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Tariffs fuel global sourcing shakeup for fashion in the U.S.
Be prepared to see more Made in Vietnam or Made in Bangladesh labels on clothing in the coming years. That’s because U.S. fashion companies are rethinking their global sourcing strategies and operations in response to the Trump administration’s trade policies and tariffs, according to new research by the University of Delaware's Sheng Lu. Lu, professor and graduate director in the Department of Fashion and Apparel Studies, partners with the United States Fashion Industry Association (USFIA), on an annual survey of executives at the top 25 U.S. fashion brands, retailers, importers and wholesalers doing business globally. Members include well-known names like Levi’s, Macy’s, Ralph Lauren and Under Armour, among others. The report covers business challenges and outlook, sourcing practices and views on trade policy. “We wear more than just clothes; we wear the global economy, the supply chain and the public policies that jointly make fashion and affordable clothing available to American families,” Lu said. “We want to know where these companies source their products and what factors matter to them the most. It’s a classic question and it evolves each year.” This year’s report, released on July 31, shows tariffs and protectionist policies are the top business challenge for companies, with nearly half reporting declining sales and more than 20% saying they have had to lay off employees. This was followed closely by uncertainty around inflation and the economy, increasing sourcing and production costs, and changes in trade policies from other countries. In response, more than 80% of companies said they will diversify the countries from which they source their products, focusing on vendors in Asian countries such as Vietnam, Bangladesh, Cambodia and Indonesia. Despite the push for “Made in USA” garments, only 17% of respondents plan to increase sourcing from the U.S. Lu shared his findings in the following Q&A: What surprised you about the survey results? Two things surprised me. First, contrary to common perception, the results do not indicate that the tariff policy so far has effectively supported or encouraged more textile and apparel production in the U.S. This actually makes sense. U.S. mills are as uncertain about the tariff rates as our trading partners are. A U.S. company may manufacture the clothes here, but use yarns, fabrics and zippers from other countries. When tariffs drive up the cost of these raw materials, it reduces the price competitiveness of apparel “Made in the USA.” Many domestic factories are in a “wait and see” mode, holding back on making critical investments to expand production due to the lack of a clear policy signal. Second, I was struck by the wide-ranging impact of the tariffs, which has gone far beyond what I originally imagined. Tariffs have not only increased U.S. fashion companies’ sourcing costs but have also affected their product development, shipping and overall supply chain management. Nearly 70% of the survey respondents said they have delayed or canceled some sourcing orders due to tariff hikes. Should consumers be prepared for less variety in clothing or shortages? Later this year, we may see fewer clothing items from our favorite brands on store shelves — especially during the holiday shopping season — and many of those items may come with a higher price tag. That said, fashion companies are doing what they can to avoid passing on tariff costs across the board, as they recognize that consumers are price sensitive. Many surveyed U.S. fashion companies say they intend to strengthen relationships with key vendors as a strategic move, and there is a growing public call for U.S. companies to provide more support and resources to their suppliers in developing countries. Sustainability is a huge issue in the fashion industry, as millions of tons of textiles end up in landfills every year. Companies say they are spending less on sustainability efforts. What would you tell companies about their sustainability efforts? Our survey suggests that sustainability can open up new business opportunities for U.S. fashion companies. Respondents said that when sourcing clothing made from sustainable fibers — like recycled, organic, biodegradable and regenerative materials — they are more likely to rely on a U.S. sourcing base or suppliers in the Western Hemisphere. In other words, even if apparel “Made in the USA” or nearby cannot always compete on price with lower-cost Asian suppliers, there is a better chance to compete on sustainability. Based on what I’ve learned from our Gen Z students — who expect better quality and more sustainable products if they have to pay more, and are critical consumers for many brands and retailers — it is unwise to hold back on investments in sustainability. What do you see as the biggest takeaway from the survey? One key takeaway is that the $4 trillion fashion and apparel business today is truly “made anywhere in the world and sold anywhere in the world.” In such a highly global and interconnected industry, everyone is a stakeholder — meaning there are no real winners in a tariff war. The study is also a powerful reminder that fashion is far more than just creating stylish clothing. Today’s fashion industry is deeply intertwined with sustainability, international relations, trade policy and technology. I hope the findings will be timely, informative and useful to fashion companies, policymakers, suppliers and fellow researchers. I plan to incorporate the insights, as well as the valuable industry connections developed through my long term partnership with USFIA, in my classroom, giving UD students fresh, real-world perspectives on the often “unfashionable” but essential side of the industry. Reporters interested in speaking with Lu can contact him directly by visiting his profile and clicking on the contact button. UD's media relations team can be reached via email.
Supply Chain Report: Logistics Leaders Predict Tight Capacity, High Prices Through Mid-2026
The Logistics Managers’ Index rose for the second consecutive month due to rising costs as the economy remains uncertain, according to researchers at Florida Atlantic University and four other schools. May’s index read in at 59.4, up slightly from April’s reading of 58.8. The reading is up 3.8 from the year prior. A score above 50 indicates that the logistics industry is expanding, while a score below 50 indicates that the industry is shrinking. Costs, particularly inventory costs, led to this month’s expansion. Inventory costs rose to 78.4, the highest level since October 2022, while inventory levels were only 51.5. The gap between the two suggests that many inventories are sitting stagnant. “The persistent uncertainty with respect to tariffs seems to be causing upward pressure on inventory costs, likely because of stockpiling effects,” said Steven Carnovale, Ph.D., associate professor of supply chain management in the College of Business. “The previous pause on tariffs opened up an opportunity to stockpile, which is also likely reflected in the rise in warehousing utilization and costs, as well as the rise in upstream warehouse utilization.” The LMI, a survey of director-level and above supply chain executives, measures the expansion or contraction of the logistics industry using eight unique components: inventory levels, inventory costs, warehousing capacity, warehousing utilization, warehousing prices, transportation capacity, transportation utilization and transportation prices. Along with FAU, researchers at Arizona State University, Colorado State University, Rutgers University and the University of Nevada at Reno calculated the LMI using a diffusion index. Warehousing readings also point to further uncertainty among firms on the direction of the U.S. economy and tariff policy. Warehousing capacity was flat at 50, while warehousing costs and warehousing utilization read at 72.1 and 62.5, respectively. The readings suggest that inventories are sitting longer amid slower consumer demand and firms have been holding goods in anticipation of future tariff changes. “At a certain point, the see-saw effect of increased/decreased tariffs is likely going to lead to firms stockpiling when tariffs come down, and likely be forced to sit on excess inventory,” Carnovale said. “In this case, the decision will be: are the holding costs of excess inventory less than the (potential) future tariffs? And to what degree will these increased prices pass through to consumers?” Overall, respondents expect inventory levels to increase in the year ahead, with capacity growing tighter and costs expanding, highlighting the overall sentiment that trade issues and uncertainty will be wrapped up by the end of the year. Looking to know more - we can help. Steven is a supply chain strategist specializing in interfirm networks, risk management and global sourcing/production networks. He is available to speak with media. Simply click on his icon now to arrange an interview today
With a trade war that sees steep tariffs on imports from China, Canada and Mexico - various industries across the continent are scrambling to figure out how to conduct cross-border business in the wake of President Trump's new policies on trade. For many industries with production lines that crisscross the border, there's concerns about how to prosper or function in the future. Among Detroit brands, GM's Chevrolet and GMC pickups, along with Stellantis's Ram, are more exposed to Trump's taxes than Ford because both build large numbers of pickups in Mexico. Ford builds its F-series pickups in the United States - but also makes some truck engines in Canada, underscoring the web of economic interdependence among the three North America trading partners. Almost no American vehicle is made from solely American parts, industry research shows. Barclays bank analysts estimate that Mexico provides up to 40% of the parts in U.S. vehicles and Canada more than 20%. Suppliers say they will have to cover some of the tariff costs and will likely see an additional hit if consumer demand weakens from rising vehicle prices. Automakers and suppliers also worry about the effects of tariffs on vehicle components that bounce across borders before reaching their final destination. Companies worry that such parts could be taxed with every border crossing, although Trump has not clarified his policy in such cases. March 05 - Reuters Industry insiders are saying companies need to adapt their strategies immediately. To become more agile, companies are increasingly turning to advanced supply chain solutions. Modern platforms provide end-to-end visibility, helping businesses map complex, inter-connected supply chains made up of multiple tiers and assess risks associated with tariffs or regulatory changes. These tools enable companies to model the financial impact of different scenarios, offering data-driven insights for supplier diversification or regional sourcing strategies. March 06- Supply Chain Management Review Despite the 30 day reprieve for automakers, companies are still waiting and figuring out how to adapt. If you're a journalist covering tariffs and the trade war and how the supply chain might be impacted, Steven Carnovale can help. Steven is a supply chain strategist specializing in interfirm networks, risk management and global sourcing/production networks. Steven is available to speak with media. Simply click on his icon now to arrange an interview today
Georgia Southern welcomes Georgia state leaders on Wexford Campus in Ireland
Georgia Southern University’s Wexford Campus in Ireland has been invigorating educational, civic, business and trade opportunities between Ireland’s southeast region and the state of Georgia since its establishment in 2022. The bicultural partnership has drawn the attention of state leaders in Georgia, prompting a recent visit to the international campus where Georgia Southern and its Irish partners welcomed the delegation. “We hosted legislators and leaders of industrial development and enterprise organizations,” said Howard Keeley, Ph.D., director of Georgia Southern’s Center for Irish Research and Teaching (CIRT). “These Georgia stakeholders believe that what Georgia Southern is doing in Ireland is important. One of the major concepts behind the Wexford Campus is that it’s a true campus, not just a study-abroad venue. So we’re pursuing several streams of activity. One is teaching and another is research. Another one is economic development, which includes internships and community engagement. We want to be in the community; therefore, to have leading constituents from a variety of industries in Georgia was very gratifying.” Among the attendees were U.S. Congressman Earl L. “Buddy” Carter; Georgia Department of Economic Development Commissioner Pat Wilson and five members of his senior staff, as well senior officials from electrical utilities, including Georgia Power; Trip Tollison, CEO of Savannah Economic Development Authority; Teresa MacCartney, chief operating officer for the University System of Georgia; and Georgia Rep. James Burchett (‘04), along with 10 additional members of the Georgia House of Representatives. “The main thing we wanted to do is show them what the student experience is like,” said Keeley. “We care about our students, and, using philanthropic funds, we’ve invested in a beautiful set of buildings, including one, built in 1886, that will house 50 students at a time. Each year, our goal is full capacity over six minimesters for a total of 300 Georgia Southern students. Historically a religious convent, that structure should open in spring 2026, after extensive remodeling. Many Georgia Southern students, including construction management and interior design majors, are gaining valuable professional skills by contributing to the endeavor.” The Wexford Campus already features the Learning Center, a historic administrative complex constructed in 1812 that has been transformed into a contemporary, high-tech educational space where students learn from local and international experts. They also present their research to peers and visiting Georgia Southern alumni while participating in high-impact experiential learning within the region. Visiting delegates were pleased to learn about the Honors College Global Scholars Program, which hosts 24 Honors College students who, taking an interdisciplinary approach, explore two themes for six weeks each spring in Ireland. This year, a prominent topic of study was sustainability in agriculture. One of Georgia Southern’s European research partners, South East Technological University Ireland, helped guide the students as they compared sustainability challenges along the coasts of Georgia and southeastern Ireland. The students drew on various research efforts, including important knowledge generated by Georgia Southern’s Institute for Water and Health. Similar integrated concepts also inform the summer and fall offerings. In 2024, they included two undergraduate global business courses, as well as the first Europe-based course from the MBA program at Georgia Southern’s Parker College of Business. One focus for the MBA students was Rosslare Europort, just south of Georgia Southern’s Wexford Campus, which has become Ireland’s fastest-growing port as multiple new direct routes to continental Europe have opened in response to Brexit. At a workshop facilitated by a top Rosslare Europort official, the MBA students explored international trade, logistics and supply chain management and the European regulatory environment. Spanning undergraduate, graduate and doctoral levels, the Wexford Campus has also provided courses in accounting, philosophy, sociology, geography, environmental biology, tourism and public health, among other disciplines. Shadowing Irish experts, population health science students from the Waters College of Health Professions focused on designing and delivering preventative-health programs, a critical matter in both Ireland and Georgia. “One of the metrics we use to measure success in Ireland is asking what makes it worthwhile for students to complete the course in Ireland as opposed to staying in the United States,” posed Keeley. “The bottom line is that we’re trying to provide a range of courses that look like Georgia Southern and that meet the degree needs, but also the employment needs in the state of Georgia. We’re always looking at how we can make our students more competitive, deepen their knowledge and give them as much hands-on experience as possible. This is really one of the things that we hope is a differentiator for us.” Notably, annual scholarships are available for the Honors College Global Scholars Program, Department of Political Science and International Studies students and Irish Studies students thanks to generous donations from alumni. In addition, philanthropic support has provided $1,000 to each participating student to offset the cost of transatlantic air travel. “The Wexford Campus’ directives exemplify Georgia Southern’s mission of providing holistic educational opportunities for our students to excel and grow,” said Annalee Ashley, Ed.D., Georgia Southern Vice President for External Affairs, Communications, and Strategic Initiatives, who participated in the trip. “Employers value global consciousness and intercultural skills when hiring, and our students who study abroad can enhance their skills, intellect and hireability in the marketplace. We are proud to serve Georgia and the entire southeastern region in this unique way, and to be supported by the state of Georgia as the University moves toward an R1 designation.” Beyond the campus, the group explored Johnstown Castle, an environmental and agricultural research center and heritage venue, as well as the Dunbrody Emigration Experience Center, whose newest permanent exhibition, Savannah Landing, is based on research by Georgia Southern students. The work highlights more than 170 years of historical ties that connect Savannah and Wexford, where hundreds boarded ships and crossed the Atlantic Ocean to arrive in Georgia’s coastal city in the mid-19th century. The centerpiece project, which was celebrated by the Irish prime minister at a ribbon-cutting in August, was made possible by $832,000 in research-grant funding, secured by the Dunbrody Center and Georgia Southern’s Center for Irish Research and Teaching. “Our guests got to experience history and understand the unique story that connects County Wexford to Savannah and, by extension, the state of Georgia,” noted Keeley. “Furthermore, they were able to see more than three-quarters of a million dollars of investment in Georgia Southern student work. That was super exciting.” The legislative group also met with Georgia Southern’s Irish partners, who shared what this relationship means to the people of Wexford and its hinterland, Southeast Ireland. “We invited all the players onto the field to strategically advance themes of education, economic development, and civic and cultural engagement,” said Keeley. “I believe they concluded that Ireland is a fit. It boasts a thriving economy that is modern, global and innovative. It’s the youngest economy in Europe in terms of workforce, and Ireland is one of the biggest investors in the U.S. economy.” Georgia Southern leadership and local Irish legislators, including four members of the Irish House of Representatives, Senator Malcolm Byrne and members of Wexford County Council, hosted Georgia’s VIPs with open arms. “They wanted to rally around us in the way that a family will rally around you,” said Keeley. “They couldn’t have done more. They totally rolled up their sleeves. It was a complete partnership hosting, and we were able to demonstrate that our network is so solid.” Wexford County Council leader Pip Breen shared opportunities for deeper connections with the Georgia delegation through the Irish nonprofit TradeBridge. Established in 2018, the entity facilitates trade and investment between the southeastern regions of Ireland and Georgia by developing new export markets and job creation opportunities. The trade corridor opens doors for southeastern Irish companies to establish a supportive base in southeastern Georgia, while also creating similar coordinates for companies based in southeastern Georgia to enter the European Union marketplace. Keeley, who was awarded the Presidential Distinguished Service Award for the Irish Abroad from the Government of Ireland in 2023, is a board member. “Georgia Southern’s footprint in southeastern Ireland is an important one for students and for the state of Georgia,” said Ga. Rep. Burchett. “The strides they are making not only allow students to participate in research in engineering, coastal sustainability, history and other important areas of study, but they also directly drive trade and investment opportunities between the southeastern regions of Georgia and Ireland. This was an amazing visit and we value our friendships within the Irish community.” Following the event, Burchett returned the hospitality with an invitation for Wexford County Council members to be recognized in person on the floor of the Georgia General Assembly in March 2025. “They very enthusiastically accepted the invitation,” Keeley shared. “I think when you’re involved in education, when you’re doing business and when you’re building out opportunities, the most important single thing is friendship and like-mindedness. You cannot achieve anything otherwise. There has to be this human-to-human connection. There has to be genuine mutual respect and mutual affection, and that was just in spades.” Georgia Southern’s Wexford Campus was featured on the national Irish TV program, “Nationwide.” You can see it here: Looking to know more, then let us help. Howard Keeley, director of Georgia Southern’s Center for Irish Research and Teaching, is available to speak with media. Simply click on his icon now to arrange an interview today.
AU expert talks Hurricane Helene’s impact on the supply chain
Hurricane Helene tore a path of destruction beginning at Florida’s Big Bend region and stretching up through Georgia, South Carolina, North Carolina, Tennessee and Virginia. As those affected have slowly been able to grasp the scope, a different form of trouble in the aftermath is creating a ripple effect that will be felt around the region, country and even the world. Western North Carolina is at the heart of the problem leading to sourcing, transportation and disruption issues. While still trying to understand the full scope of the impact in the most remote areas, ongoing recovery efforts continue following the storm where the death toll has risen to over 250 as of Oct. 14. According to Rick Franza, PhD, professor in the James M. Hull College of Business and an expert on operations and supply chain management, said lessons learned from the COVID-19 pandemic and the collapse of the Francis Scott Key Bridge at the Port of Baltimore incident earlier this year can help with mitigation of risk and recovering during these problematic times. “The biggest thing you’re always dealing with in situations like this is uncertainty,” said Franza. “You can’t expect everything. You can’t anticipate everything, but we learned a lot from COVID and then the Baltimore bridge collapse and the supply chain disruptions those caused.” Franza said North Carolina is a case study in disruption to the supply chain at three different points: the source, manufacturing and transportation. “When we think about supply chain disruptions, people don’t typically think about it affecting the physical supply, but rather the transportation and logistics,” said Franza. “This one’s a little trickier because you have one industry affected by the supply of raw materials, another affected by the manufacturing of supplies and so many more will be affected by transportation problems.” Problems in manufacturing One industry that has been heavily impacted by the storm is the medical field, particularly the manufacturing of IV fluid bags. Baxter International, one of the largest producers of IV fluid bags in the country, has a manufacturing plant located in Marion, North Carolina. According to the American Hospital Association, the Marion plant produces 1.5 million IV bags per day, which equates to 60% of the country’s supply. “There are two big questions affecting the supply chain for those IV fluid bags,” said Franza. “If you lose a manufacturing facility, like the one in Marion, does another facility or a competitor have the ability to add capacity, even if it’s just a short term? The other piece of it is, even if they have the capacity, do they have the raw material inputs? So it’s a ripple effect.” In the wake of the storm, Baxter announced its other manufacturing facilities would increase their capacity. Thanks to its new Mount Carmel Mega Distribution Center located in Mississippi, the company feels confident it will be able to meet the needs of hospitals across the country. Baxter plans to increase allocation levels for direct customers from 40% to 60% and for distributors from 10% to 60%. They are also increasing allocations for designated children’s hospitals by 100%. Problems at the source Just outside the town of Spruce Pine, a town of less than 2,200 people located in the Blue Ridge Mountains, are two mines that produce an estimated 80% to 90% of the world’s most pure quartz. The quartz found in those mines is used in the manufacturing of semiconductors for microchips for everything from smartphones to cars to medical devices and more. The two companies that manage those two mines, Sibelco and The Quartz Corp, shut down operations on Sept. 26 ahead of the storm. As recovery efforts continue in the region, there remains more uncertainty as the full scope of the damage continues to be realized, and there is no certain timeline for when things will get started again. “The issue with natural resources like quartz is, unless you’ve come up with some method of producing an artificial version of it, you can’t really make it somewhere else,” said Franza. “Since there isn’t currently an alternative, it then becomes a question of is the mine accessible or how long until it is accessible and people can get back to regular operations?” Problems with transportation In Western North Carolina, entire roads along with buildings and other structures were wiped out as streams and rivers surged and mudslides occurred. On top of getting the mine back up and running, there is also the problem of getting the raw quartz where it needs to go. “Once you are able to access the ability of the mine to get back online, you then have the problem of whether the raw material can get where it needs to go to be processed,” said Franza. “A big problem in western North Carolina is entire roads are gone, and it’s not a simple repave. On top of that, Interstate 40 is estimated to be shut down until sometime next year, so transportation in that area is going to be extremely difficult for quite a while.” The good news is that quartz and the microchips that it is used in are not perishable items, and some chip manufacturers may have several weeks’ worth of quartz supply built up to be able to continue production. But an extended shutdown will likely mean even more chip shortages, similar to the global chip shortage that began in 2020 and lasted through 2023 due to the COVID-19 pandemic and the tightened restrictions in the countries that manufacture those chips. The loss of roads is not the only source of recent transportation problems, as immediately following the during the storm there was a three-day disruption in imports at 36 ports, including shutting 14 down stretching from Maine to Texas, as 45,000 dockworkers went on strike over pay. While that disruption could have caused serious issues, particularly for the upcoming holiday season, Franza said many companies have learned from previous disruptions, and most of the goods needed for Cyber Monday, Black Friday and preparing for the holiday season were already in the country. “I have heard that somewhere between 80% to 90% of the items for the holidays are already here, so the dock workers’ strike would not have been as much of an issue for the holidays, but there would definitely have been things you’d run out of.” Franza said the biggest problem during situations such as this is misinformation. “One of the biggest problems is most people are uninformed,” Ranza said. “Look at the toilet paper shortage at the beginning of COVID. If all of a sudden people rush to buy everything up and hoard it all, you can’t meet that demand so it causes even more problems. People need to be better informed because rumors start and then more problems are caused.” But Franza reiterated that companies have learned from past events, and that planning has made the supply chain stronger. “I think we’re better than we were four years ago because each of these crises builds our toolbox on how to plan for and deal with disruptions. It has built resiliency.”
With dockworkers on the picket line - what can consumers expect as shipping dries up?
As port workers strike across the country, the shutdown at ports could have reverberating effects on consumers, the economy, and businesses. With consumers already facing higher prices, the strikes will likely cause more supply chain delays and price increases that will be passed on to consumers. There will be a lot of media attention surrounding the looming shortages, the implications for the economy, and how retailers will recover as workers and companies attempt to reach a negotiation. Steven Carnovale, Ph.D., associate professor of supply chain management and David Menachof, Ph.D., associate professor of supply chains and operations management, have the expertise in supply chain, global sourcing and production networks, logistics, and transportation to help reporters make sense of the various impacts this will have. Both experts are ready to help with your stories and contribute to your coverage. To connect with Steven Carnovale and David Menachof - click on their icons below. Photo credit: New York Times
Aston University MBA programmes excel in global Eduniversal Rankings
The Aston Online MBA has been placed 1st in the UK and 24th in the world in the Part-Time MBA rankings The full-time MBA was ranked 4th in the UK and top 20 position in Europe The Eduniversal rankings provide a comprehensive evaluation of Masters and MBA programmes across the globe. Aston University has seen success in the latest Eduniversal rankings, with two MBA programmes securing positions in the global or European top 25. The Aston Online MBA has been placed 1st in the UK and 24th in the world in the Part-Time MBA rankings. The full-time MBA was ranked 4th in the UK and secured a top 20 position (19th) in Europe. It is the latest global accolade for Aston Business School, which is part of an elite group of global business schools that hold the gold standard of ‘triple-crown’ accreditation from AACSB, AMBA and EQUIS, having risen to 66th in the world in the 2024 QS World Subject rankings for business and management studies. Additionally, the MSc Entrepreneurship & International Business has climbed to 25th in the world and 2nd in the UK, while the MSc in Supply Chain Management has risen to 37th worldwide and 2nd in the UK. The Eduniversal rankings provide a comprehensive evaluation of the top 5,820 Masters and MBA programmes, spanning 56 fields of study and covering 153 countries/regions across nine geographic zones, offering a comprehensive view of excellence in higher education globally. Annually, over 20,000 postgraduate programmes from around the globe undergo evaluation. The rigorous assessment process involves collaboration with representatives from leading academic institutions worldwide, alongside 5,000 international recruiters and 100,000 current or recent graduates from these programmes. Professor Aleks Subic, Vice-Chancellor and Chief Executive of Aston University, said: “These latest rankings underscore Aston University’s ongoing commitment to excellence and are a testament to the dedication and hard work of our outstanding staff, students and stakeholders. “It is just the latest in a series of external accolades recognising our success, following the recent announcement of our success in the 2024 QS World Rankings by Subject, which placed business and management studies in the top 8 in the UK and 66th in the world. “These achievements show our Aston 2030 Strategy in action and our dedication to providing an outstanding education for our students at world-leading standard.” Professor Zoe Radnor, Pro Vice-Chancellor and Executive Dean for the College of Business and Social Sciences at Aston University, said: “I am delighted to see the Aston Online MBA and full-time MBA recognised in these latest rankings. “We take pride in our programmes, which are consistently recognised by the world's most prominent rankings as being at the forefront of business education and accredited by AMBA. “We have a strong track record of MBA employability with our graduates going on to excel across the business sectors in companies across the world, and these rankings recognise the hard work of everyone at the University to make that happen.”
Major UK tile company joins up with Aston University to digitise for the future
Shropshire-based Craven Dunnill has been in business for over 150 years The company will work with the University through a Management Knowledge Transfer Partnership (mKTP) It will streamline and digitise its warehouse processes and practices as part of a long-term growth plan. The UK’s longest-operating manufacturer, supplier and importer of ceramic tiles has joined forces with Aston University in a Management Knowledge Transfer Partnership (mKTP). Shropshire-based Craven Dunnill, which has been in business for over 150 years, has a large and complex supply chain, both of finished tiles and of the raw materials for manufacturing. Its customers are consumers, merchants, property developers, bathroom and kitchen retailers, in addition to architectural and building communities. A KTP is a three-way collaboration between a business, an academic partner and a highly qualified researcher, known as a KTP associate. The UK-wide programme helps businesses to improve their competitiveness and productivity through the better use of knowledge, technology and skills. Aston University is a sector leading KTP provider, with 80% of its completed projects being graded as very good or outstanding by Innovate UK, the national body. An mKTP focuses specifically on increasing effectiveness and improving results through better management practices. The company wants to fully streamline and digitise its processes and practices, including ordering, purchasing, stock and warehouse management, as well as delivery planning and sales tracking. It would also see the company’s different business divisions integrated. Developing an accurate real-time warehouse management system is a key part of the project as, currently, different production batches vary slightly in colour and size, making it crucial not to mix them when fulfilling orders. The company is working with Aston University’s Professor Ben Clegg and Dr Gajanan Panchal (academic lead and supervisor) from Aston Business School. Professor Clegg, a professor of operations management, has pioneered a successful methodology called Process Oriented Holonic Modelling (PrOH Modelling), a way of fully engaging employees in organisational change using systems modelling and storyboarding, that will be used to help Craven Dunnill’s employees to guide and implement new processes. Dr Panchal specialises in logistics and supply chain management, including warehouse management and optimisation. He uses a variety of approaches to comprehend and analyse problems with warehousing operations. Completing the team in the KTP associate position is Dr Olanrewaju Sanda, who has started analysing the issues in the warehouse including the data around inventory accuracy and stock selection. Working closely with management and the Aston University team, he will digitalise operational systems. Part of this will include building a digital dashboard to represent the factory and move it towards a ‘digital twin’. Simon Howells, CEO of Craven Dunnill, said: “Although the mKTP is for two years, we don’t see it as a finite project. It will improve our pace of change and our developmental dynamism. Our supply chains and processes are complex, and we know getting the best advice and expertise is going to be really crucial for the long-term growth of the company.” Professor Ben Clegg said: “We’ve been using the PrOH modelling approach in various forms for several research projects. The more people we can involve, the more successful the project tends to be. I think the company was interested in our unique combination of our knowledge of digital technologies, logistics and our expertise in organisational change.” Olanrewaju Sanda said: “The warehouse is the heartbeat of the company – everything flows in and out of there. If we can solve the high-level problems at the warehouse, it will trickle down to everything else and leave the company in the best possible position for the future.”
Artificial Intelligence (AI) has emerged as a pivotal force driving innovation and reshaping our societal landscape. Its transformative potential spans across sectors, touching upon crucial global challenges such as ethics, privacy, and the future of employment. As AI continues to permeate various aspects of our lives, its intersection with pressing issues like climate change takes center stage. The upcoming launch of the Corporate Climate Responsibility Monitor by the NewClimate Institute in collaboration with Carbon Market Watch presents an invaluable opportunity to explore the symbiotic relationship between AI and corporate climate responsibility. Why This Matters to the Public: The Corporate Climate Responsibility Monitor 2024 serves as a beacon of insight into the nexus between corporate actions and environmental sustainability. Here are key sub-topics that offer intriguing story angles for a broad audience: Corporate Accountability in Climate Mitigation: Delve into how corporations are leveraging AI technologies to enhance their climate mitigation strategies. Highlight case studies of companies pioneering innovative approaches to reduce carbon emissions and promote sustainable practices. Transparency and Reporting Standards: Investigate the role of AI-driven data analytics in facilitating transparent reporting on corporate carbon footprints and environmental impact. Explore how enhanced transparency fosters accountability and drives corporate responsibility. Emerging Trends in Carbon Markets: Explore the evolving landscape of carbon markets and the role of AI in optimizing carbon trading mechanisms. Examine how AI-powered algorithms are revolutionizing carbon pricing strategies and incentivizing emission reductions. Collaborative Initiatives for Climate Action: Showcase collaborative efforts between corporations, NGOs, and government bodies in tackling climate change. Highlight partnerships forged to develop AI-driven solutions for environmental monitoring, renewable energy adoption, and sustainable supply chain management. The Economics of Climate Responsibility: Analyze the economic implications of corporate climate responsibility initiatives. Investigate how AI technologies are reshaping business models, driving cost savings through energy efficiency measures, and unlocking new revenue streams in the transition to a low-carbon economy. Impacts on Global Sustainability Goals: Assess the contribution of corporate climate responsibility efforts to achieving international sustainability targets such as the Paris Agreement and the United Nations Sustainable Development Goals (SDGs). Highlight success stories and challenges faced in aligning corporate strategies with broader environmental objectives. Connect with an Expert about Corporate Climate Responsibility For journalists with questions or looking to cover the the Corporate Climate Responsibility Monitor here is a select list of experts. To search our full list of experts visit www.expertfile.com Pamela Grothe Assistant Professor · University of Mary Washington Michael Vandenbergh Professor of Law · Vanderbilt University Sara Harris Professor of Teaching, Department of Earth, Ocean and Atmospheric Sciences · University of British Columbia Tom Rand Managing Director at MaRS Cleantech Fund I, L.P. · MaRS Cleantech Michael Rawlins Extension Associate Professor and Associate Director, Climate System Research Center · University of Massachusetts Amherst Photo Credit: Markus Spiske
With the Port of Baltimore all but closed, how will the supply chain be impacted?
Following the incident of the container ship crashing into the Francis Scott Key Bridge at the Port of Baltimore and the bridge collapsing, there are now some supply chain concerns. While they may not be felt right away by consumers, there are a number of businesses that will be affected by it. Rick Franza, PhD, professor in Augusta University's James M. Hull College of Business and an expert on operations and supply chain management, said one immediate impact is where container ships will be diverted to for offloading. The Port of Baltimore is a major shipping hub and ranks first among U.S. ports for autos and light trucks. Now those ships will have to find other ports to unload their goods, which becomes a logistical problem as much as anything. “Most ports on the East Coast are at 70% to 80% capacity, which is where you want to be. You don’t want to have much more than that, but they’re going to have to,” said Franza. “It could affect a good bit of the eastern half of the United States.” Ports in Savannah, Charleston and New York, among others, will have to become the destination for those currently sitting outside Baltimore and those en route from around the world. The good news, Franza said, is that most foreign car manufacturers have plants in the United States so it will likely only affect those consumers looking for a certain brand or even a specific model. Baltimore is also one of the furthest inland ports and has the best rail service coming from it. The outbound goods coming off the ships will now face more of a transportation hurdle when they are diverted to another port. “It’s not just the capacity of the port, that’s one thing, but it’s also their capacity of the outbound items,” he said. “It may be more trucks are needed, and new routes are needed to move inventory. It now becomes a whole different set of providers for the trucks because it’s no longer the people in Baltimore.” Franza added companies will also have to decide which distribution centers they may want to use, whether it’s closer to the area they serve or closer to the port. All those factors affect where the items from overseas end up. While it’s not a good scenario, at the end of the day, he feels the consumer likely won’t see much of an impact. “First of all it’s going to take a while before we see any effect on certain things,” Franza said. “The bad news for inflation is that it’s going to raise the cost of transportation for the goods coming off the ships. Will businesses absorb the cost or pass them along to consumers?” Looking to know more? Then let us help. Richard Franza, PhD, is available to speak with media about trending issues like inflation, small business and the economy – simply click on his icon now to arrange an interview today.