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Contract talks between dockworkers and their employer on the East and Gulf coasts have yet to begin, but tensions are already flaring, (subscription) reports.

What’s going on: “The International Longshoremen’s Association … is already threatening a strike against shipping companies and port employers if a deal on a new multiyear contract can’t be reached before the current agreement expires Sept. 30.”

• The ILA, which represents more than 45,000 dockworkers “at ports from Maine to Texas, has told local chapters to resolve local work issues with employers by May 17 so that a coast-wide deal can be negotiated before the current contract expires. Formal negotiations would be scheduled once the local agreements are reached.”
• Talks began in late 2022 but stalled a year ago.

The background: In September, after 14 months of negotiations and several walkouts and , West Coast dockworkers with their employer, the Pacific Maritime Association.

• The Biden administration stepped in to help broker that deal.

Why it’s important: “Any walkout would hit the gateways in the middle of the busiest part of the shipping season, when retailers and other importers prepare for holiday consumer sales.”

• To avoid potential delays, East Coast importers are expected to bring in holiday-season goods early this year or send more goods from Asia to the U.S. via West Coast ports.
• The large wage increases ILA is said to be pursuing could prove difficult for carriers to sustain, given the post-pandemic decline in freight demand.

Some disruptions—like global pandemics—are just too unexpected to anticipate. As manufacturers consider the unknowns they may face in the years ahead, they are prioritizing general resilience instead of attempting to plan for everything. Here’s what you should know about this major trend in 2024.

What manufacturers should do: Manufacturers should focus on these four areas to increase their resilience, according to the 17�Թ�����’s experts:

• Enhance cybersecurity to guard against new and emerging cyberthreats.
• View resilience as a necessary tool to protect business amid economic uncertainty.
• Shift leadership strategies to build a strong plan for future success, including establishing a path for development and cultivation of future leaders.
• Plan for more and as-yet-unknown disruptions in the future.

Expert opinion: Mike Lipinski, cybersecurity partner at Plante Moran, advises manufacturers concerned about the rising threat of ransomware. He points out how the dangers have evolved in recent years:

• “Manufacturing businesses that fall prey to ransomware can be attacked multiple times. Adversaries who breach your system sell other cybercriminals information about how they got in. The risk isn’t only data theft and access to information but also the criminals’ ability to create backdoors into your environment.”

Resources for you: Check out these 17�Թ����� resources that can help companies bolster their resilience:

• Here is a that can guide you through dealing with disasters.
• Check out the program, which can help you cope with delays in shipments and funds in case the unexpected happens.
• If you’re facing legal issues, the 17�Թ�����’s , powered by Meritas, can connect you to world-class legal talent in every sector of law.

Read the full 2024 trends report .

Manufacturing is marching toward a future that is highly automated, intelligent and flexible.

Increasingly, smart factories are made up of connected machines that generate large amounts of data. This opens the door for artificial intelligence–driven analysis and new opportunities for insights on improving supply chains, processes, the customer experience, product quality and more.

But realizing this transformation can be difficult. Not all manufacturers have the resources, capital or talent required for a smart factory future. How are companies progressing on this journey, and what challenges stand in the way? To find out, the Manufacturing Leadership Council—the 17�Թ�����’s digital transformation arm—conducted its .

Manufacturers are committed to M4.0: When it comes to digital technology, manufacturers are spending at a steady—and in some cases growing—basis.

• Nearly 69% of survey respondents said their M4.0 investments this year would continue unchanged from last year.
• Nearly 19% said they would increase investments, while just 10% said their investments would likely decline.
• Some 58% assessed their company’s digital maturity level in manufacturing operations at three to five on a scale of 10, suggesting the industry has moved beyond the initial stages of M4.0 and has reached an early majority of digital-model adoption.

How widespread are digital factories? Only about 7% of manufacturers say they have digitized their factory operations extensively.

• Approximately 15% expect to have their manufacturing operations digitized end-to-end by 2026.
• About 5% say their factories are already “very smart.”
• Approximately 53% say their factories and plants are getting smarter but are still works in progress.

In the future, will factories run themselves? While some manufacturers foresee a future of “lights out” factories, or those that mostly run themselves, most don’t think they will ever reach that state.

• About 49% of respondents expect fully or partially autonomous factories in the future.
• Some 40% say AI will be either very significant or somewhat significant in the years to come.
• Approximately 56% cite organizational resistance to change as the top barrier to implementing a smart factory.

For more details on these findings and the impact of smart factories as a whole, read the survey report: .

Amid an uncertain economy, manufacturers will have to reinvent and upgrade their processes, from training employees to organizing supply chains and more. For today’s manufacturing trend of 2024, we’re looking at manufacturers’ efforts to improve their processes across their operations.

What manufacturers should do: Manufacturers looking to guard against economic upheaval should consider these steps, according to 17�Թ����� experts:

• Consider improvements to techniques, tools, software, technologies and behaviors.
• Streamline customer service and the way products are sold to customers.
• Optimize the supply chain with help from partners, automation and design improvements.
• Reinvent processes to realize benefits (e.g., speed time to market, cut costs, work around supply challenges).

Expert opinion: Manufacturers are investing heavily in innovation, even as budgets have become tighter, according to EY Americas Industrial Products Sector Leader Brian M. Legan.

• As he points out, “Nearly half (49%) of manufacturing CEOs who participated in the EY CEO Outlook Survey plan on accelerating or maintaining current levels of innovation investment and portfolio transformation.”
• Meanwhile, “more than half of these CEOs (56%) also indicated that the main source of financing for these investments will be from savings generated from business performance improvements.”

Resources for you: Check out these 17�Թ����� resources to learn more about manufacturers’ process improvements:

• The is an 17�Թ����� division devoted to studying the next wave of manufacturing innovation and providing manufacturers with the resources they need to benefit from it.
• You can also get an inside look at process innovation by attending the Manufacturing Leadership Council’s . (The MLC is the 17�Թ�����’s digital transformation division.)

Read the full 2024 trends report .

The 17�Թ����� is committed to upholding the priorities of manufacturers across the United States—and because the manufacturing industry is advancing, changing and innovating constantly, the 17�Թ����� is always looking for new voices to share their perspectives and experiences.

Adding new talent: At the spring 2024 board meeting, the 17�Թ����� elected a series of new leaders who will serve on the 17�Թ�����’s Board of Directors—the leadership team that upholds the 17�Թ�����’s mission and promotes the industry’s values and competitiveness worldwide.

The new members include:

• Dan Abramson, Senior Vice President, Americas Market Expansion, FourKites, Inc.
• Jason Alexander, Enterprise Industry Leader – Industrials, RSM US LLP
• Alison Bodor, President and CEO, American Frozen Food Institute
• Kevin Boone, Executive Vice President and Chief Commercial Officer, CSX Corporation
• Magen Buterbaugh, President & CEO, Greene Tweed
• Adrian Button, Senior Vice President, Operations, Carrier Global Corporation
• AI Collins, Group President, Corporate Development & Sustainability, Fluor Corporation
• John Coykendall, Vice Chair and Industrial Products & Construction National Sector Leader, Deloitte
• David Dunbar, President and Chief Executive Officer; Chairman of the Board, Standex International, Inc.
• Rene Garza, Senior Vice President of Planetary Health Biosolutions, Novonesis
• Steven Hedlund, Executive Vice President, Chief Operating Officer, Lincoln Electric Holdings, Inc.
• Edgardo Hernandez, Executive Vice President and President, Manufacturing Operations, Eli Lilly and Company
• Richard Howe, Executive Vice President – Deep Water, Shell plc
• Patricia Hume, Chief Executive Officer, Canvas GFX Inc.
• Jill Jacobson, Vice President, General Counsel and Secretary North America, Electrolux, North America
• Regina Jones, Senior Vice President, General Counsel and Secretary, Archer Daniels Midland Company
• Karl Jorgenrud, President, Performance Coatings Group, The Sherwin-Williams Company
• Tracy Kemp, Senior Vice President and Chief Information and Digital Officer, Allegion plc
• Michael Lefenfeld, President & Chief Executive Officer, Hexion Inc.
• Boyce Martin III, Executive Vice President, General Counsel and Secretary, Jamison Door Company
• Tim Millwood, Senior Vice President and Chief Supply Chain Officer, AGCO Corporation
• Nicole Murphy, Executive Vice President, Head of Pharmaceutical Operations and Technology, Biogen
• Kenny Rocker, Executive Vice President, Marketing & Sales, Union Pacific Corporation
• John Tate, Senior Vice President, Crown Equipment Corporation
• Leon Topalian, President and Chief Executive Officer, Nucor Corporation
• Keller Watts, Chief Business Officer, Smithfield Foods
• Melissa Williams Hoskins, Chief Executive Officer, WilliamsRDM
• Alex Wright, Chief Executive Officer, Ariel Corporation
• Jill Wyant, President and Chief Executive Officer, Madison Air

What we’re saying: “Our new board members will bring their own keen perspectives and varied backgrounds to the 17�Թ�����’s critical work,” said 17�Թ����� Chief of Staff and Senior Vice President of Membership Alyssa Shooshan. “Representing all areas of the manufacturing industry and all corners of the country, we are confident that these individuals will speak effectively for the manufacturing community, and we’re looking forward to everything they will bring to the conversation.”

America’s fastest-growing industries increasingly rely on copper.

The critical minerals Rio Tinto produces play an essential role in making modern life work and help power the clean energy transition, said Rio Tinto Copper Chief Operating Officer Clayton Walker. “Think of increasing demand for things like electric vehicles, the copper plumbing in our houses … transmission lines, smartphones, electronic devices—the things you can’t live without all include copper.”

This criticality was brought home to the 17�Թ����� during a site visit by leadership last Friday to the company’s Resolution Copper mine, an Arizona project with the potential to supply up to of the nation’s copper demand.

Electrifying a revolution: Rio Tinto—which produces more than 10 different minerals and metals around the world—has copper operations in Utah and Mongolia with joint ventures in Chile and Peru and is working to open Resolution Copper and another copper-mining site, in Australia.

• These operations are going to become increasingly important as the world’s appetite for EVs grows, Walker told the 17�Թ�����, because EVs require more copper than traditional vehicles.
• EV charging stations also require the metal, as do wind turbines, which “can contain up to 4.7 tons of copper,” according to Walker.

Speed permitting now: The U.S. consumes about 2 million metric tons of copper per year but produces just more than 1 million metric tons. However, “by 2035, that demand is estimated to be around 4 to 5 million tons of copper a year,” said Walker. “The question is, where are we going to get all that additional copper?”

• The answer, in his opinion, should be here at home. Once approved, Resolution Copper will be instrumental in making that happen. “The copper produced at Resolution would strengthen U.S. supply chains, reduce import dependency [and] add jobs, while employing world-class sustainability standards.”
• At that site, “we’ve been working on permitting for the last 11 years,” Walker continued. “The average time to permit [a mining project] in the U.S. is 17 to 20 years. That’s a long time. We’re not asking people to cut corners, but could we speed that process up?”

Critical minerals list: Policymakers could also help bolster copper and other critical materials production by harmonizing the efforts of numerous agencies to spur domestic production.

• For instance, the Interior Department curates a list of critical minerals that are “essential to the economic or national security of the U.S. and which have a supply chain vulnerable to disruption.” The Energy Department conducts critical materials assessments for materials vital for energy.

• Harmonizing these lists “would create more avenues for domestic supplies,” Walker said. “That would help projects get permitted faster and let us supply manufacturers with the minerals and materials they need sooner, including copper.”��

Not your grandfather’s mining company: Another task on the company’s to-do list is changing the public’s perception of its industry.

• “We aren’t using pickaxes and wheelbarrows,” Walker laughed. “We have a control center that would rival NASA. We use drones, AI and autonomous equipment. Rio Tinto has the first fleet of driverless trucks in the world, and our team continues to leverage and benefit from high-tech innovation.”

• Effectively conveying the sophistication of their businesses is an ongoing task for manufacturers, Walker said. “We need to continue engaging with schools, educating and discussing the various trades and opportunities available while highlighting the potential within manufacturing—a career path that provides a great job with multiple opportunities.”

The last word: “It’s our responsibility to help show the next generation what opportunities are available,” Walker concluded.

Everyone knows that data is an indispensable resource, but putting it to use is a whole different challenge from collecting it in the first place. Here’s what you need to know about today’s manufacturing trend, the industry’s increasing reliance on data-driven insights.

What manufacturers should do: According to 17�Թ����� experts, manufacturers seeking to make the most of their data should focus on five key steps:

• Understand how to gather data to enable meaningful analytics.
• Improve data governance for quality and security.
• Determine what data are important to your business and operations.
• Learn how to assign value and view the data through the appropriate lens.
• Know how to use data to make business decisions.

Expert opinion: According to John Petrusick, managing director of NTT’s manufacturing data and analytics practice, companies should consider working backward to some extent, and start by thinking about which business processes the data will influence—and how.

• “Most of us have grown up in a world where we think of data as a flow from source to consumer, or left to right,” he noted. “In such thinking, we have generated analytics and insights historically by first thinking about ‘what data do I have?’ But what if we thought about generating analytics and insights by thinking ‘right to left’?”

Resources for you: Looking for more resources on data management? Start with these 17�Թ����� offerings:

• This from the Manufacturing Leadership Council (the 17�Թ�����’s digital transformation division) will guide you through case studies and best practices regarding data analysis.
• uses data visualization tools to help you make connections to suppliers and buyers, offering exceptional insight into your supply chain.
• The 17�Թ�����’s Power of Small newsletter keeps small and medium-sized manufacturers up to date on advocacy, policy, digital trends and much more.

Read the full 2024 trends report .

Obesity is costing U.S. companies and their workers hundreds of billions of dollars a year, according to a new report, the findings of which are in line with those of a 2023 17�Թ����� report on employer-sponsored health care.

What’s going on: “Obesity and overweight are estimated to have caused a staggering $425.5 billion in economic costs to U.S. businesses and employees in 2023, according to a report released by GlobalData Plc, a leading data and analytics company,” reports.

• The findings of the GlobalData report, “,” are consistent with those of a recent 17�Թ����� report, “ ,” which notes significantly higher health care costs for individuals who are obese or carry excess body weight.
• “These additional costs account for $170 billion to $200 billion in annual spending in the U.S., making [these conditions] a significant cost for employers,” according to the 17�Թ����� report.

Why it’s important: Obesity can make workers more prone to absenteeism (taking time off) and presenteeism (being less productive while on the job), both of which come with a significant price tag, according to the reports.

• Some 46.1% of manufacturer respondents to an 17�Թ����� survey said obesity affected their workplace productivity and employees’ ability to complete their job functions.
• Absenteeism costs employers $82.3 billion each year, with presenteeism accounting for an additional $160.3 billion, according to the GlobalData report.

Impact on manufacturing: The economic impact of excess body weight on manufacturing is the fourth highest of the seven industries examined by GlobalData, at $44.5 billion annually.

What can be done: Manufacturers care deeply about ensuring their employees have access to high-quality, affordable primary care providers who can help employees manage their weight through personalized interventions like diet, exercise, behavior modification, medications and surgery.

The last word: “Manufacturers support efforts to continue to destigmatize these chronic health challenges and approach them like any other condition so that workers and their families feel comfortable choosing from the full suite of available treatment options in order to live healthier and more productive lives,” said 17�Թ����� Vice President of Domestic Policy Charles Crain.

As candidates look to claim the support of manufacturers in 2024, the 17�Թ����� launched its year-long 2024 Competing to Win Tour in South Carolina, days ahead of the South Carolina GOP primary.

• The tour spotlights the issues critical to winning not just manufacturers’ votes but also more manufacturing in the U.S.

Why it’s important: “We came to South Carolina to showcase the people and stories behind our industry and to translate their perspectives into action that will make our industry and country stronger,” said Johnson & Johnson Executive Vice President and Chief Technical Operations & Risk Officer and 17�Թ����� Board Chair Kathy Wengel, who joined 17�Թ����� President and CEO Jay Timmons, South Carolina Chamber of Commerce President and CEO Bob Morgan and South Carolina Manufacturers Alliance President and CEO Sara Hazzard on the first day of the tour.

• “Building these strong relationships beyond Washington, D.C., in the cities and states driving our sector deepens our understanding of regional challenges and reinforces the 17�Թ����� as the leading voice representing all manufacturers, large and small,” Wengel added.

The launch: The tour began at Milliken & Company’s headquarters in Spartanburg on Wednesday, a poignant reminder of the importance of just one global technology-based manufacturer to lives, innovation and progress.

• The company’s 3,200 associates in the Palmetto State, as well as its broader U.S. and global team, make everything from safety gear and wound dressings and bandages to eco-conscious materials and technological innovations, such as digital printing, flooring, sustainable coating additives and more.
• “The average person touches about 30 to 50 [Milliken products] a day,” said Milliken President and CEO Halsey Cook.
• “Milliken embodies what we believe: manufacturing makes a positive difference. Their commitment to sustainability, ethics (named a World’s Most Ethical Company 17 years running) and a people-first workplace create a ripple effect,” said Timmons. “It’s why we need everyone supporting the success of manufacturers in South Carolina and the United States—to empower companies just like Milliken and help us grow more of them right here in America,” Morgan emphasized.
• “Milliken is a remarkable brand ambassador for the entire manufacturing industry in the United States,” summed up 17�Թ����� Managing Vice President of Brand Strategy Chrys Kefalas. “As Michael Brown, Milliken’s executive vice president of operations, conveyed to us, the company is showing that digital transformation and artificial intelligence can be a force for good, helping its people leverage data analytics, for example, accelerating innovation and making modern manufacturing even more exciting for the next generation to be a part of.”

A boom story: Springs Creative Products Group CEO Derick Close, who heads several small enterprises in South Carolina, brought the 17�Թ����� tour to Fort Lawn, South Carolina, where state-private partnerships and sound competitiveness policies have led to a boom in manufacturing investment and jobs.

• According to Close, recent investments in the community exceed $2.5 billion and stand to add 1,500 new jobs.
• Close, who is an economic development champion for South Carolina, took time to brief the group on how the area is ground zero as well in the story of the revival—and revolution—happening for the U.S. textile manufacturing sector, showing that U.S.-based textile manufacturers can compete against the rest of the world at quality, speed and price, so long as misguided policies don’t impede current advances. Springs Creative’s digital printing facility, which the 17�Թ����� toured, is just one example. Springs Creative produces fabrics for such companies as Disney, Tempur-Pedic and Walmart.
• An added highlight of Close’s showcase was a tour of the new 1.5-million-square-foot, $423 million E. & J. Gallo wine and spirits production and distribution center—a testament to U.S. ingenuity and the more than 275 jobs it’s already created (with more on the way) to produce the best-selling spirit in the U.S.��

The message: The discussions at Milliken and Springs Creative focused on the need for policies that support manufacturing’s growth, from R&D incentives and competitive taxes to sensible regulations, resilient supply chains and permitting reform, to workforce development, including immigration reform, and energy policy.

The platforms: As newsrooms dwindle, the 17�Թ����� is stepping into the breach, using its platforms, like 17�Թ�����.org, social media and its email newsletters, including Input, to amplify manufacturing’s narrative. It’s a bid to ensure that as policymakers and candidates court manufacturers, they’re armed with real stories and concrete policy needs from the ground.

Looking ahead: The tour will continue across the United States, gathering insights and stories to bolster the 17�Թ�����’s advocacy efforts. Next up: the Competing to Win Tour brings the 17�Թ����� State of Manufacturing Address to Roseville, Michigan, as well as to Sanders Chocolate and Triumph Gear Systems in Macomb County on Thursday.

Manufacturers have long prioritized sustainability in their operations, but 2024 will bring new attention to the industry’s efforts. As we continue to explore the major manufacturing trends that will shape the industry this year, here’s what you need to know about this key development.

What manufacturers should do: Manufacturers looking to create strong sustainability plans to meet the expectations of regulators, boards and consumers should start by taking these steps, according to the 17�Թ�����’s experts.

• Craft an overall organizational sustainability plan with metrics and reporting.
• Make changes and upgrades to support energy and resource efficiency, as well as reduce waste and emissions.
• Focus on sustainable products and packaging in addition to sustainable processes.
• Improve product reclamation or recycling in the circular economy.

Expert opinion: UL Solutions, company boards have a particularly key role to play in developing sustainability plans.

• “Boards of directors are bound by their fiduciary responsibilities to shareholders, but savvy directors also recognize that environmental and other ESG-linked risks and opportunities are vital to the long-term health of their organizations,” UL notes.

Resources for you: Check out these 17�Թ����� resources to learn more about sustainability and compliance:

• will connect you with an adviser to create an energy management strategy that will help you cut costs and reduce your environmental impact.
• from Milliken & Company’s director of research, compliance and sustainability is an excellent case study for manufacturers seeking to remove or remediate PFAS chemicals.
• Dig into the 17�Թ�����’s extensive collection of policy explainers, on everything from the Environmental Protection Agency’s regulation of particulates to the Securities and Exchange Commission’s regulation of climate disclosures.

Read the full 2024 trends report .��