15% of Americans have received a booster shot for Covid. It remains to be seen how these viruses will play out on North American citizens over the coming years.</p> <p><strong>6. Elections </strong></p> <p>There are 40 national elections scheduled for this year. These elections represent approximately 41% of the world’s population and 42% of the world’s gross domestic product. One of the most important elections next year is in the United States where two unpopular candidates, Joe Biden and Donald Trump, will likely face off in a repeat of their contest three years ago. Trump is threatening to reach an agreement with Russia on the Ukraine situation and undo some of the democratic processes in place in America. There are also consequential elections in countries such as India, that many countries covet as a trading partner due to its large population.</p> <p>As an example of the forces of disruption, Geert Wilders’ far-right, anti-Islam Party for Freedom (PVV) is on course to be the largest party in the Dutch parliament, with 37 seats in a major electoral upset whose reverberations will be felt around Europe. There will likely be other surprises and upsets as the year unfolds.</p> <p><strong>The Fallout from these Powerful Forces </strong></p> <p>Jennifer Welch, chief geo-economics analyst with Bloomberg Economics says the world faces perhaps its most tumultuous year in a generation from a geopolitical standpoint. In addition to these strains, governments and companies are engaged in a global competition to lock down supplies of raw materials needed to transition to cleaner energy and protect local industries.</p> <p>Transportation executives must now evaluate these forces in their supply chain planning. What would a Trump election mean to American shippers? What impact would this have on the future of American policy on China, Taiwan, Russia, NATO, Ukraine, Immigration, and a host of other issues? How will company policies on the Israel-Hamas conflict impact on their business and customer-facing strategies? How will the geopolitical forces now shaping the world impact on each company’s products, markets, sourcing, pricing, speed to market and market communication strategies?</p> <p>President Joe Biden has warned that the world is “facing an inflection point in history”. Some leaders are using terminology like the threat of World War III in describing the dangers that lie ahead. Smart companies need to consider these issues, in addition to all the standard supply chain issues, to steer their companies through what could be a very challenging year.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>X</strong>, formerly Twitter <strong>@DanGoodwill</strong> and join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong>.</p> <p>The post <a href="https://www.dantranscon.com/transportation-executives-must-now-consider-geopolitics-in-their-planning-efforts-2/">Transportation Executives Must Now Consider Geopolitics in Their Planning Efforts</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>Are We Headed for a “Pasta Bowl Recession” in 2023?</title> <link>https://www.dantranscon.com/are-we-headed-for-a-pasta-bowl-recession-in-2023/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Wed, 30 Nov 2022 01:30:03 +0000</pubDate> <category><![CDATA[Economy]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[economic outlook]]></category> <category><![CDATA[economy]]></category> <category><![CDATA[Finance and Transportation]]></category> <category><![CDATA[recession]]></category> <guid isPermaLink="false">https://www.dantranscon.com/are-we-headed-for-a-pasta-bowl-recession-in-2023/</guid> <description><![CDATA[<p>  As 2022 comes to a close, there is much concern that world economies may experience a recession in 2023. There are a host of worrisome economic indicators that appear to be trending in this direction. Inflationary Forces The large government Covid relief payments created inflationary effects. The shift from on-site to stay-at-home workers triggered […]</p> <p>The post <a href="https://www.dantranscon.com/are-we-headed-for-a-pasta-bowl-recession-in-2023/">Are We Headed for a “Pasta Bowl Recession” in 2023?</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2022/11/b2ap3_thumbnail_dreamstime_xxl_259631256.jpg" alt="b2ap3_thumbnail_dreamstime_xxl_259631256.jpg" width="476" height="357" style="display: block; margin-left: auto; margin-right: auto;" title="b2ap3_thumbnail_dreamstime_xxl_259631256.jpg"></p> <p> </p> <p>As 2022 comes to a close, there is much concern that world economies may experience a recession in 2023. There are a host of worrisome economic indicators that appear to be trending in this direction.</p> <p><strong>Inflationary Forces</strong></p> <p>The large government Covid relief payments created inflationary effects. The shift from on-site to stay-at-home workers triggered a transition to buying goods versus services. It also produced supply chain disruptions and more inflationary pressure. The war in Ukraine and Russia’s use of food and energy as economic levers, have precipitated spikes in the cost of these essential goods. Consumers have been feeling the effects for months of high prices for food and energy. Food banks are receiving record numbers of visits, a clear sign that many consumers are having trouble making ends meet.</p> <p>Rising interest rates have pushed up the cost of consumer loans and mortgages. Up until a few months ago, real estate prices, whether for purchases or rentals, had been spiking in many areas. According to a recent Zillow report, “affordability is the biggest stumbling block for buyers. A monthly mortgage payment on a purchase of a typical house in the U.S., even when putting 20% down, was $1,910 in October. That’s a 77% jump year over year and a 107% increase – nearly $1,000 – from 2019. Monthly payment figures are even higher when using the more common 5% down payment, and when including taxes and insurance.</p> <p>The share of income spent on monthly mortgage payments has risen from 27.7% in February to 37.3% in October – well above a previous peak of 35% in 2006. Housing payments are considered to be a financial burden when they exceed 30% of a household’s income.</p> <p><strong>Layoffs and Hiring Freezes </strong></p> <p>The worries of a 2023 recession have triggered layoff notices and hiring freezes. As of mid-November, more than 85,000 workers in the U.S. tech sector have been laid off in mass job cuts so far in 2022, according to a Crunchbase News tally. Major companies such as Alphabet (10,000), Amazon (10,000), Carvana (4000), Cisco (4100), Meta (11,000), Tencent (5500), and Twitter (3700) have all announced significant staff reductions. Many other companies that are smaller in size have made similar announcements. In a recent Intellizence report, large layoffs have been announced in other companies and industries such as Ford (8,000), Office Depot (13,100), 3M Company (4,600), Walt Disney (32,200), Westjet (3333), and MGM Resorts International (18,000). These are all possible signs that a recession is on the way.</p> <p><strong>Moderating Forces </strong></p> <p>The typical U.S. home value was nearly flat from September to October (+0.1%), as buyers and sellers potentially settled on a new market equilibrium. The Zillow Observed Rent Index showed a slight 0.1% decrease from September to October, ending a two-year rent growth streak. The decline is a small step toward normalcy, reminding us of the October declines seen from 2017 through 2020. Typical U.S. rent is now $2,040, up 9.6% since last October and nearly 27% since 2019.</p> <p>Paul Krugman, the Nobel prize winning economist, suggested in a New York Times article last week that this might reflect the shift to remote work now being largely complete, and the release of more rental units, meaning supply has caught up with demand and rents are starting to normalize. Krugman noted that shelter makes up more than 30% of the Consumer Price Index, and 40% of core CPI, which excludes food and energy. As a result, slower rental growth could reduce inflation significantly.</p> <p>Inflation soared to a 40-year high of 9.1% in July and remained close to 8% in October. The Federal Reserve has responded by hiking interest rates from almost zero in March to a range of 3.75% and 4% to cool the economy and curb price increases.</p> <p>Krugman recently suggested that underlying US inflation may have already cooled to 4%. He warned that higher mortgage rates threaten to tank the housing market, and a strong US dollar could hammer demand for exports, resulting in a painful recession. He cautioned that the Fed may be going overboard with its rate hikes, putting the US at risk of an unnecessarily steep downturn. With rental growth appearing to be tapering off, this further supports that view.</p> <p>Global food prices steadied in October, as supply disruptions wrought by the war in Ukraine were partly offset by slowing demand for staples. Good weather has bolstered supplies of crops like barley, and soaring inflation is curbing trade of goods from cheese to pork. That has helped buffer supply shocks from the Black Sea and brought a monthly food-cost index from the United Nations 0.1% lower in October, holding at its lowest since January.</p> <p>Canadian food prices provided a small measure of good news in October’s report. It’s not that shopping in a grocery store was any more affordable. It wasn’t, as prices rose 10.1 per cent last month, but the rate of price increase slowed slightly from September when they rose 10.3 per cent.</p> <p><strong>Freight Transport Activity is Moderating </strong></p> <p>A recent TCI Business Capital report noted that the four elements that affect the trucking market are softening. They show inbound container shipments are down. load volume is down, truck capacity is up, and fuel prices are up. On November 14th, Cass Information Systems published their Transportation Index Report for October. Their Truckload Linehaul Index, which measures truckload rates, continues to decline from the peak in early 2022.</p> <p><strong>We may be looking at a “Pasta Bowl Recession” </strong></p> <p>This is prompting forecasters to reduce their financial projections for 2023. Many economists are expecting economic growth to slow in 2023, but they can’t agree on whether we’ll enter an official recession or not. Some analysts estimate economic growth in 2023 will be slightly positive, at 0.1%, while others are predicting a growth rate of -0.4%. Evan Armstrong, President of Armstrong Associates, a 3PL consulting services organization, predicted last week during a Stifel webinar that 3PL revenues will drop from $375.9 billion in 2022 to $3.25 billion in 2023, a 12.9% decline for an industry that has been on a very positive growth track for many years.</p> <p>Economists have been reluctant to use the “R” word since consumer confidence has been resilient and unemployment has remained low. With so many job vacancies, there is a question as to how many of the people laid off will find employment with other firms.</p> <p>It is possible that we may avoid a recession altogether. The unemployment rate in the US increased by 0.2 percentage point to 3.7 percent in October 2022, up from September’s 29-month low of 3.5 percent and slightly above market expectations of 3.6 percent. The unemployment rate in Canada was at 5.2% in October of 2022, unchanged from the prior month and beating market estimates of 5.3%, signaling that the Canadian labor market remains tight.</p> <p>Recently a new term has been coined to describe the type of recession we may face, the “pasta bowl recession”. The name has been developed to reflect that the recession may be like a pasta bowl, long but shallow. Because of the mixed economic data, this description suggests that if we do go into a recession, it will probably last a reasonable length of time, but that it won’t be that severe. Krugman says the drop in inflation means a soft landing of the economy is ‘increasingly plausible’. We will soon find out.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>Twitter @DanGoodwill</strong> and join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong>.</p> <p>The post <a href="https://www.dantranscon.com/are-we-headed-for-a-pasta-bowl-recession-in-2023/">Are We Headed for a “Pasta Bowl Recession” in 2023?</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>The 2022 Puzzle – More Questions than Answers</title> <link>https://www.dantranscon.com/the-2022-puzzle-more-questions-than-answer2/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Fri, 10 Dec 2021 02:34:54 +0000</pubDate> <category><![CDATA[Economy]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[Canadian economy]]></category> <category><![CDATA[economic outlook]]></category> <category><![CDATA[the future of transportation]]></category> <category><![CDATA[US Economy]]></category> <guid isPermaLink="false">https://www.dantranscon.com/the-2022-puzzle-more-questions-than-answer2/</guid> <description><![CDATA[<p>As 2021 draws to a close, many pundits are providing their forecasts for 2022. As I reflect on the past two years, and look ahead to 2022, it is difficult to predict, with certainty, how the New Year is likely to unfold. In fact, unlike prior years, there are more questions than answers. Here are […]</p> <p>The post <a href="https://www.dantranscon.com/the-2022-puzzle-more-questions-than-answer2/">The 2022 Puzzle – More Questions than Answers</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2021/12/b2ap3_thumbnail_dreamstime_l_211110900.jpg" alt="b2ap3_thumbnail_dreamstime_l_211110900.jpg" width="475" height="314" style="display: block; margin-left: auto; margin-right: auto;" title="b2ap3_thumbnail_dreamstime_l_211110900.jpg"></p> <p>As 2021 draws to a close, many pundits are providing their forecasts for 2022. As I reflect on the past two years, and look ahead to 2022, it is difficult to predict, with certainty, how the New Year is likely to unfold. In fact, unlike prior years, there are more questions than answers. Here are a few items to consider.</p> <p><strong>Covid-19 </strong></p> <p>Over 200 million Americans and over 20 million Canadians have received their Covid vaccine. Booster shots are now widely available and the eligibility for these shots will be expanded in the days ahead. Vaccines are now available for children. With vaccine, masks and social distancing mandates, many businesses and schools are now open.</p> <p>Just looking at the traffic on the roads today, as compared to six months or a year ago, life for many is returning to normal, or at least a new and improved state of normal. Early reports on the Omicron virus are suggesting that this mutation may be less dangerous to our health as compared to previous versions. This signals to many that the worst of Covid is behind us.</p> <p>However, there is another set of statistics that convey a very different message. In official reports, over 500,000 Americans and 30,000 Canadians are contracting Covid daily. Every day there are thousands of cases in both countries that are not reported. There are millions of Americans and Canadians who have not and will not get vaccinated. Americans have been slow to acquire a booster shot for Covid.</p> <p>Many people are experiencing Covid fatigue. Several vaccinated people with whom I have spoken have stated that they need to get on with their lives. My sense is that they have convinced themselves that it is now safe to return to a life filled with more social interaction. We are now seeing packed (indoor) basketball and hockey arenas. Many people are not wearing masks.</p> <p>Another key factor is that we are just entering the winter months. In the northern US states and most of Canada, this will drive people indoors. New variants of the virus and “super spreader” events may provide momentum to the daily number of new Covid cases. In many less- wealthy countries, less than five percent of their populations are vaccinated. Their Covid numbers will continue to rise as many of their unvaccinated citizens contract the virus. In a globally connected world, who knows where the Covid numbers will be in the coming months?</p> <p><strong>Climate Change </strong></p> <p>The 2021 Global Conference on Health & Climate Change took place in Glasgow, Scotland in November of this year. The wealthier countries made a number of pledges with respect to methane emissions, the phasing down of some fossil fuels, and increased aid to developing countries. The governments of Canada and the United States have made fighting climate change a key priority. There is lots of work taking place on electric vehicles and electric vehicle batteries. Dates have been set for the conversion from gasoline powered vehicles to EVs. This is all very encouraging.</p> <p>But there are some countries that are large polluters, such as China, Russia, and India, that have adopted “go slow” processes to tackle climate change. As large polluters, it is difficult to achieve significant global improvements in climate change without their active and aggressive participation.</p> <p>The side effects of climate change are accelerating rapidly. The scope of the fires and rainstorms we saw in 2021 is unprecedented. Looking at British Columbia, atmospheric rivers dropped extraordinary amounts of rain, repetitively, on cities, towns, and rural areas, burying homes, cars, farms, and animals. About the only prediction we can make with certainty is that the scope of these natural disasters, linked directly to climate change, will get worse in the years ahead.</p> <p>Will we be able to marshal the financial resources, the personal and political willpower to tackle these challenges and save our world? What is in store for 2022? Nobody knows.</p> <p><strong>The Future of Work </strong></p> <p>Profound changes took place in our work lives over the past two years. Many people began working from home; this will likely continue, at least for a designated number of days per week. As many individuals began receiving Covid-related government assistance, they quit their jobs. This is being called The Great Resignation. Many people in service industries (e.g., hotels, airlines) lost their jobs as travel decreased; there were fewer restaurant jobs as companies switched to curbside and delivery service.</p> <p>Some of these changes will remain temporary while others may be permanent. People are traveling again and going to restaurants. As government assistance dries up, this will force low-income employees to try to re-enter the workforce.</p> <p>What if Covid cases rise and new mutations of the virus take hold? While lockdowns, vaccine and mask mandates are extremely unpopular, what will happen if there are further outbreaks?</p> <p><strong>Products versus Services </strong></p> <p>The requirement for many to work from home coupled with a downturn in demand for travel and going to restaurants and theatres, created an economic shift from the purchase of services to the purchase of goods. Many people bought office furniture and equipment, recreational vehicles, home gyms, hair cutting kits and increased purchases of food from grocery stores. These developments created spikes in demand for freight transportation services and was one cause of inflation.</p> <p>Are consumers prepared to go back to hotels and restaurants in pre-Covid numbers? What happens if there is another wave of Covid? Will the split between the purchase of goods versus services shift back to the levels seen in pre-Covid times?</p> <p><strong>Inflation </strong></p> <p>This has been the worst year for inflation in several decades. Leading economists have said that inflation would be “transitory.” As Covid dissipated, the prices of food, gasoline and housing would revert to pre-Covid levels. Since the governments of Canada and the United States are unlikely to provide financial assistance as a result of the virus, inflation pressures should decrease in quarter 2 of the New Year. The Federal Reserve is likely to take steps to reduce the money supply in order to keep inflation under wraps.</p> <p>But leading economists like Larry Summers and politicians such as Senator Joe Mancin point to the recent Infrastructure bill signed off by President Biden and the proposed bill to provide money for childcare, climate change and a host of other benefits as adding more fuel to the inflation fire. With the driver shortage in effect in North America, it is difficult to imagine how driver wages and trucking rates will not continue to increase. Will we tame the inflation beast, or will it get worse in 2022?</p> <p><strong>Supply Chains and Transportation </strong></p> <p>Supply chains and transportation are the tools that bring goods to market. They keep store and warehouse shelves full and keep the economy moving. Many people were caught by surprise by a trend that has been in the works for many years, the driver shortage.</p> <p>As we enter 2022, the economy is strong. There are 10 million job openings and there are still many people on the sidelines, even with 4.5% unemployment in the United States.</p> <p>The retail sector is strong. Manufacturing is solid and should remain that way since inventories are low. New home construction is also robust. There is plenty of freight to be shipped in 2022. Driver training schools are up and running. Driver pay has increased significantly.</p> <p>But this will not solve the driver shortage. Keep in mind that the number of people who joined the ecommerce sector has increased from 550,000 to 900,000. Many people want a driving job that allows them to be home at night with their families. Strong demand and tight supply could push the annual inflation rate to over 7 percent and keep the freight transportation very busy in 2022.</p> <p>As you prepare your budgets for 2022, it is important to weight the factors impacting each of these variables. The risks of volatility in Covid, climate change, inflation and supply chain operations are high. As you read the predictions of the experts, maintain a certain skepticism, and pay close attention to the current status of Covid.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>Twitter @DanGoodwil</strong>l and join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn.</strong></p> <p>The post <a href="https://www.dantranscon.com/the-2022-puzzle-more-questions-than-answer2/">The 2022 Puzzle – More Questions than Answers</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>Shipper Strategies to Navigate through Q4</title> <link>https://www.dantranscon.com/shipper-strategies-to-navigate-through-q4-1/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Thu, 14 Oct 2021 18:38:25 +0000</pubDate> <category><![CDATA[Best Practices in Freight Management]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[capacity shortage]]></category> <category><![CDATA[Driver Shortage]]></category> <category><![CDATA[freight costs]]></category> <category><![CDATA[peak season]]></category> <guid isPermaLink="false">https://www.dantranscon.com/shipper-strategies-to-navigate-through-q4-1/</guid> <description><![CDATA[<p>These are challenging times for shippers. Driver, labor and truck shortages, port congestion, escalating freight and fuel costs, coupled with the lingering effects of Covid are making life difficult for shippers across the world. Here are a few coping strategies 1. Work in Partnership with Procurement to Create Alternate Sourcing Strategies for both Raw Materials […]</p> <p>The post <a href="https://www.dantranscon.com/shipper-strategies-to-navigate-through-q4-1/">Shipper Strategies to Navigate through Q4</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img loading="lazy" decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2021/10/b2ap3_thumbnail_dreamstime_l_117266680_20211014-145901_1.jpg" alt="b2ap3_thumbnail_dreamstime_l_117266680_20211014-145901_1.jpg" width="468" height="178" style="display: block; margin-left: auto; margin-right: auto;" title="b2ap3_thumbnail_dreamstime_l_117266680_20211014-145901_1.jpg"></p> <p>These are challenging times for shippers. Driver, labor and truck shortages, port congestion, escalating freight and fuel costs, coupled with the lingering effects of Covid are making life difficult for shippers across the world. Here are a few coping strategies</p> <p><strong>1. Work in Partnership with Procurement to Create Alternate Sourcing Strategies for both Raw Materials and Transportation </strong></p> <p>Every day we read and see images in the media of containers sitting at ports, or offshore, waiting to dock at a port. We also read about embargoes and about carriers refusing to pick up or deliver to certain markets.</p> <p>This is a time when Purchasing and Transportation must work together. It is no longer just a question of finding reliable sources of supply; it is also a question of whether goods can be picked up from or delivered to selected markets. Procurement and Transportation must communicate about alternate sources of supply, particularly about finding vendors in North America to mitigate supply chain bottlenecks and satisfy customer requirements.</p> <p><strong>2. Find Shipper and Carrier Partners to Optimize Shipping Volumes and Improve Negotiating Leverage </strong></p> <p>Smaller shippers with sporadic freight volumes to/from specific hard to serve markets, are facing difficulties in securing the transportation capacity they need. Here are some avenues to pursue. They include:</p> <p>a) finding shipper partners to increase head haul volumes and consistency on selected traffic lanes and/or</p> <p>b) finding backhaul traffic, possibly in conjunction with Purchasing, to create round trip movements and/or</p> <p>c) working with a freight company such as Flock Freight that offer shared truck loading.</p> <p>These options take some work and planning, but the payoff can be worth the effort in these difficult times.</p> <p><strong>3. Negotiate Contracted Rates with Volume and Service Commitments from Quality, Committed Carriers </strong></p> <p>U. S. Truckload volumes are up 11% compared to 2020. Elevated demand, coinciding with tight capacity, labor shortages, and rising used truck prices, will likely keep freight tender rejection rates above 20% this quarter. According to Truckstop.com, spot rates are currently 33% above 2020 levels. During this period of tight capacity, a reliance on the spot market can imperil service to your customers and your business.</p> <p>Establishing contract rates, service and capacity commitments with quality carriers can provide you and your customers with peace of mind. Of course, some carriers will make capacity commitments to capture your business so shippers must perform due diligence on the partners that they select.</p> <p><strong>4. Expand your Routing Guide </strong></p> <p>It is always prudent to secure backup carriers. Despite the promises that you receive, some carriers may transfer their capacity to shippers that pay a higher rate. Others may go out of business or not perform at an acceptable level. As a result, take the time to identify other carriers that provide the same service. Give them test shipments and if they perform well, supply them with a percentage of your business to keep them committed to your company.</p> <p><strong>5. Monitor Carrier Performance – carriers taking loads at spot market rates and leaving your freight behind </strong></p> <p>Once you set up your routing guide, another set of activities are required. Every carrier must be monitored for tender rejections rates, on-time service, OS&D (Overages, Shortages and Damages) and billing accuracy. This type of information should come from your TMS (Transportation Management System). Managing carrier compliance is essential to the success of your supply chain.</p> <p><strong>6. Reach out to Alternate Modes, Freight Brokers and App-Based Digital Freight Matching Services </strong></p> <p>Sometimes there could be an advantage in switching modes (e.g., road to rail/intermodal, truckload to LTL). There may be opportunities to reduce costs if shipping intervals can be extended or improve service if for example, truckload capacity is limited in a certain market.</p> <p>Non-asset-based freight brokers can theoretically access any fleet to move your goods. Consider adding some freight brokers to the mix to help you find capacity in selected, difficult to serve, markets. Digital freight matching services are likely to expand significantly in the years ahead. They can be as easy to use as an app on your phone or computer. It is time to add them to your carrier portfolio.</p> <p><strong>7. Use Technology </strong></p> <p>A good TMS system can make your life much easier. It can speed up the process of finding carriers that serve specific lanes pairs, improve visibility, facilitate the creation of round trips, and provide other benefits. TMS systems can be procured on a SAAS (software as a service) basis.</p> <p>Following these steps may help take some of the worries out of the peak season that lies ahead.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>Twitter @DanGoodwill</strong> and join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong>.</p> <p>The post <a href="https://www.dantranscon.com/shipper-strategies-to-navigate-through-q4-1/">Shipper Strategies to Navigate through Q4</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>More Leadership Lessons from the Habs Remarkable Trip to the Stanley Cup Finals</title> <link>https://www.dantranscon.com/more-leadership-lessons-from-the-habs-remarkable-trip-to-the-stanley-cup-finals/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Sun, 27 Jun 2021 00:49:11 +0000</pubDate> <category><![CDATA[Business Transformation Strategy]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[coaching]]></category> <category><![CDATA[Leadership]]></category> <category><![CDATA[Montreal Canadiens]]></category> <category><![CDATA[Training]]></category> <guid isPermaLink="false">https://www.dantranscon.com/more-leadership-lessons-from-the-habs-remarkable-trip-to-the-stanley-cup-finals/</guid> <description><![CDATA[<p>Two weeks ago I posted a blog (https://www.dantranscon.com/index.php/blog/entry/leadership-lessons-from-the-habs-amazing-victory-over-the-maple-leafs) on the Habs amazing come from behind victory over the Toronto Maple Leafs. Montreal finished the regular season in 18th place. The team won only 24 of 56 games, the lowest seeded team to make it to the Stanley Cup Playoffs. This underachieving organization has now defeated […]</p> <p>The post <a href="https://www.dantranscon.com/more-leadership-lessons-from-the-habs-remarkable-trip-to-the-stanley-cup-finals/">More Leadership Lessons from the Habs Remarkable Trip to the Stanley Cup Finals</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img loading="lazy" decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2021/06/b2ap3_thumbnail_Habs.jpg" alt="b2ap3_thumbnail_Habs.jpg" width="492" height="327" style="display: block; margin-left: auto; margin-right: auto;" title="b2ap3_thumbnail_Habs.jpg"></p> <p>Two weeks ago I posted a blog (https://www.dantranscon.com/index.php/blog/entry/leadership-lessons-from-the-habs-amazing-victory-over-the-maple-leafs) on the Habs amazing come from behind victory over the Toronto Maple Leafs. Montreal finished the regular season in 18th place. The team won only 24 of 56 games, the lowest seeded team to make it to the Stanley Cup Playoffs. This underachieving organization has now defeated three teams including one with one of the best records during the regular season. What can businesses learn from this remarkable success? Here are five lessons to be gleaned from this amazing underdog story.</p> <p><strong>1. Results Dictate whether an Organization has the Right Team in place </strong></p> <p>The Canadiens GM made some significant additions during last year’s off season. He added a top defenseman (Joel Edmonson), three top forwards (Josh Anderson, Tyler Toffoli, Corey Perry) and a high-quality goalie (Jake Allen) to back up Carey Price. The team started the year on fire and then had an uninspiring, mediocre season. A team that was constructed to make a deep run in the playoffs was on the verge of failing to qualify.</p> <p>The GM then made more changes. He fired and replaced three coaches including the head coach. He went out and added another aging but quality forward (Eric Staal) and two more defensemen (Jon Merrill, Erik Gustafson, a power play specialist). Management also made some personnel changes for the Leafs playoff series. They benched the young centre, Jesperi Kotkaniemi, and made limited use of the newly recruited defensemen. The Habs fell behind 3 games to one against the Leafs.</p> <p>Management then made further changes. It brought back Jesperi Kotkiemi, a young centre, inserted the two newly acquired defensemen and added a rookie forward who was just fresh out of college hockey, Cole Caulfield. The Habs then went on to defeat the Leafs, Jets and the Golden Knights.</p> <p><em>Lesson 1 – A leadership team needs to keep tinkering with its team until strong results are achieved. </em></p> <p><strong>2. Change your Operating System if it is not Delivering the Right Payoff </strong></p> <p>Early in the playoffs it was clear that the Canadiens needed to make changes to more than their personnel. They needed to change their game plan. They needed to tighten up on their checking, play their big top four defensemen the majority of the time, move players from the other team away from their own net to ensure Carey Price could see the shots, and win the battles in all three hockey zones. These were big changes, but they clearly worked.</p> <p><em>Lesson 2 – Every Team needs a Well-Designed Plan and it must be Executed Meticulously to Achieve Success. </em></p> <p>3. Supply your Team with the Tools for Success Since the players were being asked to play a much more structured, disciplined game, they needed to be coached on their individual and collective assignments and held accountable for their actions. The Habs’ success is coming from having every player “buy-in” to the team game plan and then utilizing their unique skills and experience within this structure. All four lines were asked to stick to the plan. They did and played some nearly flawless hockey.</p> <p><em>Lesson 3 – Coach and Train your Team and make sure they have the Tools to Succeed. </em></p> <p><strong>4. Results Drive Confidence, Confidence Drives Results </strong></p> <p>As the Habs began to achieve success with their revised roster, revised plan, and refreshed skills, this produced a new level of confidence. This was very evident as the playoffs progressed. The Canadiens played with a much higher level of confidence than they did during the regular season, or during the beginning of their playoff run. Just as results drive confidence, confidence (in conjunction with the other changes outlined above) produces results.</p> <p><em>Lesson 4 – Recognize and Reward Team Success </em></p> <p><strong>5. Be Passionate about Creating a Very Positive Team Environment </strong></p> <p>I listened to interviews with the players, coaches and management throughout the playoff run. We all observed their actions on the ice and in the private boxes. Montreal has created a very close-knit team atmosphere. The players genuinely care about each other and are trying to help each other on and off the ice. At the end of the Vegas series, everyone could observe the GM, Marc Bergevin, jumping up and down in jubilation, high fiving, hugging and even kissing some of his players. We all like to know that people care and acknowledge what we do.</p> <p><em>Lesson 5 – Be Passionate about Individual and Team Success and Display this Passion to your team. </em></p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>Twitter @DanGoodwill</strong> and oin the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong>.</p> <p>The post <a href="https://www.dantranscon.com/more-leadership-lessons-from-the-habs-remarkable-trip-to-the-stanley-cup-finals/">More Leadership Lessons from the Habs Remarkable Trip to the Stanley Cup Finals</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>Crafting a Pandemic Recovery Plan</title> <link>https://www.dantranscon.com/crafting-a-pandemic-recovery-plan/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Tue, 25 Aug 2020 18:58:27 +0000</pubDate> <category><![CDATA[Crisis Management]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[Coronavirus]]></category> <category><![CDATA[Covid-19]]></category> <category><![CDATA[Crisis management]]></category> <category><![CDATA[freight transportation]]></category> <guid isPermaLink="false">https://www.dantranscon.com/crafting-a-pandemic-recovery-plan/</guid> <description><![CDATA[<p>There is considerable euphoria in the trucking industry these days. The July 2020 issue of Broughton Capital Truck Freight Barometers® is entitled “Fasten Your Seatbelts! The Economy & Truck Marketplace are Poised to Surprise to the Upside.” The issue contains the following thoughts. “In all three modes, the Broughton Capital Truck Freight Barometers® are reflecting […]</p> <p>The post <a href="https://www.dantranscon.com/crafting-a-pandemic-recovery-plan/">Crafting a Pandemic Recovery Plan</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img loading="lazy" decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2020/08/b2ap3_thumbnail_dreamstime_xxl_176857717.jpg" alt="b2ap3_thumbnail_dreamstime_xxl_176857717.jpg" width="477" height="317" title="b2ap3_thumbnail_dreamstime_xxl_176857717.jpg"></p> <p>There is considerable euphoria in the trucking industry these days. The July 2020 issue of Broughton Capital Truck Freight Barometers® is entitled “Fasten Your Seatbelts! The Economy & Truck Marketplace are Poised to Surprise to the Upside.” The issue contains the following thoughts.</p> <p>“In all three modes, the Broughton Capital Truck Freight Barometers® are reflecting an environment in which demand exceeds capacity by a significant margin . . . the underlying fundamentals have never improved this dramatically in such a short period of time. The rapid, intense improvement runs counter to typical seasonality, making the gains even more impressive. Normally, July demand is softer than June . . . This year’s Q3 trends, however, are shaping up to be exceptional in every way.” The report goes on to say the following.</p> <p>“Consistent with our very bullish outlook for the U.S. domestic economy, the demand side of the equation is expanding robustly. Meanwhile, the capacity side of the equation has been constrained, which magnifies the imbalance and contributes to an extraordinary surge in spot rates. Today’s spot rate levels are poised to exceed contract rates. As spot rates had fallen in April to record low levels, both nominally and in terms of the gap between spot and contract rates, the meteoric rise in spot rates over the last 13 weeks has been even more spectacular.”</p> <p>Similarly, the Morgan Stanley Freight (MSFI) Index “has improved sequentially and outperformed seasonality for the 7th time in a row . . . On absolute terms, the index now sits at the highest level for mid-August in over a decade . . . Our straight-line forecast now projects 2020 ending the year nearly on par with 2017 levels, the highest YE level on record.” There is encouraging news on the Covid-19 front. This week reported new cases of the virus in the United States have dropped into the 30,000 to 40,000 range and reported deaths have dropped into the 400 to 500 range. Do these numbers signal a strong fall and winter season for the North American freight transportation industry? Here are a few thoughts to consider.</p> <p><strong>The U.S. Economy </strong></p> <p>Thousands of companies, large and small have closed their doors, many permanently over the past six months. The pandemic, which triggered an unprecedented shutdown of America’s economy, has caused the worst unemployment crisis since the Great Depression. The Labor Department’s July jobs report released at the beginning of August showed that employers added 1.8 million jobs last month, sending the unemployment rate down to 10.2%. Initial weekly jobless benefit claims rose in mid-August and topped 1 million again, potentially pointing to an increase in layoffs after a summer surge in the coronavirus epidemic or perhaps to more people applying for benefits after President Trump temporarily added $300 in extra federal payouts.</p> <p>The U.S. Labor department reported last week that new applications for unemployment benefits, a rough gauge of layoffs, climbed to 1.11 million from 971,000 in the prior week. While it marked the third consecutive month of job growth in the millions, the economy has so far added back less than half – about 42 percent – of the 22 million jobs it lost during the pandemic.</p> <p>These statistics greatly understate the pain. True unemployment rose to nearly 32 percent in April after including all people working part time but seeking full-time jobs and those who were without jobs but wanted one. According to the New York Times, even now, well into the promised recovery, 28 million Americans are receiving unemployment benefits.</p> <p>Job growth in July was less than half the pace of the June increase, and August figures may well show a still smaller increase or — amazingly — no job growth at all. And that’s with only 42 percent of the lost jobs having been recovered so far.</p> <p><strong>Consumer Purchasing Power </strong></p> <p>More than one-third of Americans who lost their jobs during the coronavirus pandemic and related economic recession cannot last more than one month on their savings. That’s according to a new study from SimplyWise, which found that 38% of Americans who either lost a job or had their income reduced during the crisis did not have enough money stashed away to live off of it for longer than a month. One in five respondents said their savings would last just two weeks – an alarming statistic that comes just three weeks after the supplemental $600-a-week in unemployment benefits expired for some 30 million Americans.</p> <p>Another warning sign emerged last week that bears watching. “Spending among those no longer receiving unemployment insurance (UI) benefits is starting to fall and is particularly acute with lower-income Americans. Spending by lower-income Americans who previously received UI is falling at a rate of 12% year-over-year; previously, the low-income population was the strongest spending cohort. It is less bad for previous middle- and upper-income UI recipients but still falling materially. If Washington does not quickly renew the expired benefits, there could be a sharp drop-off in consumer spending and therefore trucking volumes in coming weeks. The current talk in Washington is that a deal is far away as negotiations have reached a stalemate. (source: Freightwaves: The second freight frenzy of 2020 is upon us, Andrew Cox, Friday, August 21, 2020).</p> <p>The New York Times also reported that there is evidence that a second wave of layoffs and furloughs is already underway — roughly three out of five workers who had reportedly returned to work have either been let go again or been told they are at risk of being sidelined again.</p> <p>The Trump proposal calls for special unemployment benefits of $300 per week, half the amount lawmakers provided in the first round of the CARES Act. There is no money for schools, for virus testing, or for state and local governments. Since this will impede millions of people from paying their rent, mortgages and/or food, this is not a plan to reactivate the U.S. economy.</p> <p><strong>The Back to School Conundrum </strong></p> <p>The University of North Carolina at Chapel Hill abruptly decided it will no longer hold in-person classes on campus after about 130 students tested positive for Covid-19 in the first week since classes began. During that week, the Covid-19 positivity rate among students rose to 13.6% of the 954 students tested, and five employees also tested positive, according to the university’s Covid-19 dashboard. UNC reported that 177 students were in isolation and 349 were in quarantine, both on and off-campus.</p> <p>The stunning rise in cases, just a week after classes began, illustrates the speed of Covid-19 and the difficulties of bringing young people into proximity during the pandemic, even as students begin their return to primary, secondary schools and college campuses.</p> <p>The student education issue is very complex. There are a host of variables such as computer and network access, daycare costs, safety protocols for students, teachers and staff, classroom sizes, learning conditions at home, and the need for parents to leave their homes to perform their jobs, that complicate the return to school process and impede the reactivation of the economy.</p> <p><strong>The Recovery Process </strong></p> <p>The coronavirus is still rampant even as new case numbers and deaths decline. There are worries about a big spike in Covid-19 and in the flu this fall. Many businesses, schools, and other organizations are struggling to figure out how to adapt, adding to a complicated process of getting the economy back up to full speed. A recent survey of consumer sentiment shows Americans think a full recovery will take years.</p> <p>About half of the National Association of Business Economists members expect that US gross domestic product — the broadest measure of the economy — won’t return to its pre-pandemic level until 2022. A majority of those experts also say the US jobs market will be back to its February level in 2022 at the earliest. Nearly 80% say there is a one-in-four chance of a double-dip recession — an economic downturn that begins to recover and worsens again before fully recovering.</p> <p><strong>Finding and Producing a Vaccine </strong></p> <p>There are numerous companies around the world working on developing an effective vaccine. A vaccine is the best way to keep people safe and allow us all to return to normal life. There is considerable optimism that one will be found as soon as the end of this year. This will raise at least three key questions:</p> <p>1. How effective will it be?</p> <p>2. How quickly can it be mass produced?</p> <p>3. What percentage of the population will take it?</p> <p>If a vaccine is found, it must be highly effective, it has to be produced quickly in large quantities, and a substantial portion of the population must be vaccinated. If not, this will limit a return to normal life.</p> <p><strong>What does this all mean for the Freight Industry? </strong></p> <p>As people returned to work, restaurants opened their patios and retail stores began to receive customers, there was pent up demand. People went out to buy new clothes, new cars and have a meal at a restaurant. eCommerce operations have soared since the start of the pandemic. Amazon hired 100,000 new employees and is looking for more. These developments gave the economy a “sugar high” that is reflected in the statistics above.</p> <p>Trucking companies have a lot to consider as they craft their budgets and business plans for 2021. The contagious nature of the virus, the time required to produce and distribute an effective vaccine, and the large number of unemployed people who are not receiving financial support, will likely dampen an economic recovery. Shippers and carriers should carefully study the data as they prepare for what will likely be a bumpy recovery.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>Twitter @DanGoodwill</strong>, join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong> and subscribe to <strong>Dan’s Transportation Newspaper</strong> (http://paper.li/DanGoodwill/1342211466).</p> <p>The post <a href="https://www.dantranscon.com/crafting-a-pandemic-recovery-plan/">Crafting a Pandemic Recovery Plan</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>CEOs Need to be Planning for the “Next Normal” and “New Normal”</title> <link>https://www.dantranscon.com/ceos-need-to-be-planning-for-the-next-normal-and-new-normal/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Mon, 18 May 2020 01:08:47 +0000</pubDate> <category><![CDATA[Business Transformation Strategy]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[Covid-19]]></category> <category><![CDATA[Leadership]]></category> <category><![CDATA[Management]]></category> <guid isPermaLink="false">https://www.dantranscon.com/ceos-need-to-be-planning-for-the-next-normal-and-new-normal/</guid> <description><![CDATA[<p>The Covid-19 pandemic is much more than a major health crisis that has produced massive business closures and job losses. It represents a “change agent” that will likely produce a range of impacts in Health Care, Education, Technology and in the world of Business. Some of these changes may be temporary but many of them […]</p> <p>The post <a href="https://www.dantranscon.com/ceos-need-to-be-planning-for-the-next-normal-and-new-normal/">CEOs Need to be Planning for the “Next Normal” and “New Normal”</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p><img loading="lazy" decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2020/05/b2ap3_thumbnail_dreamstime_l_182286042.jpg" alt="b2ap3_thumbnail_dreamstime_l_182286042.jpg" width="489" height="325" title="b2ap3_thumbnail_dreamstime_l_182286042.jpg"></p> <p>The Covid-19 pandemic is much more than a major health crisis that has produced massive business closures and job losses. It represents a “change agent” that will likely produce a range of impacts in Health Care, Education, Technology and in the world of Business. Some of these changes may be temporary but many of them will be permanent; they will remain long after a vaccine is found. Here are some examples of the changes taking place.</p> <p>A recent study by Jonathan Dingel and Brent Neiman of the University of Chicago found that 37 percent of jobs in the U.S. can be performed from home. Webex, GoToMeetings, Microsoft Teams, Face Time and Zoom video conference calls are now a regular part of every day. While these services were in widespread use pre-Covid, they are being increasingly used by businesses, schools, churches, associations, and other organizations. Working from home has certain disadvantages (i.e. distractions, noise levels, inability to arrange impromptu face-to-face meetings with coworkers etc.) but it has certain inherent significant benefits (reduced travel time, fuel consumption and carbon emissions) that should provide many citizens with a better quality of life.</p> <p>Just as important as the social and technological changes being driven by the pandemic are the changes taking place in the operations of specific business segments. Some industries (i.e. restaurants, travel, hospitality etc.) are being transformed as new processes and procedures are put in place to protect consumers and employees.</p> <p>For example, restaurants are rearranging tables so their customers sit six feet apart, they are erecting plexiglass dividers to limit the exchange of potentially harmful respiratory droplets between patrons, or between patrons and employees, creating disposable menus, and ensuring their employees wear masks, gloves and other protective equipment. Similarly, airlines are making changes to their processes by performing temperature checks before passengers enter a departure gate, leaving the middle seats vacant on their flights and by more frequently sanitizing their planes.</p> <p>Some companies have been facing an exceedingly difficult time and have had to close their doors (i.e. J. Crew, Neiman Marcus). As the pandemic continues, it is highly likely that companies large and small will not be able to pay their loans, their rent, and their employees. Other companies, whether in the manufacturing, distribution or service industries, are waking up to find that when they reopen their doors, the sales volumes of individual products and services will be affected by the pandemic and they will be required to make changes to protect the safety of their personnel and to survive.</p> <p>On a more positive note, some essential businesses such as grocery stores are experiencing huge surges in business and are having to improve their ecommerce capabilities, provide curbside service and / or change their in-store procedures to ensure social distancing can be maintained.</p> <p>At this point, forward thinking CEOs need to focus on two scenarios – – – the Next Normal (how to survive during the period while some employees return to work and a vaccine is being developed and manufactured), and during the New Normal (post-Covid 19 when everyone can be vaccinated).</p> <p><strong>Planning for the Next Normal </strong></p> <p>Bret Stevens, in an article in the May 17 New York Times, highlights that there are the “Remote” workers and the “Exposed” workers. The “Remote are, disproportionately, knowledge workers” (the 37 percent who can work from home), “mostly well educated, generally well paid. Their professional networks, and many of their personal ones, too, are with people who also work remotely.</p> <p>That leaves the other roughly two-thirds. Call them “Exposed.” They include everyone — shop owner, waiter, cabdriver, sales associate, factory worker, nanny, flight attendant, and so on — for whom physical presence is a job requirement. They are, typically, less well educated, less well paid.</p> <p>For the Remote, the lockdowns of the past two months have been stressful. For the Exposed, they have been catastrophic. For the Remote, another few weeks of lockdown is an irritant. For the Exposed, whose jobs are disappearing by the millions every week, it is a terror. For the Remote, Covid-19 is the grave new risk. For the exposed, it’s one of several. For the Remote, an image on the news of cars forming long lines at food banks is disconcerting. For the Exposed, that image is — or may very soon be — the rear bumper in front of you.”</p> <p>No one knows how long it will take to produce a vaccine ready for widespread use. While President Trump has launched Operation Warp Speed to expedite the development of a vaccine, there are no guarantees that his team will be successful in such a short time. CEOs need to establish policies for these two groups of workers.</p> <p>While many politicians, business executives and workers are keen to return to work, it is prudent to establish policies and procedures that reflect the safety requirements of the “Exposed” employees working in the Covid-19 Next Normal world. Looking at restaurants as one example, will all the pre-Covid-19 jobs be required if seating footprints must change? Will there be a requirement to retrain some personnel to reflect the changing work environment?</p> <p>CEOs must also consider the changes taking place in the “Remote” world that will likely remain for years to come. The longer the “Remote” remain at home and /or return to work in a more limited, disciplined and safe manner, the more likely shopping and working from home, increased use of video conferences and other changes will have a more permanent effect. Clearly, these changes will have an impact on both commercial and personal real estate. Will companies reconsider the amount of office and / or retail space they require and reduce their footprints accordingly? Will people working in large, densely populated cities wish to remain in high-rise apartment buildings or will some move to the suburbs, particularly if they will likely be working from home more regularly in the future.</p> <p><strong>Planning for the New Normal </strong></p> <p>Smart CEOs need to discern those forces that will remain with us in some form post Covid-19. For the “Exposed” workers who lost their jobs and/or had to rely on government assistance cheques, how likely are they to be making “big ticket” purchases in the post Covid-19 world? In view of the vulnerability of many companies’ supply chains, will we see a move to reshoring or more local manufacturing? Some supply chains for meat and other products have been exposed as brittle and dangerous. What modifications need to be made to address these shortcomings? What numbers and types of people, “Remote” and “Exposed” will be required when we get to the New Normal world? Now is the time to be thinking about this range of issues.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management</strong>, follow me on <strong>Twitter @DanGoodwill</strong>, join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong> and subscribe to <strong>Dan’s Transportation Newspaper</strong> (http://paper.li/DanGoodwill/1342211466).</p> <p>The post <a href="https://www.dantranscon.com/ceos-need-to-be-planning-for-the-next-normal-and-new-normal/">CEOs Need to be Planning for the “Next Normal” and “New Normal”</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> <item> <title>Leadership Lessons from the U.S. Response to Covid-19</title> <link>https://www.dantranscon.com/leadership-lessons-from-the-u-s-response-to-covid-19/</link> <dc:creator><![CDATA[Dan Goodwill]]></dc:creator> <pubDate>Sun, 15 Mar 2020 00:12:54 +0000</pubDate> <category><![CDATA[Crisis Management]]></category> <category><![CDATA[Business Strategy]]></category> <category><![CDATA[Coronavirus]]></category> <category><![CDATA[Crisis management]]></category> <category><![CDATA[risk management]]></category> <guid isPermaLink="false">https://www.dantranscon.com/leadership-lessons-from-the-u-s-response-to-covid-19/</guid> <description><![CDATA[<p>  These are amazing times, but this is not the first crisis that many of us have experienced. Having worked in the freight transportation industry for over 35 years, I have seen ice storms, snowstorms, SARS, mainframe crashes, tornados that have ripped the roof off buildings, the raiding of employees and customers and other challenging […]</p> <p>The post <a href="https://www.dantranscon.com/leadership-lessons-from-the-u-s-response-to-covid-19/">Leadership Lessons from the U.S. Response to Covid-19</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></description> <content:encoded><![CDATA[<p> </p> <p><img loading="lazy" decoding="async" src="https://www.dantranscon.com/wp-content/uploads/2020/03/b2ap3_thumbnail_dreamstime_xl_175394150.jpg" alt="b2ap3_thumbnail_dreamstime_xl_175394150.jpg" width="488" height="244" title="b2ap3_thumbnail_dreamstime_xl_175394150.jpg"></p> <p>These are amazing times, but this is not the first crisis that many of us have experienced. Having worked in the freight transportation industry for over 35 years, I have seen ice storms, snowstorms, SARS, mainframe crashes, tornados that have ripped the roof off buildings, the raiding of employees and customers and other challenging incidents. I have been the leader and observed other leaders guide their teams through these types of events. During this Coronavirus crisis, we have had the opportunity to observe the leaders of the U.S. government and medical emergency teams lead America through the epidemic. What are some lessons that we can all take from the events to date?</p> <p><strong>Lesson 1: Create and Maintain a Crisis Management Leader, Team and Plan </strong></p> <p>The White House had a pandemic team, but the leader left and was not replaced; the team was disbanded. These types of crises don’t happen every day; nevertheless, it is very helpful to have a leader, team and written plan for the major crises that can be anticipated. In certain parts of North America, one can anticipate a hurricane, tornado, ice storm or other type of natural or man-made disaster. The president reportedly ignored early warnings of the severity of the virus and grew angry at a CDC official who in February warned that an outbreak was inevitable.</p> <p>Good leaders create and keep the emergency team in place and insist that it has scheduled meetings. They encourage revisions to the written plans from time to time to keep them current. There is no excuse for companies that don’t have an emergency response team or leader.</p> <p><strong>Lesson 2: Understand the true Scope of the Problem and the Level of Response Required </strong></p> <p>The Coronavirus began in China and spread rapidly. Governments and medical officials in other parts of the world had time to study, learn and react to what was happening in China. To be sure, the president isn’t responsible for either the coronavirus or the disease it causes, COVID-19, and he couldn’t have stopped it from hitting the U.S., even if he had done everything right. Nor is it true that the president hasn’t done anything right; in fact, his decision to implement a travel ban on China was prudent.</p> <p>The U.S. response, trying to block visitors from China, was a totally inadequate response that was not calibrated with the way this virus can spread. As a result, the U.S. government officials did not take the necessary steps to prepare the country for the virus. For a few crucial weeks, Trump created a false sense of security. This complacency and lack of understanding is leading to the much quicker spread of the virus and to more deaths than had to occur. It also led to a lack of preparedness (i.e. lack of tests).</p> <p><strong>Lesson 3: As the Leader, Be Visible, Honest, Credible and Transparent </strong></p> <p>During stressful times, employees, suppliers and customers are all worried. Stress levels go up when the leader is not visible, does not tell the truth and/or minimizes the potential risks. The U.S. president has done a very poor job in this area. In each of his presentations, he has communicated information that was clearly false.</p> <p>He claimed that the virus was contained in America when it was actually spreading. He claimed the U.S. had “shut it down” when it was not. He claimed that testing was available for anyone who needed a test when it wasn’t. He claimed that the coronavirus will one day disappear “like a miracle”; it won’t. He claimed that a vaccine would be available in months; Dr. Fauci, the director of the National Institute of Allergy and Infectious Diseases, stated that it will not be available for 12 to 18 months. There is no excuse for a leader who does not do the necessary homework and who does not tell the truth.</p> <p>Poor communication is leading to panic activities (i.e. stockpiling of toilet paper, lineups at grocery stores and hospitals). Good leaders should help guide their personnel through the process with structured activities (i.e. exercise, mindfulness) that relieve stress and in the case of the Coronavirus, reduce loneliness (i.e. use of the phone, “Face Time”). Accurate, timely information reduces stress.</p> <p><strong>Lesson 4: Collaborate with Business Partners to Ensure they are Part of the Solution </strong></p> <p>Good leaders keep other stakeholders informed. They seek out their input and advice and incorporate this input into their plans and decisions. This has also been a failing of the White House. There so much to be learned by the experiences in China, South Korea, Italy and from other countries that have had a longer history with the disease. This did not happen.</p> <p><strong>Lesson 5: Mobilize Effectively to Address the Crisis </strong></p> <p>Precious months went by and appropriate actions were not taken. Bravado and self-congratulatory statements were not good enough. In a crisis, an effective analysis and problem definition are required. Then it is time to act. It is somewhat late to be obtaining the required tests now. Other countries (i.e. Germany) had a quality test in mid-January.</p> <p>It is too late to be putting the necessary infrastructure (i.e. hospital rooms) and tools (i.e. ventilators, masks, metrics) in place. Effective leaders proactively take action to ensure they are ready to execute their plans. We should all learn from the inept response from the White House.</p> <p> </p> <p>To stay up to date on <strong>Best Practices in Freight Management,</strong> follow me on <strong>Twitter @DanGoodwill</strong>, join the <strong>Freight Management Best Practices</strong> group on <strong>LinkedIn</strong> and subscribe to <strong>Dan’s Transportation Newspaper</strong> (http://paper.li/DanGoodwill/1342211466).</p> <p>The post <a href="https://www.dantranscon.com/leadership-lessons-from-the-u-s-response-to-covid-19/">Leadership Lessons from the U.S. Response to Covid-19</a> appeared first on <a href="https://www.dantranscon.com">DG&A Freight Consultants</a>.</p> ]]></content:encoded> </item> </channel> </rss>