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Three things you must know about selling to younger buyers

Fri, 30 May 2025 15:38:39 +0000

Salespeople are getting older. Buyers are getting younger. You have a disconnect. In raw terms, the average age of a professional B2B salesperson in the United States is 47.1 years old. Fifteen years ago, that number was 42, indicating that the sales profession is aging. Meanwhile, the average age of a B2B purchasing agent is currently 36 years old. In fact, according to a 2024 survey, Millennials (aged 29 to 44) make up to 73% of B2B buying decisions. While an eleven-year age gap doesn’t sound like much, it can be a chasm as vast as the Grand Canyon. Society underwent significant cultural and technological changes between the tail end of Generation X and the leading edge of the Millennial generation, and those changes have a profound impact on what Millennials want and expect from salespeople and the companies that employ them. Generation Z, which follows Millennials, has the same tendencies, just amplified. In this case, “younger buyers” refer primarily to Millennials and Z’s. This doesn’t mean that you have to age-match; Millennials and Z’s will certainly engage with, and buy from, more seasoned salespeople. What it does mean is that you have to style-match. In other words, you need to sell the way they want to buy. While this seems intuitive – and it is – it means that some salespeople who were acculturated to different methods of selling and different buyer expectations have to do some serious adapting to stay relevant. Here are three things that you must know about style-matching in order to sell to younger buyers: Younger buyers flip the relationship-building script. The conventional way to build a relationship with a buyer was pretty simple. You’d walk into the office, look around for family pictures, hobby pictures, college diplomas, or other clues as to the buyer’s personal life, and then you’d start a conversation based upon those interests. This approach has become so hackneyed that it has a name: “Fish on the wall” selling. “Hey, you like to fish? I like to fish, too! Let’s talk about fishing, and then I know you’re going to want to buy from me.” It sounds a little disingenuous because it is. Salespeople have, for generations, been starting conversations about personal issues that they didn’t really care about. That’s because, for generations, you had to find the personal connection first, bond over it, and then you had earned the right to talk business. Younger buyers flip that script completely. Younger buyers are business-first. They aren’t going to schedule an appointment to talk football for 30 minutes. Instead, you get the appointment by telling them how you can help them do their jobs better. Then, when you get in the door, you get to the point with great business-focused questions and show them that you can help them do business better. If you can solve their business needs, then they are open to lunch, drinks, golf, or personal conversations. For salespeople used to the old ways, this is a significant but very important shift – but it’s one that you must make in order to succeed. Younger buyers demand versatility in communication. “All these younger buyers want to do is text! They don’t want to have phone calls!” That’s a common complaint from older buyers. The solution? Get good at texting. Learn how to send a persuasive, grammatically correct (yep, that’s important) message in 240 characters or less. That’s hard for salespeople who are used to lengthy phone conversations or meetings, or for that matter, who write long emails. The good news is that tools are available to help you with this. AI apps like ChatGPT or Claude.ai are very good at distilling longer communications down to their essence while retaining persuasive ability. You have to be able to write good AI prompts and edit when necessary. Texting isn’t the complete solution, however. Younger buyers have a variety of preferred platforms, and what works well for one might not work well for another. Video conferencing ability is mandatory, and not just one platform. Become conversant with Zoom, Teams, and Google Meet. And other tech is on the way. If your buyer says, “I want to talk on WhatsApp,” don’t be the salesperson who has to say, “What’s that?” Younger buyers respect adaptability, especially when it’s coupled with experience and expertise. Younger buyers are social media savvy – you had better be, too. Buyers today have a variety of ways of learning about you and your company, and social media is one of their primary tools. If you leave a prospecting message for a younger buyer, be aware that there is about a 1 in 3 chance that the buyer will look you up on LinkedIn before that buyer thinks about calling you back. And if you don’t look legitimate on LinkedIn, you’re not going to get that call (or email or text). “Looking legitimate” is more than just having a profile on LinkedIn. You need a good professional headshot, “about me” verbiage, a complete professional history, and some activity (i.e., posting and engagement). Recommendations and a strong network are a definite plus. If you aren’t using LinkedIn as a professional tool, you won’t be taken seriously. LinkedIn isn’t enough. You also need to be aware of other ways buyers can research you. Do you know what your company’s Google reviews say? Your buyer probably will – and you’d better have explanations for recent bad reviews. Here’s the exception to the “younger buyers” rule: Many older buyers are learning from and copying the habits of younger buyers. That means that you can’t just stereotype by age – you have to be versatile, smart, and adaptable to buyer needs, no matter what age they are. If you don’t keep pace with changes in buyers, you’re just going to be the old guy yelling, “Get off my lawn!” Nobody buys from that guy anymore. About the Author: Troy Harrison is the Sales Navigator, a speaker, and the author of “Sell Like You Mean

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Revolutionizing Distribution with AI

Fri, 30 May 2025 14:48:58 +0000

AI, in its next generation, could be a step-change for distribution, not so much on its evolutionary path, but with the coming next-level, domain-specific training models, revolutionary. A New Era Dawns A tidal wave is about to hit wholesale distribution. AI-powered software is poised to sweep away outdated systems that churn out reports and little else. These new tools won’t just manage data—they’ll act, advise, and transform how distributors operate. For software vendors, it’s a golden moment. Industry heavyweights with deep expertise can lead the charge, but fast-moving startups could steal the spotlight. The race is on, and the stakes are enormous. The Opportunity at Hand Software executives hold the reins. They can solve distributors’ toughest challenges—their customers—and claim market dominance. A game-changer looms: a distributor domain-specific LLM training library packed with decades of expert insight. This tool will let vendors build software that doesn’t just help—it captivates. Picture this: distributors grinning, their teams liberated from tedious tasks, laser-focused on game-changing wins. The goal? Software so essential it’s the top pick for distributors hungry for growth. What’s Holding Distributors Back? Distributors are in a bind, facing challenges that sting: Vanishing Expertise: Veteran [Seasoned managers, salespeople, and consultants once held the industry’s playbook in their minds.] They’re retiring now, and their wisdom is slipping away. Boutique consultants, long a source of specialized advice, are also fading, with few stepping up to replace them. The fallout? A gaping hole in strategic decision-making. Skyrocketing Labor Costs: Labor costs are soaring. They’re bleeding budgets, forcing distributors to rethink team roles. Routine tasks are a cash drain—essential but too costly to handle manually. Staff should focus on high-stakes decisions rather than repetitive tasks. Spotty Best Practices: Distributors know the playbook—follow-ups, lead tracking, customer guidance. But executing consistently? That’s a challenge. Current software highlights gaps but doesn’t step in to fix them. Discipline falters, and results suffer. Digital Shift: Customers now prefer digital interactions over face-to-face interactions. Software must deliver, managing workflows seamlessly to keep interactions smooth, while maintaining a personal touch by providing individually tailored communications. Where Today’s Software Falls Flat Most software today is stuck in neutral. Legacy systems spit out dashboards and reports, but they don’t think or act. They leave distributors stranded—data-rich, direction-poor. “AI-powered” platforms don’t fare much better. Their AI components handle basic tasks—data entry, report generation—but that’s just a small convenience, not a game-changer. They don’t execute best practices or deliver the sharp insights of a veteran consultant. The root issue? Developers often lack deep distribution expertise. Without it, they can’t train AI to deliver the precise, industry-specific advice distributors crave. Generic AI models churn out vague platitudes, not the tailored strategies that move the needle. Until recently, the gap has been filled by consultants, but they’re retiring, with no real replacements. Building the Future Here at WayPoint, we’re finalizing the ultimate AI training model—one that empowers the AI components of distribution software to deliver detailed, growth-driving advice on profits and customer strategies, far beyond the generic outputs of web-trained LLMs or add-ons. It’s the world’s largest library of profit-driving distribution industry knowledge, tactics, and best practices. Now vendors can rewrite the rules by adding AI-driven capabilities that go much, much further. Here’s the blueprint: Do the Work: Software shouldn’t just suggest—it should execute. Imagine follow-ups, lead communication, and customer coaching handled flawlessly across the board. AI locks in discipline organization-wide, solving the consistency problem. Ditch the Drudgery: Repetitive tasks are a burden, and distributors can’t afford the labor. AI can take them over, freeing staff to tackle big-picture challenges like complex deals or strategic planning. Jobs become more rewarding, and efficiency surges. Bring Expert Smarts: Picture software with the savvy of a top consultant, advising on profits, cutting waste, fine-tuning services, and offering tailored strategies for every key customer. That requires AI trained on industry-specific best practices—sales, rebates, operations, transportation. It’s about leveraging the latest metrics for stellar results. Talk the Talk: AI needs to sound like it belongs in distribution. It should produce crisp briefings, action plans, customer emails, and kick-off workflows like price updates. Purpose-built language models, steeped in industry context, make this a reality. How Vendors Get There The roadmap is ambitious but achievable: Smart Middleware: Build a layer that distills raw data into clear signals—profitability trends, customer patterns, hidden issues. This fuels the internal prompts that let AI deliver pinpoint-accurate results. Bake in Know-How: Embed real-world tactics—like combining orders, optimizing warehouse operations, or streamlining freight terms—into AI. A distribution-specific LLM training library, brimming with expert strategies, will supercharge the AI component of software systems. Generic, web-scraped training won’t cut it, and distributors will notice the difference. Train AI Right: Create AI that speaks distribution fluently, powered by a structured, industry-specific knowledge base. A library built on decades of insight from hundreds of top-performing distributors and dozens of experts will ensure AI delivers the most effective advice from recognized consultants and industry leaders. Software vendors have top programmers, but not top distribution best-practice knowledge—this fills that gap. The Dream in Action When it works, it’s electric. Software drives relentless growth, filling the void left by retiring experts. It handles the small stuff, boosting profits and freeing teams for high-level work. Customer relationships thrive, making well-trained software the top choice and securing vendor dominance. Distributors are eager for this—software that delivers on AI’s promise. Low-level tasks vanish, jobs shift to high-value focus, and expert guidance is always at hand. Operations hit new peaks—follow-ups happen, inventory optimizes, and customers grow more profitable. The software becomes as indispensable as email, woven into every workflow, driving best practices everywhere. Why AI Training Models Matter AI is the engine of this shift. It advises, executes, and communicates. But its power depends on training. A decade-long knowledge base, capturing the brilliance of retiring consultants, industry pros, and advanced analyses from leading companies, is the secret sauce. Set for a spring release, this distribution-specific LLM training library will let vendors build AI that’s distribution-smart, not generic. That’s the divide between colorful reports

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From reactive to proactive: Building a data-driven safety culture around AI

Tue, 20 May 2025 05:00:50 +0000

AI doesn’t fix safety—that’s the myth. Warehouses that expect real-time insights to magically improve performance are missing the point. AI is a tool, not a strategy. The real lever for change? Behavior, coaching, and reinforcement. Without those, even the most advanced systems end up collecting digital dust. Because here’s the truth: technology without behavior change doesn’t move the needle. Warehouses have never had more access to data. AI tools can now forecast equipment failures, flag late-stage order issues, and detect deviations in pick-and-pack accuracy — all in real time. However, none of this matters if people don’t act on what the data reveals. Insights alone don’t improve safety, productivity or accountability. What does? Building a culture of action around those insights. Why AI adoption can stall out Many warehouses have invested in AI-powered tools—predictive analytics, real-time alerts, digital twins—only to find that outcomes don’t change much. Why? The insights stay on the screen. They don’t make it into the moments that shape behavior: shift huddles, Gemba walks, performance coaching, incentive reviews, and even underlying system configuration changes. Fundamental transformation happens when AI stops being a dashboard feature and becomes a shared language for operational excellence. When AI is integrated into the daily cadence of work, not bolted on as an afterthought, it becomes a catalyst for cultural change. Where culture meets code Want AI to drive real impact? Start where decisions are already being made. Gemba walks become a real-time feedback loop. Supervisors walk the floor with AI insights in hand, not just clipboards. A flagged safety deviation or a recurring exception triggers in-the-moment coaching. It’s not about micromanaging but enabling quick course correction before issues escalate. Coaching conversations evolve from reactive to strategic. Instead of relying on anecdotal feedback, managers can use AI-powered trend reports to guide 1:1s. If a team member consistently reworks orders after packing, the data can highlight it. That opens the door to targeted coaching, skill development, or even cross-training opportunities. Bonus structures align incentives with the right behaviors. For example, bonus criteria can include proactive interventions based on AI signals instead of purely rewarding throughput, like addressing a maintenance alert before downtime occurs, or rerouting a misallocated picker based on real-time zone data. By embedding AI into existing rhythms — instead of creating entirely new ones — you reduce friction and build buy-in. Trust, not tech, is the accelerant The most significant barrier to operational AI isn’t the technology. It’s trust. When workers don’t understand how AI draws its conclusions, or fear they’re being replaced by it, resistance is inevitable. That’s why transparency is critical. Please explain what the system measures, how it’s weighted, and where human judgment still plays a role. This isn’t about removing people from the process — it’s about giving them better tools to succeed. Start small. Use AI insights to open conversations, not close them. Build confidence in the tool before scaling its use across functions. Reinforce the right outcomes A data-driven safety culture doesn’t just react to problems — it prevents them. However, to sustain that shift, leaders must model the change and recognize the behaviors that support it. Celebrate when a team catches a pattern early. Share wins where AI played a part. When the message from leadership is clear — that safety and continuous improvement are team efforts, powered by both people and data — adoption follows. The best warehouses don’t just run smarter. They coach smarter, reward smarter, and lead smarter — using AI not to replace decision-makers, but to sharpen their impact. About Vee Vee Srithayakumar is a product leader in warehouse management at Tecsys, driving innovation through AI-driven and advanced warehouse execution system initiatives. His contributions to the supply chain industry earned him recognition as a 2024 Supply & Demand Chain Executive “Pros to Know.”

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Tariffs and global trade: The economic impact on business

Tue, 20 May 2025 05:00:45 +0000

The recent wave of tariffs and other trade controls has created radical uncertainty for businesses. Here’s how decision-makers can best position their companies to thrive in the evolving landscape. Since the United States announced reciprocal tariffs on April 2, 2025, financial markets around the world have seen heightened volatility, raising concerns about the impact on the global economy. The combined tariffs enacted by the US government since that date have rapidly raised the country’s weighted-average tariff rate to its highest level in the past 100 years, from approximately 2 percent at the start of 2025 to more than 20 percent as of April 11, 2025. Other governments’ responses have varied, from China imposing 125 percent tariffs on US imports to more than 75 countries offering to negotiate, according to the US administration.1 How these measures will evolve is highly uncertain, particularly given the 90-day pause that the US government has placed on most country-specific tariffs. However, the tariffs’ impact on business cost structures, business and consumer demand, and companies’ relative competitive advantages is bound to be substantial. Business leaders are navigating a multitude of near-term decisions, with some setting up geopolitical nerve centers to coordinate their responses. In this article, we outline three actions that can help businesses make medium- to long-term decisions: analyzing relative positioning, defining strategic posture and actions, and pressure testing decisions in light of current uncertainty. Analyze relative positioning As leaders move beyond immediate tactical responses to consider more enduring shifts to their businesses, they should assess how the new tariffs will affect their competitive advantages and growth prospects: Relative competitive advantage. Tariffs’ impact varies widely by country and sector, and every business has a different geography and product mix, operations footprint, and supply chain. This variance makes it necessary for each organization to assess the new tariffs’ implications for its relative competitive advantage. Most business leaders are already calculating the cost impact on their operations. The next step is to analyze how the tariffs affect competitors’ cost structures and substitute products. This analysis will determine whether a business can sustain its margins—and even accelerate sales—or whether it must retrench. Since some countries have instituted new export controls and other trade restrictions in response to US tariffs, decision-makers should also assess their ability to maintain access to markets and supplies compared with competitors and whether their position might justify expanding production. Demand. Tariff changes are likely to meaningfully affect business, consumer, and government spending, as well as trade flows. Companies should therefore evaluate how macroeconomic conditions may affect demand for their products. They should also assess the elasticity of that demand if evolving tariffs necessitate price increases. Finally, they should consider whether their key end-customer markets align with growing or shrinking trade corridors. Analyzing these two dimensions for each major product–geography combination can help business leaders define a set of actions to protect their businesses’ economics and potentially accelerate growth (exhibit). Companies can assess their position based on tariffs affecting their competitive advantage and customer demand. Company-level tariff impact matrix Define strategic posture and actions Decision-makers should go beyond mitigating the downside of the new trade measures and look for opportunities that the changes may present, as we outlined in a prior article.2 The combinations of actions that companies might consider in response to the recent tariff changes can be grouped into four strategic postures, which will vary based on a company’s specific circumstances: Drive commercial acceleration and invest in growth. Companies in this category have operational footprints and supply chains that give them a competitive advantage. As such, they are positioned to accelerate commercial actions, including optimizing pricing, expanding their sales force or channel presence, and boosting production in existing facilities. They should simultaneously assess investments with longer time horizons, such as new product launches, brand enhancement initiatives, acquisitions, and the development of new production facilities. Capture market share and protect margins. Companies in this category are positioned better than their competitors, but have reduced customer demand. They would benefit from focusing on actions that leverage internal capabilities and eschew major capital investments until demand stabilizes. Measures to consider include adjusting pricing for specific customer segments, implementing loyalty incentives, and expanding sales into channels and customer pools where the company’s position relative to competitors has improved since the new tariffs’ implementation. Invest to reset the cost structure. This strategic posture would apply to companies that find themselves in a diminished competitive position but with steadily increasing customer demand. Assuming that business leaders believe their company’s competitive position remains viable, they might consider cost reductions to improve margins as they continue to benefit from healthy demand. Their immediate actions could include cost reengineering, design-to-value improvements, supplier renegotiations, targeted supplier reconfiguration, price calibration, and, if within reach, investments in product differentiation. In some cases, corporate leaders should also consider exiting unprofitable business lines and simplifying their operational and product portfolios. In the medium term, companies in this group should determine how to improve their overall market position—for example, by making changes to their supply chains and realigning their manufacturing footprint and talent operations. Rationalize and refocus. Companies in this category are in the most vulnerable position because their products are highly exposed to tariffs, and they are experiencing diminished customer demand. Their leaders’ strategic imperative is to reduce that exposure by accelerating cost containment, deferring capital investments in exposed areas, and exploring restructuring options. In some cases, limiting their focus to markets where the company has a margin advantage and defendable market position may be the most pragmatic move. Optimizing both the product–market portfolio and the business portfolio is another important step. Pressure test decisions in light of current uncertainty The strategic postures that companies adopt aren’t static determinations. Business leaders need to analyze a range of potential scenarios, some of which might necessitate different strategic moves. To find the best approach, leaders should ask themselves the following questions: For which products does my positioning remain stable across a range of scenarios? Which sets of actions are common for these products across most scenarios? For major decisions, such

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Think before you buy: The hidden cost of tariffs

Tue, 20 May 2025 05:00:33 +0000

I talked with Jim Margner (my state and local tax expert), who prepared notes for the Illinois Equipment Dealers Association presentation. I attended one of Jim’s prior sessions for this group, and he did a very nice job related to a highly complex topic. Illinois changed the rental equipment use tax collected when rental equipment is purchased to one based on rental billings starting January 1, 2025. The tax is not only based on rental billing but also on rental rates for the city where the equipment is being used. In other words, rental coordinators must have access to a rental rate list by city or town to estimate or prepare a billing invoice. As we discussed the potential problems associated with a rental tax using various rates, I started thinking how tariffs could complicate matters even more. Since rental rates are related to the cost of equipment, one must assume a unit that generates a tariff will have a different rental rate than a similar unit without a tariff. On the other hand, it could be tough to explain to a customer why one unit’s rate is 50-100% higher than that of a similar unit. So, based on this discussion with Jim, I decided to prepare a discussion paper this month to help you understand how tariffs will impact your financial statements and cash flow. After just playing around with this topic for 30 minutes or so, I came up with about 20 questions and a transaction tree to demonstrate options dealers must account for regarding tariffs. And from what I can tell, it will be very easy to mess up your financial and cash flow if tariff purchases are material. ACCOUNTING FOR TARIFF ON EQUIPMENT PURCHASES When a U.S. company purchases equipment from a Chinese vendor with a 50% tariff, the tariff impacts the overall cost of the equipment. The tariff is included in the equipment’s purchase price and capitalized on the Balance Sheet for accounting purposes. This increased capital cost is then depreciated using your standard book depreciation rate. The immediate cash outflow includes the purchase price plus the tariff, representing a significant financial commitment compared to a pre-tariff transaction. IMPACT ON EQUIPMENT RENTAL TRANSACTIONS For equipment rental transactions, the 50% tariff increases the cost basis of the rental equipment, affecting rental pricing. Higher acquisition costs necessitate higher rental rates to maintain profitability on the “tariff” units. Dollar utilization is typically profitable in the 35-40% range. 35% of $100,000 is quite a bit different from a similar unit costing $150,000. And the issues do not stop there. What about financing that $150,000 unit? What would the OLV (Orderly Liquidation Value) be on such a unit? But no matter how you slice it, a dealer must recover cost plus profit or risk damaging financial performance metrics. Do not forget that the interest cost of financing tariff units will be 50% higher than financing a non-tariff unit. Also, consider any cost increases related to parts purchases with a tariff tagged on to them. Another issue that blew me away was the pricing for rent-to-sell units and the potential higher parts costs incurred to maintain the unit before any purchase occurs. Good luck explaining this type of deal. CASH FLOW Additional tariff cost before the unit can be released to the buyer. Additional maintenance costs if parts are subject to tariffs. Higher interest cost for both inventory and rental units. Higher potential sales proceeds from both new and used rental units. Lower department margins if the cost of tariffs is not covered by sales prices that ensure profitability. MY THOUGHTS Avoid tariff purchases. Buy used units to support the rental fleet. Avoid RTS transactions using tariff units. Find ways to recover the tariff tax to avoid a cash crunch. Refurbished customer units instead of selling new tariff units to them. Watch the time between when the tariff is paid and subsequent cash receipts from sales. Adjust budgets and cash flow models as tariff units and transactions increase. Business Owner and department heads: GET A HANDLE ON THIS ASAP OR OUTSOURCE AS NECESSARY. The tariffs will eat into your equity position if you take a wrong turn. About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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New Industrial Manufacturing Pipeline grows: 133 projects planned with renovation & equipment focus in April 2025

Tue, 20 May 2025 05:00:27 +0000

Industrial SalesLeads released its April 2025 report on planned capital project spending in the Industrial Manufacturing industry, highlighting a growing new project pipeline. The Firm’s tracking of North American activity identified 133 new projects slated for development. This surge includes investments in facility expansions, the construction of new manufacturing plants, and significant equipment modernization projects. The following are selected highlights of the new Manufacturing construction industry news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 115 New Projects Distribution and Industrial Warehouse – 100 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 31 New Projects Expansion – 41 New Projects Renovations/Equipment Upgrades – 65 New Projects Plant Closings – 11 New Projects Industrial Manufacturing – By Project Location (Top 10 States) Ohio – 13 Texas – 12 Michigan – 9 Pennsylvania – 9 California – 7 North Carolina – 7 Arizona – 6 Illinois – 6 Indiana – 6 New York – 6 Largest Planned Project For April, our research team identified 13 new construction projects, each boasting an estimated value exceeding $100 million. This signals an intense wave of investment and expansion within the industry. The largest project is owned by Fuyao Glass America, which plans to invest $400 million in the expansion and equipment upgrades of its manufacturing facility in DECATUR, IL. The company is currently seeking approval for the project. Top 10 Tracked Industrial Manufacturing Projects OKLAHOMA: A tire manufacturer plans to invest $320 million in the renovation, expansion, and equipment upgrades of its manufacturing and warehouse facility in LAWTON, OK. The company is currently seeking approval for the project. TEXAS: A solar module equipment manufacturer plans to invest $265 million to expand and upgrade their manufacturing and warehouse facility in SAN ANTONIO, TX. Completion is slated for early 2026. MINNESOTA: A biotechnology company plans to invest $132 million in renovation and equipment upgrades on a 122,000 SF processing facility at 7500 Meridian Circle N. in MAPLE GROVE, MN. They are currently seeking approval for the project. Completion is slated for 2027. ILLINOIS: A medical device manufacturer is planning to invest $115 million in renovation and equipment upgrades at a manufacturing facility in LIBERTYVILLE, IL, and is seeking approval for the project. OHIO: A plastic film manufacturer plans to invest $106 million in a 157,000-sf expansion and equipment upgrades at its manufacturing facility in LEXINGTON, OH. The project also includes equipment upgrades at its 2355 W 4th Street manufacturing facility in ONTARIO, OH. It is currently seeking approval for the project. KENTUCKY: An automotive manufacturer is planning for the renovation and equipment upgrades on their manufacturing facility in LOUISVILLE, KY. They are currently seeking approval for the project. WEST VIRGINIA: An automotive manufacturer plans to invest $88 million in renovation and equipment upgrades at its manufacturing facility in BUFFALO, WV. The company recently received approval for the project, which is slated for completion in 2026. UTAH: Railroad equipment manufacturer plans to invest $70 million to expand their manufacturing facility in SALT LAKE CITY, UT by 245,000 SF. They are seeking approval for the project. KENTUCKY: A packaging company plans to invest $61 million in constructing a 100,000-square-foot manufacturing facility in Lebanon, KY. Completion is slated for Fall 2025. MINNESOTA: A biomedical testing equipment manufacturer plans to invest $50 million to expand its manufacturing facility in CHASKA, MN, by 148,000 SF. The company is currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.

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Safety is more than a checklist—It’s a sales opportunity

Tue, 20 May 2025 05:00:23 +0000

Each June, National Forklift Safety Month serves as a valuable reminder of how critical safety is to the material handling industry. But it’s not just a time for awareness—it’s a prime opportunity for your dealership to strengthen customer relationships, differentiate yourself in a competitive market, and drive growth in your parts and service departments. Forklifts are essential to warehouse and distribution operations, but they also present serious risks. According to OSHA data, thousands of injuries and dozens of fatalities occur each year due to forklift-related incidents. Many of these are preventable with the right equipment, training, and safety protocols in place. For dealers, that reality presents both a responsibility and a business opportunity. In a previous edition of mine on this topic, I emphasized how offering safety-related products and services reinforces your role as a trusted advisor to your customers. This year, I want to expand that idea by focusing on how smart safety strategies can translate into tangible sales and profitability gains for your parts and service departments. Safety is More Than a Checklist—It’s a Sales Conversation Many dealerships treat safety as a compliance issue—important, but not necessarily strategic. That’s a missed opportunity. When your parts and service teams actively promote safety products, inspections, and training, you create new touchpoints to serve your customers and generate additional revenue. Think about your service technicians. They’re often the first to notice missing seatbelts, worn backup alarms, or cracked mirrors during PMs or on-site calls. Equipping your service team with a list of safety upsell opportunities—back-up cameras, LED warning lights, pedestrian alert systems—turns routine maintenance into a conversation that protects people and boosts your bottom line. At the same time, your parts counter team should be fluent in safety solutions. Do they have projection lights, strobe beacons, and horn kits ready to recommend when a customer comes in for a standard replacement part? Are they promoting high-visibility gear, impact barriers, or overhead guard covers during June’s safety spotlight? These small additions not only enhance your customer’s fleet; they contribute directly to your sales mix. The Rise of Visual and Proximity-Based Safety Tech One area that continues to evolve—and create opportunity for dealerships—is visual safety and proximity alert technology. Traditional safety lights and alarms still serve a critical function, but today’s options go far beyond the basics. For example, TVH’s Play It Safe product line includes: Blue and red projection lights that visually alert pedestrians to a forklift’s presence, even around blind corners or high-rack intersections. Rotating beacons and LED strobes to enhance visibility in busy or low-light environments. Zone lights that create visible safety zones around a forklift to maintain proper pedestrian distance. These products are effective, affordable, easy to install, and ideal for bundling into fleet safety upgrades or PM packages. As fleets age or companies add new operators, these simple add-ons can drastically reduce risk. That means ongoing revenue streams for your dealership through retrofits, service calls, and parts replenishment. PPE and Facility Safety: Expand Beyond the Forklift Forklift safety doesn’t end at the lift truck. Dealerships should also offer personal protective equipment (PPE) and facility safety products. Many of your parts suppliers’ catalogs include: Hi-vis clothing and safety vests Hard hats, face shields, and safety glasses Hand and foot protection Column guards, floor striping, and pedestrian barriers For customers trying to meet warehouse safety audits or ANSI/OSHA standards, these items are often purchased in bulk and replenished regularly. By keeping them stocked and suggesting them during sales conversations, your dealership can expand its aftermarket footprint beyond just forklift components. Even something as simple as a safety mirror in a warehouse aisle or a replacement horn on an older unit shows that your dealership is thinking ahead for your customers. That builds trust and repeat business. Turn Safety into Service Opportunities National Forklift Safety Month is also the perfect time to offer safety inspections as a service. Whether performed by your shop techs or field service team, these walk-throughs can flag missing or damaged components and lead directly to quotes for: New seat belts or operator restraints Wheel and tire replacements Lighting upgrades Backup alarms or cameras These inspections take relatively little time but can generate meaningful add-on sales while providing clear value to the customer. More importantly, they show your dealership’s proactive commitment to keeping your customers compliant and safe. From Compliance to Competitive Advantage When your dealership leans into safety, you aren’t just checking a box—you’re carving out a competitive edge. Customers increasingly want suppliers who take a holistic view of their operations. If your team consistently points out safety risks, recommends helpful solutions, and offers easy ways to stay compliant, you’re more than a vendor. You’re a partner. And that partnership pays off. Safety products generally have healthy margins, and bundling them with standard parts orders or service visits increases average ticket size. Customers are more likely to stick with vendors who help them avoid costly accidents and improve workplace morale. National Forklift Safety Month is a built-in marketing campaign that dealerships can and should leverage. Host a safety-themed open house. Promote safety bundles on your website and social media. Equip your team with talking points and flyers. Run a contest for operators who complete safety refreshers. Send an email campaign featuring your top-selling safety items. Whatever you do, don’t let June come and go without making the most of it. Safety doesn’t just protect your customers—it can also protect and grow your business. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for over 19 years, serving in various roles, including service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories to various equipment markets, including material handling, equipment rental, and construction and earthmoving dealerships.

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How safe are your working conditions?

Tue, 20 May 2025 05:00:22 +0000

Tackling safety within a warehouse is a multi-layered endeavor. From equipment to building maintenance to the workers themselves, material handling operations present a variety of safety considerations. I had safety conversations with a few industry experts on various workplace safety aspects. This year, Forklift Safety Day by the Industrial Truck Association returns for its 12th year on Tuesday, June 10, in Washington, D.C. and online. “It’s open for everybody; in person at the National Press Club and online,” said Brian Feehan, president of ITA. He said that over 500 people joined the event online last year, and close to 100 attended in person. Registration is open until the day of the event, and those attending online will receive a link upon registration. Attendees in the past have encompassed a broad audience, including end users, private industry representatives, and academic and government officials, according to Feehan, who noted that forklift use touches nearly every segment of the economy. Feehan said this year’s primary message is that operator training is critical to maintaining workplace safety. “We embrace technology. But at the end of the day, when it comes to operator training, you’ve got to have hands-on training,” he said. According to Feehan, speakers will also focus on adopting best practices in specific environments and building a good safety culture. Forklift Safety Day falls by design during the National Safety Council’s Safety Month. Feehan said other countries have also adopted the idea of Safety Day and are promoting similar events worldwide. “It really has expanded in a global push,” he said. ITA recently released its publication, “Lifting America,” focusing on economic impact. ”In 2023, we’re at about $36.6 billion in annual contributions to GDP, up to 257,000 jobs in the industry, and $8.4 billion in taxes. All of the numbers across the board have really gone up,” Feehan said. For those who have not attended the safety day previously, Feehan encouraged checking it out. ”If you’ve thought about safety in your workplace, if you’re looking for some new ideas and fresh perspective, it’s a great opportunity to get a wealth of knowledge,” he said. At the upcoming National Forklift Safety Day, with a theme of “Every Move Matters,” some of the focus will be on how a multitude of small decisions can lead to a safer whole. “It’s a timely reminder that safety isn’t defined by a single action but a series of everyday decisions,” said Tom Lego, Toyota Material Handling Brand Ambassador, in an email. “At Toyota Material Handling, we believe promoting forklift safety starts with awareness and extends to the training, tools, and culture that reinforce safe practices at every level,” Lego said. According to Lego, Toyota has supported National Forklift Safety Day since its inception. “For over a decade, we’ve used this day to advocate for operator education, highlight emerging best practices, and reinforce the importance of making safety a shared responsibility,” he said. Lego said a safe work environment begins with consistency. “Safety isn’t just a checklist, it’s a culture,” he said, advising making safety part of the everyday routine of an operation. “Take the time to do thorough pre-operation checks. Speak up when you see something that doesn’t look right. Encourage peer-to-peer accountability and celebrate safe behaviors,” said Lego, adding that regular training and refreshers are also important. “Whether it’s buckling a seatbelt or scanning your surroundings, small actions can make a big impact,” he said. For more information on Forklift Safety Day, visit https://www.indtrk.org/national-forklift-safety-day Keeping out unwelcome guests With the high level of activity in material handling facilities, rodents, insects, and other living organisms can present concerns. Pests like rodents, cockroaches, flies, and others can carry diseases that can wreak havoc on employees and customers. According to Western Pest Services, they can also damage a building structure and increase the risk of fires. Nicolas Ellis, MS, PhD, is a board-certified and regional entomologist with the organization. Dr. Ellis works in various urban markets and environments. According to Dr. Ellis, food safety is a particularly important area, and Western Pest Services has an interface that companies can use to offer guidance and services for rodent and insect control. “Insects could be flies, which very readily enter through dock doors or pedestrian doors,” he said, adding that they can try to lurk or hide elsewhere. “When it comes to food supply and logistics, rodents are always a major concern. They are highly adaptable and choose to live around and among people,” Dr. Ellis said. “They will find ways to survive around us. They can be very difficult to control. On the other hand, insects can be brought in and are not even noticed. Beetles can hide and be inside things unknown to anybody.” Ellis added. The key is to be preventative, according to Dr. Ellis, who said visual inspections can be done by an organization’s quality control workers or by experts like those at Western Pest Services. ”That’s very successful,” he said of preventative inspections, noting that there is a certain consistency to pursuing safety in this vein. “When it comes to pest control, the pests don’t change,” said Dr. Ellis, who said that the industry literature and science behind pest control point to prevention as pivotal. “Our technicians can’t always be on site every time a truck comes up. One of the goals we have is to work with the quality measures on site.” This is helpful in empowering employees, according to Dr. Ellis. “The message resonates. They don’t feel helpless anymore,” he said. He noted that Western Pest Services develops programs to meet its customers’ criteria. “They’re always interested in knowing what they can do to optimize their pest control,” Dr. Ellis said. He said that when the logistics of a facility are complex, more challenges are presented. The more touchpoints there are for products, the more opportunities there are for pests, according to Dr. Ellis. And while many aspects of pest control remain static, shifts can be noted elsewhere. Asked about how climate change may impact conditions, Dr. Ellis stressed the evidence of new

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Where did the sale go? I seem to have lost it.

Tue, 20 May 2025 05:00:12 +0000

Lost a sale? What did you blame it on? Who did you blame it on? In my 32 years of training salespeople, I’ve never had one person come up to me and say, “Jeffrey, I didn’t make the sale, and it’s all my fault.” Excuses like: Our price was too high, the guy said he had a satisfactory supplier, we didn’t win the bid, and other such lame excuses, except the real one: The salesperson did not ask the questions that helped the prospect find a solution that his product would address. The salesperson could not create enough understanding in the prospect’s mind to get them to BUY. Sharon Drew Morgen thinks she has the answer to the lifelong question, “Why can’t I make the sale?” Cool, but there’s a hitch. You have to change the way you think about it and the way you approach the sale. Rats. Well, how come she has the answers, and you don’t? Simply put, she trains salespeople and writes about the selling process based on her successful career as an “on-the-street” saleswoman. Her book, Selling with Integrity, a New York Times Business Bestseller, introduces and teaches Buying Facilitation (her trademarked process), a sales strategy to support buyers in discovering their unique criteria for finding their best solutions. Her philosophy embraces the fundamental principles that seem to elude the “competitive” salespeople (the ones who sell price and seek to solve problems rather than find solutions). PLEASE NOTE: This is not Sharon Drew Morgen’s system of selling. She does not have one. Nor does she believe in one. Instead, she employs strategies that lead customers to discover how they need to buy. These are her principles of sales success: 1. People only buy when they have all their own answers. The length of time it takes people or teams to discover their own answers is the length of the sales cycle. 2. You must have a buyer in the buying position. The seller must include all relevant aspects of the decision in his questions in order to bring in all decision points in the possible ‘BUY’. Before making a purchasing decision, the buyer/prospect must cover three areas: They must have the ability to navigate their decision-making structure/strategy; They must come up with a solution that is congruent with their values. They must have appropriate information. Most sales deal with the information piece, and support the other two only in relation to the product. Get on their team as fast as you can. The seller will get on the team through his questions and the commensurate trust that is created. If the product is not a fit, there’s no need to be on the team. The seller’s ability to serve the client’s decision navigation will determine the possibility of the seller joining the buyer’s team and will shorten the sales cycle dramatically. People buy when they know they cannot take care of the problem in house or by themselves. Part of their decision navigation is a complete look at how they might do it themselves and what has stopped them from doing that. Where they cannot fix it themselves, they must have the criteria for choosing and working with an external supplier. And you must be willing to give up your need to sell to support buyers in their search for their own answers. Create decision support and solution finding before the information. Offering buyers information at this point in our history, when they can get any information they want in moments, is moot. We have gone from push to pull, from the Age of Information to the Age of Access. Information on its own is just a tiny piece of the pie. Sales have been related to product sales and market creation. Salespeople have the responsibility to question and listen to the buyer. This process allows the buyer to discover how, what, where, when, and if they need to buy. Without this discovery, they will do it themselves via the Internet. Sellers have been trained to use selling patterns. Buyers only use buying patterns. The seller’s ability to get rid of his/her selling patterns, or the luck of the seller in finding people who buy the way they sell, determines how successful the seller is. Approach the job of sales through serving. If you do, you will lose your need to be product/sale oriented. Instead, you will make the conversion to be willing to “support your customers by helping them find their own best answers,” rather than “need to make a sale.” Big conversion. Salespeople need to discover their clients, not create them. Most people don’t know how to decide to use us or our products, and others don’t need us. We must support the first group and learn how to recognize and not waste time on the latter. These are great answers, but they are not easy answers. They require hard work to understand, master, and implement, and most salespeople won’t do the hard work it takes to make selling easy. Very few sales trainers and writers get that selling must be replaced with supporting the buying process. Sharon Drew Morgen gets it. She gets that salespeople become known (and successful) by the questions they ask. Very few salespeople get it either, but they’re easy to find—the ones at the top. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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A Data-Driven approach to safety in Yard Operations: Minimizing Risk, Maximizing Efficiency

Sarah Quick, Head of Fleet Transformation and Safety, YMX Logistics — Thu, 15 May 2025 13:58:32 +0000

In high-volume yard operations, safety isn’t just a priority. It’s a critical responsibility. The yard is a dynamic environment where people, trucks, and equipment intersect, and without a robust safety framework, the risk of incidents can escalate quickly. But how can enterprise shippers move beyond reactive safety measures to a more proactive, data-driven approach? Why Data-Driven Safety Matters Data-driven safety strategies are transforming yard operations. According to the National Safety Council, workplace incidents cost employers $171 billion annually, including $44.8 billion in direct costs from transportation-related injuries. Shippers can identify potential risks by leveraging real-time data, historical trends, and predictive analytics before they lead to incidents. The impact is substantial: reduced accidents, minimized downtime, and improved operational efficiency. A data-driven safety strategy is about creating a culture of accountability where every team member understands how their actions impact overall safety. Data doesn’t just highlight risks, it empowers companies to address them and educate the workforce on safe practices proactively. Real-Time Monitoring and Alert Sensors, cameras, and connected devices provide real-time visibility into yard activities. From monitoring truck movements to detecting unauthorized personnel in restricted areas, data-driven systems can alert operators to potential hazards before they escalate. For example, with the proper technology, you can monitor speed limits, identify congested zones, and flag unsafe driving behaviors in real time. According to OSHA, implementing real-time monitoring systems can reduce workplace injuries by up to 30% annually. Companies need to integrate technology to track metrics and coach drivers in the moment. This will turn data into actionable insights that protect people and assets. Predictive Analytics for Incident Prevention Historical incident data can be analyzed to identify patterns and predict future risks. Companies can proactively address high-risk areas and implement preventive measures by analyzing data from yard equipment, vehicle telematics, and driver behavior. For instance, if data reveals that certain times of day or specific yard zones experience higher accident rates, management can adjust staffing levels, schedule additional safety checks, or deploy additional resources during peak risk periods. According to a study by the American Trucking Associations, predictive analytics can reduce accident frequency by up to 22% in logistics operations. Every incident is an opportunity to learn. Analyzing near-misses and minor incidents gives companies the chance to refine their safety protocols and prevent more serious accidents. Safety Scorecards and KPIs A data-driven approach also involves setting clear safety KPIs and tracking performance against benchmarks. These scorecards can include metrics such as: Incident frequency and severity rates Near-miss reporting rates Compliance with safety protocols Equipment maintenance schedules Driver training completion rates Tracking these KPIs enables management to pinpoint areas where safety performance is lagging and take corrective action promptly. According to the Bureau of Labor Statistics, companies that actively monitor and address safety KPIs see a 48% reduction in workplace injuries. 4. Integrating Technology for Comprehensive Visibility Technology integration is essential for a comprehensive safety strategy. Shippers can create a 360° view of yard operations from a safety perspective by combining data from yard management systems, telematics, and AI-powered cameras. This integrated view provides critical insights into potential hazards and allows for more accurate risk assessments. 5. Continuous Improvement Through Data Data-driven safety isn’t a one-time initiative; it’s a continuous process. Regular data reviews and safety audits can help companies identify emerging risks and adapt safety protocols accordingly. This iterative approach ensures that safety strategies remain effective as yard conditions and operational demands evolve. Safety isn’t just a checklist. It’s a continuous journey. A company’s goal should be to foster a culture where data empowers every team member to contribute to safer, more efficient yard operations. Turning Data into Action The stakes are high in enterprise yard operations. Safety isn’t just about avoiding accidents. It’s about building a culture of accountability and operational excellence. A data-driven approach to safety minimizes risks and fosters a proactive, preventive culture that protects workers and assets and avoids disruptions in your supply chain. About the Author: Sarah Quick is a seasoned logistics professional with over 20 years of experience in transportation and supply chain management. As the Head of Fleet Transformation and Safety at YMX Logistics since August 2024, she leads initiatives in fleet optimization, safety programs, and the integration of emerging technologies, including electric vehicle adoption. Prior to joining YMX, Sarah spent Day & Ross, Embark Trucks, Hyperloop One, and the Transportation Technology Center, focusing on safety, compliance, and operations. Her career began in Australia’s rail industry, providing her with a comprehensive understanding of global transportation networks. Sarah is committed to enhancing safety standards, promoting sustainable practices, and advocating for the professional growth of women in logistics. Sarah Quick holds a Bachelor of Science degree from La Trobe University and a Master’s degree from Swinburne University of Technology, both in Australia.

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Your essential Lithium Battery Recycling Guide 2025: What you must know now!

Wed, 07 May 2025 15:48:40 +0000

That lithium battery powering your equipment seems simple, right? Until it reaches its end. Tossing it isn’t just careless; it’s often against regulations and creates real safety hazards. Figuring out the right recycling method feels complicated, especially with rules changing. This guide cuts straight to the facts. We provide the essential knowledge you need for lithium battery recycling in 2025. Properly recycling these batteries significantly reduces environmental harm—sometimes cutting related emissions by over 50% compared to mining new materials. Here’s what we cover: Why recycling lithium batteries is critical now. Safely handling and storing used units. How to locate certified recycling partners. Policy deep dives: Understanding rules and benefits in APAC, EU, and US markets. At ROYPOW, we engineer high-performance LiFePO4 battery systems for motive power and energy storage applications. We believe reliable power demands responsible lifecycle planning. Knowing how to recycle is key to using lithium technology sustainably. Why Recycling Lithium Batteries Is Critical Now Lithium-ion batteries are everywhere. They power our phones, laptops, electric vehicles, energy storage systems, and vital industrial equipment like forklifts and aerial work platforms. This widespread use brings incredible convenience and efficiency. But there’s a flip side: millions of these batteries are reaching their end-of-life right now, creating a massive wave of potential waste. Ignoring proper disposal isn’t just irresponsible; it carries significant weight. Tossing these batteries into regular trash or mixed recycling bins poses serious fire risks. You’ve likely seen news reports about fires at waste management facilities—lithium batteries are often the unseen culprits when damaged or crushed. Safe recycling routes eliminate this danger. Beyond safety, the environmental argument is compelling. Mining new lithium, cobalt, and nickel takes a heavy toll. It consumes vast amounts of energy and water, and generates substantial greenhouse gas emissions. Recent studies show recycling these same materials can slash emissions by over 50%, use about 75% less water, and require significantly less energy compared to mining virgin resources. It’s a clear win for the planet. Then there’s the resource angle. Many materials inside these batteries are considered critical minerals. Their supply chains can be long, complex, and subject to geopolitical instability or price swings. Recycling builds a more resilient, domestic supply chain by recovering these valuable metals for reuse. It turns potential waste into a vital resource. Protect the planet: Drastically lower environmental footprint than mining. Secure resources: Recover valuable metals, reducing reliance on new extraction. Prevent hazards: Avoid dangerous fires and leaks linked to improper disposal. At ROYPOW, we engineer robust LiFePO4 batteries designed for longevity in demanding applications, from golf carts to large-scale energy storage. Yet, even the most durable battery eventually needs replacement. We recognize that responsible end-of-life management is a crucial part of the sustainable energy equation for all battery types. Understanding Recycling & Handling Used Batteries Once used lithium batteries are collected, they don’t just disappear. Specialized facilities employ sophisticated methods to break them down and recover the valuable materials inside. The goal is always to reclaim resources like lithium, cobalt, nickel, and copper, minimizing waste and reducing the need for new mining. There are three main approaches recyclers currently use: Pyrometallurgy: This involves using high temperatures, essentially smelting the batteries in a furnace. It effectively reduces large volumes and recovers certain metals, often in an alloy form. However, it’s energy-intensive and can result in lower recovery rates for lighter elements like lithium. Hydrometallurgy: This method uses aqueous chemical solutions (like acids) to leach out and separate the desired metals. It often involves shredding batteries into a powder called “black mass” first. Hydrometallurgy typically achieves higher recovery rates for specific critical metals and operates at lower temperatures than pyro methods. It’s commonly used for chemistries like LiFePO4 found in many ROYPOW motive power and energy storage solutions. Direct Recycling is a newer, evolving technique. The aim is to remove and rejuvenate valuable components like cathode materials without fully breaking down their chemical structure. This approach promises lower energy use and potentially higher value retention, but is still scaling up commercially. The process begins with you before those advanced recycling methods can work their magic. Your careful handling and storage of used batteries is the vital first step. Getting this right prevents hazards and makes sure batteries reach the recycler safely. Here’s how to handle and store them correctly: Protect the Terminals: The biggest immediate risk is a short circuit from exposed terminals touching metal or each other. Action: Securely cover the terminals using non-conductive electrical tape. Alternatively, place each battery inside its own clear plastic bag. This prevents accidental contact. Handle Gently to Avoid Damage: Physical impacts can compromise the battery’s internal safety. Action: Never drop, crush, or puncture the battery casing. Internal damage can lead to instability or fire. If a battery appears swollen, damaged, or is leaking, handle it with extreme Isolate it from other batteries immediately. Choose Safe Storage: Where you keep batteries before recycling matters. Action: Select a cool, dry location away from flammable materials, direct sunlight, and heat sources. Use a dedicated container made of non-conductive material (like sturdy plastic), clearly labeled for used lithium batteries. Keep this separate from regular trash and new batteries. Remember these critical “Don’ts”: Do not put used lithium batteries in your regular trash or recycling bins. Do not try opening the battery casing or attempting repairs. Do not store potentially damaged batteries loosely with others. Do not allow terminals near conductive items like keys or tools. Understanding both the recycling technologies and your role in safe handling completes the picture. Even with ROYPOW’s focus on durable, long-lasting LiFePO4 batteries, responsible end-of-life management through proper handling and partnership with capable recyclers is essential. How To Locate Certified Recycling Partners So, you’ve safely stored your used lithium batteries. Now what? Handing them over to just anyone isn’t the solution. You need to find a certified recycling partner. Certification matters – it means the facility follows strict environmental standards, ensures worker safety, and often includes secure data destruction for batteries from electronics. Look for

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Automation and Humans: Will we be replaced?

Sun, 20 Apr 2025 05:00:41 +0000

Many businesses and workers share a global cautiousness about automation. Yet the reality of robotics and autonomous solutions, such as Automated Guided Vehicles (AGVs), presents a powerful opportunity to work smarter together. Work redefined: collaborating not competing This isn’t about machines stealing jobs; it’s about businesses strategically reallocating resources and empowering their workforce to focus on tasks that require human ingenuity, creativity, and critical thinking. We’re on the cusp of a new era of co-working where people and autonomous machines work in harmony, not in competition. While automation is clearly changing the employment sphere, it’s mainly doing this by streamlining repetitive and physically demanding tasks. Take a warehouse worker who spends a significant amount of time moving boxes from point A to point B as an example; automation can handle this aspect of the job instead, freeing that worker to focus on more complex tasks like inventory management and quality control. Increased automation investment Persistent labor shortages are gripping many sectors throughout the U.S. which is having an impact on the speed at which businesses are adopting automation. With an ongoing skills shortage, companies are turning to robotic solutions to maintain operational efficiency. Collaborative robots (cobots) and mobile robotics such as AGVs and AMRs are proving to be a solution that helps to bridge an operational gap as businesses struggle to source labor. The manufacturing sector currently has hundreds of thousands of unfilled positions, so companies are now expediting their longer-term plans to move towards automated assembly lines and robotic arms sooner. This isn’t just a reactive measure to fill the immediate labor gaps though; it’s a growing recognition that automation can offer long-term strategic advantage, allowing companies to become more agile, responsive, and competitive. For example, in logistics and distribution industries where e-commerce demands have surged, automated guided vehicles (AGVs) are becoming commonplace to support changing demands, with machines working alongside existing workforces to boost productivity. The key for workers and businesses navigating this shift lies in understanding that automation isn’t about replacing people. It’s about augmenting their capabilities. It’s about creating a work environment where humans can thrive, allowing us to focus on and hone the skills that make us uniquely human, the skills that can’t be replaced. This means investing in training and development, equipping workers with the skills they need to collaborate effectively with machines. Fostering a culture of adaptability and learning will empower employees to embrace change and see automation not as a threat but as an opportunity. Let’s consider the manufacturing sector again, perhaps the clearest example of an industry impacted by automation. While robots may easily handle assembly line tasks and automated guided vehicles may take on lineside deliveries, this frees workers up to focus on higher-value tasks. These areas drive innovation and create long-term value. This same principle applies across industries, from logistics and retail to healthcare and pharmaceuticals. Investing in people and technology It’s vital for businesses to look at ways of strategically embracing automation. This means carefully assessing which tasks are best suited for automation and which require human intervention. It means investing in the right technology and ensuring that it’s integrated seamlessly into existing workflows. And crucially, it means investing in people, providing them with the support and training they need to adapt and thrive in this new age of human-machine collaboration. The future of work isn’t about robots versus humans. It’s about robots and humans. Working together to achieve more than either could alone by leveraging the speed and precision of machines alongside the creativity and problem-solving skills that only humans can handle. Adopting a collaborative approach to automation will allow businesses to unlock new levels of productivity, innovation, and success while simultaneously creating fulfilling environments for their employees. The automation revolution isn’t taking over; it’s taking us to the next level. About the Author: James Jones is a Partner and Director at MasterMover, a global manufacturer of electric tuggers and tow solutions designed to improve safety and operational efficiency when moving heavy, large, or unconventional loads. MasterMover focuses on innovation, research, and development to provide the widest range of electric tugger products on the market.

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What is your approach to the sale? The old way? The new way?

Sun, 20 Apr 2025 05:00:37 +0000

The time for systems of selling has passed. The time for sales manipulation has passed. The time for “finding the pain” has passed. The time for “closing the sale” has way passed. I wonder if you’re using yesterday’s approaches to complete today’s sales. Many, if not most, salespeople (not you of course) walk into a sale with product knowledge, a few questions, a sales pitch, and hope. This is a strategy that will result in “How much is it?” Bad strategy. It’s time for you to create an approach that works and WOWs – an approach based on value and differentiation, an approach that’s personalized and customized. PROBLEM: This requires work. Hard work. And in my experience, most salespeople aren’t willing to do the hard work that makes selling easy. They would rather do the easy work that makes selling hard. Salespeople are not willing to build reputation, build expertise, network, work longer hours (especially in these times), and prepare harder than the competition. I have an approach that’s different from yours. It’s an approach that has evolved from years of selling and years of practice. And I am current. Internet current. Google ranking current. Website current. Social media current. And technology current. Here are my approach strategies and actions. See how many of them are yours: I have done my homework about their company. I have done my homework on the person I’m meeting with. I’m prepared with questions of engagement about them. I’m prepared with ideas in their favor. I’m more relaxed than formal. I’m confident, not cocky. I’m more friendly than professional. My business card rocks. People comment when they get it. I give signed books, not brochures. I don’t start until I have established rapport AND found common ground. I ask more and talk less. I walk into the sales call with ideas, and questions, not a pitch. I look for their pleasure, not their pain. I don’t talk about what “we do.” I talk about how they win. I ask for and get their Santa Claus list (what they’re hoping to achieve). I discover my customer’s reasons and motives for buying. I answer with questions, not just statements. I dare to inject humor. Often. Not jokes, humor. I don’t make presentations from my laptop — if I use slides it’s from a projector. I’m prepared with slides if the meeting gets that far. If I use slides, they’re fun, they’re customized for the prospect, and they’re not canned. I make my own slides. I often clarify a statement with a question before I answer. I discuss money openly (it’s my favorite part). I listen with the intent to understand, and then respond. I take notes to make certain I remember what was said and what was promised, and to show respect. I use testimonials to prove points and create a buying atmosphere. I am more patient than anxious. I wait for them to ask, then tell. When I hear a buying signal, I ask for, and confirm the sale. I don’t leave without asking for the sale or formalizing the next step. THE SECRETS: I have a reputation that’s Googleable, and I have a presence on social media that anyone can find and be impressed with. My company answers the phone with a friendly human being on the second ring 24/7/365. THE HARD WORK: Internet presence. THE HARD WORK: Social media presence. THE HARD WORK: Attraction through value. THE HARD WORK: Earning and acquiring video testimonials. THE HARD WORK: Preparation for each and every prospect. THE HARD WORK: Get up early, study, and write. The old way of selling doesn’t work anymore, and the new way of selling is difficult for seasoned salespeople to master. This leaves a gap, and an opportunity. For anyone. But it takes hard work. For everyone. HUGE opportunity. And you could be the one. About the Author: Jeffrey Gitomer is the author of twelve best-selling books, including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars, visit www.Gitomer.com, email Jeffrey at salesman@gitomer.com, or call him at 704 333-1112.

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Sustainability in the warehouse: AI’s role in creating greener supply chains

Sun, 20 Apr 2025 05:00:34 +0000

Warehouses hum with activity — forklifts move pallets, conveyors transport packages and robots pick orders. But in the future, there will be even more activity behind the scenes, where AI will quietly optimize energy use, minimize waste, and make every square foot of space more efficient. This isn’t just about profitability; it’s about sustainability. As consumers’ environmental concerns grow, warehouses are pressured to become more eco-friendly. AI has the potential to be a key enabler, helping businesses reduce their environmental footprint while maintaining operational efficiency. From cutting energy consumption to reducing waste, sustainability and productivity can go hand in hand. Doing more with less Every square foot of warehouse space incurs an environmental cost, from the materials used in construction to ongoing maintenance. Poorly utilized space leads to waste — not just in terms of real estate but also in the energy and resources needed to maintain it. AI-powered systems can analyze inventory flows and optimize slotting to maximize the utilization of available space. By improving layout efficiency, businesses can delay or even avoid the need for expansion, reducing the environmental impact of new construction while improving operational efficiency. Smarter inventory, smarter decisions Overstocking leads to expired or obsolete inventory, while understocking results in excess transportation costs as businesses scramble to meet demand. Both scenarios generate waste and increase emissions. AI’s predictive analytics help warehouses maintain just the right amount of stock by accurately forecasting demand and managing inventory turnover. Smarter stock levels mean fewer wasted products, less packaging, and reduced transportation emissions — all key components of a sustainable operation. Transportation’s green revolution starts in the warehouse While transportation often gets the spotlight in sustainability conversations, warehouses play a critical role in ensuring greener logistics. Inefficient loading and routing decisions can negate even the best efforts to reduce fuel consumption. AI optimizes these processes by balancing load configurations, minimizing empty miles, and coordinating routes more effectively. By initiating the green revolution in the warehouse, businesses can significantly enhance the sustainability of their transportation networks. Empowering green-conscious workers Sustainability isn’t just about systems — it’s about culture. AI can provide workers with insights into how their actions impact energy use, waste, and overall efficiency. Gamifying sustainability metrics, for instance, can engage employees and make eco-friendly practices part of their daily routines. By empowering workers to make greener choices, businesses foster a culture of sustainability that extends beyond the warehouse and into the broader supply chain. AI as the cornerstone of a sustainable warehouse The warehouse of the future isn’t just efficient; it’s sustainable. From reducing energy consumption to optimizing inventory and empowering workers, AI is proving to be a vital tool in creating greener supply chains. The beauty of these AI-driven improvements is that they also make sense for the bottom line—it makes sense all around. As environmental challenges grow, the pressure to act will only increase. By leveraging AI, warehouses can not only meet sustainability goals but also lead the charge toward a more responsible and resilient logistics industry. The journey to a greener future begins in the warehouse, and AI is lighting the way. About the Author: Vee Srithayakumar is a product leader in warehouse management at Tecsys, driving innovation through AI-driven and advanced warehouse execution system initiatives. His contributions to the supply chain industry earned him recognition as a 2024 Supply & Demand Chain Executive “Pros to Know.”

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When disasters strike, do you have established vendor relationships to help your company stay operational?

Sun, 20 Apr 2025 05:00:24 +0000

In one of my early editions, I discussed the hidden costs of variability in the supply chain. This is always a relevant topic worth discussing; in that edition, it focuses on shipping delays, raw material shortages, and uncertainty about when your products will arrive. At the time, you were used to your suppliers providing next-day shipping or local same-day pickup. Weekly stock orders arrive on the same day each week, like clockwork. All of those conveniences we take for granted were unknown variables back then. While we have returned to somewhat normal ‘clockwork’ deliveries, this year has presented its challenges thus far due to weather conditions. Record snowfall and freezing temperatures hampered the start of 2025. Additionally, natural disasters are striking with greater frequency and intensity than ever before. For material handling dealers, disruptions due to weather or natural disasters don’t just slow things down—they threaten your customer relationships, increase costs, and create uncertainty in an already competitive industry. When parts don’t arrive on time, your customer applications, such as warehouses and distribution centers, can come to a halt, and your customers will quickly seek alternative solutions. The question isn’t whether supply chain disruptions will happen but how prepared your dealership is to handle them when they do. When disasters strike, dealers’ toughest challenges keep critical parts flowing while navigating supply chain disruptions, shipping delays, and unpredictable customer demands. A single storm or wildfire can shut down a key supplier, leaving dealers scrambling to find alternatives. Freight routes get clogged, labor shortages emerge, and what was once a simple reorder turns into a logistical nightmare. These disruptions lead to longer lead times, higher costs, and customer frustration—things no dealer wants to deal with. So, what does this mean specifically for smaller forklift dealerships or independent material handling dealers? Unlike large, factory-owned operations, smaller dealers often lack the buying power or extensive supplier networks to absorb shocks easily. Additionally, they may not have the luxury of stockpiling large amounts of parts or the ability to pull inventory from multiple branches. Every disruption hits closer to home—directly affecting the ability to keep their customers’ fleets running. For example, if your primary supplier’s warehouse is shut down due to a hurricane, your parts orders could be delayed for weeks. That delay doesn’t just impact your inventory; it also disrupts your service technicians’ ability to complete repairs on time. Missed deadlines for preventive maintenance agreements, delayed customer repairs, or repeated back orders will damage your dealership’s reputation and profitability. These supply chain slowdowns can also create cash flow challenges. You may be required to source higher-cost parts from alternative suppliers or incur expedited shipping fees to meet customer demands. Rising freight costs, combined with unexpected supplier surcharges, erode margins and necessitate challenging pricing decisions. Additionally, with tight inventories, you risk losing parts sales to competitors who can source the part more quickly. That’s why, if you’re a smaller dealership, you must be intentional about how you prepare. Relying on a single supplier with a single warehouse leaves your business vulnerable. Building relationships with vendors that have multiple distribution centers (Hint, Hint!)—even if they aren’t your primary suppliers—gives you more flexibility when emergencies arise. Having backup plans doesn’t necessarily mean doubling your inventory but having go-to options for high-demand parts. Another area small dealers often overlook is communication. Customers today expect transparency, especially when their equipment is down. Being upfront about potential delays, explaining why they occur, and offering realistic solutions like substitute parts or service alternatives helps maintain a strong relationship—even when things don’t go perfectly. You might not be able to control the global supply chain, but you can control how you respond. On the inventory side, even if you don’t have advanced systems, there’s value in closely tracking which parts tend to be bottlenecks during past disruptions. Perhaps it’s hydraulic components, control modules, or specific brands that are more difficult to source when disaster strikes. For example, maintaining a modest buffer stock of these items, especially during peak seasons or hurricane-prone months, can prevent a service shutdown when the next storm arrives. Technology is another area where small dealers can gain an edge. Cloud-based inventory platforms or vendor portals make it easier to see when suppliers are experiencing slowdowns. You don’t need to invest in expensive systems to benefit—many suppliers now offer real-time visibility tools. Using those tools to react quickly, place orders earlier, and keep your service team informed is key. Logistics flexibility is crucial, too. You may need to get creative working with local courier services, partnering with other regional dealers to share inventory in a pinch, or shifting to suppliers with distribution centers closer to your market. Having options lined up before disaster strikes helps you avoid last-minute panic. The truth is that supply chain disruptions aren’t going to disappear. If anything, they’re becoming part of how we do business. That’s why being prepared can’t be something you only think about when things go wrong; it must be part of how you run your business every day. It’s not about fancy tools or overcomplicated strategies. It’s about maintaining a clear line of sight on your inventory, knowing where your parts are sourced, and staying ahead of market changes. At the end of the day, it comes down to being able to adjust quickly and keep your customers taken care of, even when things don’t go as planned. The dealers who stay flexible, work closely with their suppliers, and communicate openly with their customers will be the ones who remain steady, no matter what’s happening around them. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for over 19 years, serving in various roles, including service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories to various equipment markets, including material handling, equipment rental, and construction and earthmoving dealerships.

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Bridging the Gap: Advances in Human-Robot Interaction

Sun, 20 Apr 2025 05:00:17 +0000

Robots are evolving quickly in the manufacturing space, becoming more intelligent, adaptable, and collaborative — moving beyond their position as useful tools and becoming active partners in a variety of applications. As robot technologies and form factors continue to evolve, so does interaction between robots and humans. Developing technologies like artificial intelligence (AI), natural language processing, and advanced sensors are helping robots interact more effectively with their human counterparts. And innovations like advanced gesture recognition, voice commands, and adaptive learning allow robots to better understand and respond to human intent. “In the last five years, we’ve seen technology evolve so quickly, and it’s actually allowing this human-robot interaction to take place,” says Jon Battles, vice president of technical strategy at Cobot. Even as the industry evolved from fixed industrial robots to autonomous mobile robots (AMRs) and collaborative robots (cobots), many robots remained behind barriers of one kind or another, so they were not truly collaborative. The industry continues to move to a more collaborative model, though. “The form factor is going to continue to evolve,” Battles says, pointing to the first Humanoid Robot Forum, put on late last year by the Association for Advancing Automation (A3), and other moves toward increasingly collaborative robots. “Robots, once confined by physical barriers, now collaborate with humans with the help of advanced sensors and adaptive safety systems,” says Mark Gagas, vice president of Sensory Robotics. “Collaborative robots and AMRs enable real-time responsiveness, flexibility, and seamless integration into workflows.” Safety Is Priority Number One Safety is top of mind for all players, and it’s the key ingredient to tightening the relationship between robots and humans. “That’s where our industry is really going to have to focus — certifying this next generation of robotic systems to actually work directly with people,” Battles says. With fenced robots, manufacturers often face the challenge of two competing interests: productivity and safety. “Traditional approaches, like using physical barriers, ensure safety but can significantly limit flexibility and slow down workflows,” Gagas says. Newer form factors, like cobots and AMRs, introduce flexibility into the workflow but bring new safety considerations into play. Robots interacting more closely with human workers brings worries about managing the unpredictability of humans in dynamic environments. “Robots must be able to adapt quickly and effectively without compromising safety or disrupting operations,” Gagas says. But even collaborative robots are still generally bound by an area scanner or a sensor, Battles notes. “When people get too close, they shut down,” he says. “The next generation can actually work directly with people because of the enhanced safety, the enhanced sensors.” In the humanoid space, for example, there are zero cooperatively safe robots so far, which means they are currently confined to work cells, noted Melonee Wise, chief product officer at Agility Robotics, at A3’s Humanoid Robot Forum in October. Cooperatively safe robots can share a workspace and detect human presence but are generally designed to work with minimal interaction. AMRs typically fall within the cooperatively safe category. Getting to the status of collaboratively safe goes a step further — designed for direct interaction with humans. In February, A3 released the first major revision of ISO 10218 — the global standard for industrial robot safety — since it was developed in 2011. Nearly eight years in the making, the revised documents bring needed clarity and integration to robot safety. But more work will be needed to keep up with this rapidly evolving, AI-driven generation of robots, says Battles, who also serves on the A3 Artificial Intelligence Technology Strategy Board. “We’re going to see a big push in industry to get the right certified component parts that actually build up to this full, completely certified, collaborative autonomous robot market,” he says. “But it’s not only the physical and control hardware that we have to be thoughtful about. It’s the artificial intelligence software behind this, the generative AI, the agentic code that is developing. How do we safely certify that and the commands that it’s giving to the robot? That’s also a big part of the conversation.” Unfencing Industrial Robots Sensory Robotics makes robotic safety systems that track both robots and human workers to allow collaboration even with traditional industrial robots. “Our SR-1 solution uses 3D sensing technology to detect humans with precision. It creates adaptive safety zones, so robots automatically slow down or stop when people get too close,” Gagas explains. “This eliminates the need for fences, making workspaces safer and more flexible without sacrificing productivity.” This improves the interaction between machine and human by building trust. SR-1 can integrate with multiple robots and AMRs to enable collaborative workflows even in complex environments. The automotive industry, which has long been a proponent of industrial robots on its manufacturing and testing lines, serves as a great example of this capability. Gagas points to a particular automotive manufacturer that was looking to improve both safety and efficiency on a production line with multiple robots, AMRs, and human workers. “With the SR-1, we allowed for a fenceless cell with small safety zones, so workers could inspect components during production and rapidly improve the process,” he says. The solution is helping the manufacturer transform its operations. It has seen a 25% reduction in downtime because robots no longer have to stop entirely when humans are nearby. The company also realized a 15% boost in productivity as workflows became smoother and more collaborative; mobile robots are now able to tend the line without tripping the safety system. This sort of adaptability continues to advance, and robots will need to continue to better handle unexpected human movements in busy environments, Gagas says. But worker confidence is still a challenge. “Even with safety systems like the SR-1, it can take time for employees to feel comfortable working closely with robots,” he says. About the Author: Aaron Hand is a Contributing Editor for the Assocation for Advancing Automation (A3) Robotic Industries Association (RIA), AIA-Advancing Vision + Imaging (AIA), and the Motion Control and Motors Association (MCMA), along with A3 Mexico, have played a key role in

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Artificial Intelligence and Robotics respond to warehousing challenges

Sun, 20 Apr 2025 05:00:15 +0000

Technology is constantly evolving, and warehouse needs are frequently changing. The changes mean that advancing technologies, such as artificial intelligence and robotics, are filling current gaps and improving efficiencies in some areas. This month, Material Handling Wholesaler examines some of the latest developments in AI and robotics for material handling. Robotic grasping San Francisco-based OSARO has recently announced that it is utilizing AI to address a specific and immediate need: robotic grasping. OSARO has secured a patent for “Computer-Automated Robot Grasp Depth Estimation,” an AI-driven grasp depth estimation without the need for specialized sensors, according to a company statement. “Instead of relying on pre-programmed grip strategies, OSARO’s robots learn to grasp new items by analyzing past successes and failures. This allows them to adapt to unstructured environments and handle difficult-to-grasp items, such as soft, reflective, or irregular objects,” the release said. The company stated that the technology is already deployed in its fulfillment centers. “Our kitting and bagging customers require robots that can accurately grasp a wide variety of challenging items,” said Gemma Ross, Vice President of Operations at OSARO, in the statement. “This patent enables robots to adapt dynamically, improving picking accuracy and efficiency,” she said. Ross stated in an interview with Material Handling Wholesaler that the key to the system lies in its automated learning component. She said, “It learns in real time and from itself.” The OSARO system integrates with automated storage and retrieval systems to offer tailored picking and placing based on customer needs, according to Ross. The company overall seeks to develop solutions to meet labor needs in the industry, according to Ross. “The reason we exist is we have a labor shortage. Automation is really the only solution,” she said. OSARO media relations representative Tim Cox said the company is focused on finding ways to migrate people away from “dangerous and mind-numbingly boring tasks.” Ross agreed. “Our objective is to free people from mundane and hazardous tasks,” she said. According to Ross, OSARO provides training to operators and maintenance teams to implement the robotic grasping system. The training is typically completed in a day. OSARO representatives stay on site after deployment until teams are comfortable with the technology and then offer 24/7 remote support. “Our system is quite intuitive in how it works,” she said. One of OSARO’s customers currently uses the patented technology Zenni, which is an e-commerce operation for eyeglasses. “One of the main things for Zenni is really fast turnaround time,” said Ross, who said OSARO’s system has helped the company meet needs for speed and accuracy. “We’ve done a huge reduction in quality errors for them,” said Ross, who said OSARO technology helped the company in alleviating labor needs as well as increasing quality. In the industry overall, OSARO leaders see a need for the company’s products and services. “While the amount of labor is going down, the amount of things people are buying online is still going up. There is a lot more potential to go forward,” said Ross, who said it is gratifying to speak with people on the job who love working with the robots and who share how the technology has improved their working experience. “It always feels really good when I get to go on site and I get to see the operators working with this system,” she said. “These are people who already have the job, and now they just like the job better.” Partnerships and trends At Dematic, company leaders recently presented at ProMat 2025 on how the company’s technology can enhance operational efficiency, scalability, and adaptability in the evolving supply chain landscape, according to a company statement. Dematic bills itself as “a global leader in supply chain automation solutions featuring advanced technologies and software empowering the future of commerce for its customers in manufacturing, warehousing, and distribution.” Brett Webster, director of product management, was one of the presenters. “Amid today’s changing commerce ecosystem, such as high consumer expectations and increased complexity, it’s critical to invest in technologies that drive operational efficiency,” he said in an email interview. He said the discussion around his presentation would include ways to integrate AI within and beyond the warehouse. “For example, predictive maintenance and vision AI are two technologies that are helping optimize warehouse operations,” Webster said. “Once the product leaves the facility, AI can help with inventory management, order allocation, dynamic dock assignments, and more.” Earlier this year, Dematic’s parent company, the KION Group, announced a new collaboration with NVIDIA and Accenture. According to Webster, the partnership will help move toward a future of fully autonomous warehouses. “We’re excited about the innovation this will bring to our customers’ operations,” he said, noting that the collaboration of the companies’ technologies “will leverage AI to develop realistic modeling simulations, real-time analysis, and process and flow optimizations.” The partnership includes Dematic’s digital twin software, Accenture’s technology, and NVIDIA’s Omniverse ™. Webster said artificial intelligence has had a “profound” impact on warehouses in the past few years. “I’m confident that this trend will continue,” he said. “The biggest opportunity I’m seeing right now is about the role of data on supply chain operations. Studies show that autonomous, intelligent supply chains are only going to grow over the next few years, and AI is going to be a big part of that.” With the correct data, it offers an opportunity to optimize operations, identify risks and adapt to unexpected peaks in demand, according to Webster. The challenge, however, is ensuring the data collected is high quality. “If you’re feeding your software bad data, you’re going to get bad insights,” said Webster, who said flexibility within automation will also be key. “The large, fixed systems of the past make it difficult to adjust quickly to fluctuations in demand, unforeseen weather occurrences, or geopolitical events, so flexible automation will be paramount,” he said. Webster said another recent trend is the use of twin digital models to integrate AI to generate real-time simulations. “Companies will be able to explore various layouts before construction, run predictive scenarios, and validate control systems

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Economic decisions in an uncertain business climate

Sun, 20 Apr 2025 05:00:14 +0000

Our financial world seems out of whack and will probably continue to be for the rest of the year. This leaves dealers and their customers to generate two or three business plans for the rest of the year, hoping that the plan they decide to use generates positive cash flow and at least a decent gross profit margin for the full year. I included your customers in this process because their decisions will impact both your top and bottom lines. Consequently, you will want to have discussion points to discuss with them, including thoughts on the economy and pricing expectations should costs increase due to tariffs and/or inflation. However, dealers who purchase new units produced in the USA will be exempt from any tariff costs but may still feel the impact of inflation. Dealers who receive units or parts with a tariff cost will have to decide whether to pass on the cost, not pass on the cost and thus reduce margins, or defer the tariff cost hit to a future date when there is an opportunity to pass it on to a customer: many options, and a headache for your CFO and Sales Staff. Considering this a critical topic for dealers, I have read at least twenty-five expert reports on both inflation and tariff revenues and costs to customers and, thus, consumers. Does it surprise you that many of the expert reports were 180 degrees apart? Some made sense, and others you are saying to yourself, “What the hell are they talking about?” I had notes, charts, and diagrams all pointing in different directions. However, as I suspected, my March 15 publication of John Mauldin’s Thoughts from the Front Line delved into the topic with nine pages of financial data and comments about inflation and tariffs. And this was only Part 1 of the report. Part 2 was part of the March 22 report, which contained numerous charts and discussion points that led to a reasonable conclusion, enabling you to have a meaningful conversation with customers and staff. I sent Dean both digital issues and asked if we could provide access to their reports. He gladly agreed. Danielle DeMartino Booth is the author of both reports. She used eighteen million data points and analyzed each component of the equation to ensure that all data was normalized and up to date when the analysis was completed. The conclusion reads as follows: Tariffs will raise the cost for the initial buyers. Initially, the decision will be whether to increase the price or not. We are at the start of a recession where demand is slowing. Lower demand will result in lower prices, enabling steady sales. Inflation was 1.3 % in the last 12 months (March 24-25). To 1.5 % shortly. Recessions are deflationary. It will take you an hour or so to get through the two reports. To support the soft demand, have the shopper in the house note how many discounts and specials they see at the store. Now you should be able to plan the rest of 2025. You may want to sign up for Danielle’s daily newsletter. You will find it in the March 22nd report. The good news about this report is that you can expect at least a 0.25% cut in interest rates, but more likely a 0.50% reduction. It would be a good idea to defer renewal discussions with your bank. This information should also be helpful when explaining financing terms with potential or existing customers. And, of course, something may blow up the entire expectation. What is the caveat investment companies use after giving some advice? Whatever it is, use it here. Back to Robots for a few minutes. In his most recent column about the future of robot technicians, Jeff Brown, the Editor of The Bleeding Edge, was asked a question by a reader who stated that he could not find any technical or trade schools that teach servicing, maintaining, and modifying industrial, manufacturing, and logistics robots and robotic systems. Jeff responded by saying this is the perfect time to consider a career path in this field. He suggested that you contact the ARM Institute, which has a website at ROBITICSCAREER.ORG and offers tech training programs nationwide. Other sources were also listed. I plead with the Dean to include Jeff’s column as well so you can find as many sources as possible to address this area of expertise. These may be the sources you need to extend your level of expertise to current and new customers. The schools will know who produces and installs robotic components. I believe this will become a substantial part of your future income.” In another report, I came across an article about China’s dark manufacturing operations being up and running, with plans for many more. After reading the title, I asked myself, “What the hell is this all about?” As it turns out, these facilities are 100% without light in the factory. Do you know why? BECAUSE THERE IS NO ONE INSIDE THAT NEEDS TO SEE! YIKES! Time to sign off. About the Columnist: Garry Bartecki is a CPA MBA with GB Financial Services LLC and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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Another strong showing to round out Q1 with 425 new Industrial Manufacturing planned projects

Sun, 20 Apr 2025 05:00:00 +0000

Industrial SalesLeads announced the March 2025 results for the new planned capital project spending report for the Industrial Manufacturing industry. Research confirms 147 new projects in the Industrial Manufacturing sector. The company monitors planned industrial capital investments across North America, encompassing facility expansion, new factory builds, and major equipment upgrades. The following are selected highlights of the new Industrial Manufacturing industry construction news. Industrial Manufacturing – By Project Type Manufacturing/Production Facilities – 131 New Projects Distribution and Industrial Warehouse – 80 New Projects Industrial Manufacturing – By Project Scope/Activity New Construction – 47 New Projects Expansion – 47 New Projects Renovations/Equipment Upgrades – 63 New Projects Plant Closings – 16 New Projects Industrial Manufacturing – By Project Location (Top 10 States) South Carolina – 11 Michigan – 10 Texas – 10 Ohio – 9 Pennsylvania – 9 Indiana – 8 California – 7 New York – 7 Wisconsin – 7 Illinois – 6 Largest Planned Project In March, our research team identified 14 new industrial manufacturing facility construction projects with an estimated value of $100 million or more. The largest project is owned by Apple Inc., which plans to invest $10 billion in constructing a 250,000-square-foot manufacturing facility in Houston, TX. They are seeking approval for the project, which is slated for completion in 2026. Top 10 Tracked Industrial Manufacturing Projects OHIO: Aerospace company plans to invest $900 million to construct a manufacturing complex and aircraft hangar at Rickenbacker International Airport in COLUMBUS, OH. Completion is slated for Summer 2026. DELAWARE: A pharmaceutical company plans to invest $900 million in constructing a processing facility in Wilmington, DE. They are seeking approval for the project, which is slated for completion in 2030. TEXAS: A battery manufacturer plans to invest $850 million to construct a manufacturing facility in ROUND ROCK, TX. They are seeking approval for the project, which is slated for completion in late 2026. INDIANA: A rocket motor and munitions manufacturer plans to invest $175 million in constructing a manufacturing and office complex in Bloomfield, IN. They are currently seeking approval for the project. Construction is expected to start in early Fall 2025, with completion slated for 2027. SOUTH CAROLINA: An electrical component manufacturer plans to invest $134 million in the renovation and equipment upgrades of a 300,000-square-foot manufacturing facility in Hardeeville, SC. They are currently seeking approval for the project, which is slated for completion in late 2025. NEW YORK: A semiconductor manufacturer plans to invest $120 million in renovating and upgrading equipment at a recently acquired manufacturing facility in DEWITT, NY. They are currently seeking approval for the project. OHIO: An aerospace component manufacturer plans to invest $113 million in renovations and equipment upgrades at its manufacturing facilities in EVENDALE, OH; WEST CHESTER, OH; and PEEBLES, OH. The project is currently seeking approval. CALIFORNIA: A data center equipment manufacturer is planning to construct a three-million-square-foot manufacturing campus in SAN JOSE, CA, and is seeking approval for the project. TENNESSEE: An electrical equipment manufacturer plans to invest $80 million in constructing a 320,000-square-foot manufacturing and warehouse facility in Selmer, TN. They are seeking approval for the project, which is slated for completion in late 2026. ALABAMA: An aerospace component manufacturer plans to invest $73 million in equipment upgrades at its Auburn, AL, and Huntsville, AL facilities. The project is currently seeking approval. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL, is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence (IMI) provides timely insights into companies planning significant capital investments, including new construction, expansion, relocation, equipment modernization, and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.

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Do your people WANT to listen to you?

Thu, 20 Mar 2025 05:00:51 +0000

I’m at a corporate conference about to give my 90-minute, customized, personalized talk. As I do with all my talks, I spent hours preparing it, and I’ve spent the last 20 years improving my speaking, presentation, and performance skills. I’m not just a speaker. I’m a student speaker. Anyway, before my talk, the two corporate leaders of a multi-billion-dollar company addressed the 200-person audience. The attendees were eager to hear their words and looked for (hoped for) inspiration and direction. Unfortunately, they didn’t get either. Although smart and capable, the leaders are HORRIBLE presenters. I guess they don’t consider the skill important enough to master. Not good. They have a responsibility to be GREAT, and their people are counting on it. REALITY QUESTION: How’s your leader? How are his or her presentation skills? REALITY QUESTION: How good of a presenter are you? REALITY QUESTION: Do your people, audience, and customers WANT to listen to you? Or do they HAVE to listen to you? REALITY QUESTION: When you’re giving a talk or making a presentation, how compelling is your message? REALITY QUESTION: Are you afraid to give a talk? NO — you’re just unprepared. Or not prepared enough to own the talk. NOTE WELL: You can never own the prospect, the customer, or the audience if you don’t own the presentation. When you give a talk or make a presentation, make certain you understand: What your engagement points are. How do you want the audience to walk away feeling? What do you want the audience to do tomorrow? BIG SECRET: Think of it as a performance, not a presentation. BIGGER SECRET: Never stand behind a podium. Get down off the platform and walk around. BIGGEST SECRET: Learn to perform by singing Karaoke. (I did.) If you’re giving a speech (and you should be in order to be perceived as a leader) or making a presentation, there are some strategies and elements you must employ to ensure maximum attraction, engagement, connection, and maybe even sale 1. Use genuine humor. Start with a comment or story that leads to BOTH laughter and learning. Go on YouTube and look at my videos. They will provide answers to humor and education. At the end of humor is the height of listening. 2. Ask poignant questions. Ask people what they’re hoping for. Make the people you’re addressing THINK. Especially about themselves. 3. Ask intellectual questions. Talk about their experiences and yours. Show wisdom. Ask about subject matter knowledge. 4. Tell a story that relates to you and them. Real-life experiences are relatable and create an incentive to take action. NOTE WELL: Facts and figures are forgotten. Stories are retold. 5. Customization based on the real world. The people you present to only care about themselves and their issues. Focus on that. 6. Incorporate their philosophy, mission, brand, and theme. The more you do, the more respect you will gain. 7. Give 5-10 significant points they can walk away with and use immediately. Give ideas they can use. That’s what preparation is all about. 8. Use simple slides. Make certain your slides are easy to follow, fun, and readable. Each slide should contain only one point. 9. Very little talk about you. Not who you are. Rather, what you do and how you can help them. 9.5 End with emotion. (Maybe even ask for the sale.) Family or other concepts the audience can relate to and identify with. At the end of your presentation/performance You want the audience to react and respond. Buy, do better, do new things, applaud, or STAND and applaud. The quality of your talk will be the determining factor. You want the audience (or the prospect or the customer) to remember you and the moment. The only way that happens is if you perform remarkably. You want outcomes and buzz as a result of your words, ideas, values, and inspiration. You seek a favorable outcome. So does the person receiving your message. Was it ho-hum or worth talking about? Was it value-driven to the point of taking action, or was it without punch or inspiration? The ultimate goal is to have an impact over time. If you can follow up by getting people to subscribe to your blog or ezine, you can document and measure the success of your ideas, product, or service. If you pay attention to feedback, it can drive your success. Want a report card? Video your presentation and watch it twice—once for the pain and once to take self-improvement notes. The best and toughest presentation skill lesson in the world is the one you give yourself. Want a path to success? Commit to personal presentation skills improvement. Take a Dale Carnegie course and join Toastmasters. Give talks at your local civic association. Not only are sales leads there, it’s also a relaxed, learning opportunity. Take it.

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