Input Stories

U.S. producer prices for final demand goods and services rose more than expected last month, largely owing to higher energy costs, Reuters (subscription) reports.

What’s going on: “The producer price index for final demand rose 0.5% last month, the Labor Department said on Wednesday. Data for August was unrevised to show the PPI accelerating 0.7%.”

• Reuters-polled economists had expected the PPI to increase 0.3%.
• “In the 12 months through September, the PPI increased 2.2% after advancing 2.0% in August.”

Core PPI: Core producer prices—prices excluding food, energy and trade services components—rose 0.2%, the same increase seen in August.

• “In the 12 months through September, the … core PPI increased 2.8% after climbing 2.9% in August.”

Coming up: The Federal Reserve is expected to leave current interest rates unchanged when it meets Oct. 31 and Nov. 1, according to Reuters. 

Under the Toxic Substances Control Act, businesses must keep up with all of the requirements and restrictions relating to chemical substances. Although manufacturers fulfill their obligations with the utmost care, the Environmental Protection Agency isn’t keeping up its end of the bargain.

Dr. Alan Dyke is the chief technology officer at Boulder Scientific Company—a specialty chemical company based in Mead, Colorado—and a member of the Society of Chemical Manufacturers & Affiliates. In his opinion, the EPA must change its approach if manufacturers in the U.S. are to remain competitive.

The company: Serving clients in many sectors, from pharmaceuticals to defense and aerospace, Boulder Scientific makes a number of complex and unique catalysts and compounds. The company proudly keeps all their manufacturing processes inside the United States.

• “We work with an end user to produce materials inside America with the right level of safety and quality, and to make those materials available for them within American borders,” Dyke explained. “We don’t outsource any manufacturing outside the U.S.”

The challenge: The EPA continues to miss congressionally mandated deadlines to review and approve compounds, creating havoc in an industry dependent on clockwork efficiency.

• “We’ve encountered delays because of the time it takes to file a document, the variability of response times from the EPA and the sheer number of documents we have to file,” said Dyke.
• At the same time, the EPA is imposing more regulations on chemical manufacturers that are difficult to navigate or confusing.
• “To make one of our compounds might take 10 different chemical intermediates from the first raw materials through to the end product,” he explained. “Each one of those materials requires a filing for each one of those compounds. And if any one of those steps is not approved, it interrupts our delivery process.”

The impact: These problems don’t just affect chemical manufacturers; they also cause problems throughout the supply chain and for customers and end users, who are forced to wait through a series of unpredictable delays.

• “During the past two years, we’ve seen a level of frustration building at the end-user level,” said Dyke. “Customers are considering sourcing from other countries where the system is more predictable and they won’t have to face these delays.”

The NAM, members of the NAM’s Council of Manufacturing Associations and Conference of State Manufacturers Associations recently launched Manufacturers for Sensible Regulations, a coalition addressing the impact of the current regulatory onslaught coming from federal agencies. To learn more, and get involved, go here.
Read the full story here.
 

Since the onset of COVID-19 in 2020, supply chains have faced extraordinary challenges around the world. In the midst of shortages and disruptions, as well as global conflicts, how can manufacturers ensure that they receive the materials they need and deliver their products on time?

At a recent NAM event, attended by more than 75 executives from both manufacturing companies and association partners, Supply Chain Insights Founder Lora Cecere addressed the question of how the industry can build resiliency into the supply chain of the future. Here’s some useful advice from her keynote speech, called “Supply Chain Workshop: Connecting and Securing the Supply Chain for 2030.”

Defining resilience: As Cecere noted, in many cases manufacturers may have different ideas about what resilience represents—and it’s important to settle on a clear definition.

• “I define resilience as the ability to have the same cost quality and customer service given the level of demand and supply variability,” she said.

Differentiating supply chains: While most manufacturers talk about the supply chain as a unified system, Cecere encouraged participants to differentiate various kinds of supply chains from one another.

• “We have responsive supply chains that are all about time—things like flu vaccines and bathing suits,” which must be shipped during certain seasons, Cecere observed.
• “And then there’s the agile supply chain, which is very low volume and not predictable. We can’t measure that in the same way we measure the efficient supply chain, but we need to manage flow.”
• “We don’t have just one supply chain. We have multiple supply chains,” she emphasized.

Learn more: To hear more from Cecere, attend “Manufacturing in 2030: The Coming Data Value Revolution,” an event of the NAM’s digital-transformation arm, the Manufacturing Leadership Council, Dec. 6-7 in Nashville, Tennessee. Register here.    

Read the full story here.
 

As United Auto Workers President Shawn Fain prepares to give an update on labor-contract negotiations this afternoon, the UAW’s three-week-old strike at plants across the Midwest is hurting auto suppliers, according to The Washington Post (subscription).

What’s going on: “More than 3,000 supplier employees have been affected so far, a Washington Post tally shows, while an industry association says nearly 30 percent of its supplier members have resorted to layoffs.”

• More than 60% of suppliers said they expected to begin layoffs this month. Others say these cuts could “broaden over time” if the strike continues
• The strike has reverberated beyond the automotive sector, too. U.S. Steel recently announced 300 temporary layoffs after it was forced to idle an Illinois furnace because of the walkouts.

Why it’s important: “The [strike’s] fallout shows the outsize role the auto industry plays in the U.S. economy, to which it contributes about 3 percent of gross domestic product.”

• What’s more, the widespread shuttering of smaller auto suppliers—which number in the thousands and are often the main source of employment in the areas where they operate—would make it harder for General Motors, Ford and Stellantis to resume normal operations after the strike.

Manufacturers say: “The longer the strike, the more likely thousands of citizens across Michigan will face layoffs, and not just UAW members,” John Walsh, president and CEO of the Michigan Manufacturers Association (an NAM state partner), wrote in The Detroit News (subscription).

• “Layoffs, in turn, will affect restaurants, stores and local businesses. The economic impact will be felt throughout our families and our communities.”

After months of slow growth, China’s economy is showing signs of picking up speed, “offering a glimmer of hope” for the U.S. and Europe, according to The Wall Street Journal (subscription).

What’s going on: “Factories in September reported their first expansion in activity since the spring, while railway and flight bookings point to a bumper week ahead for tourism as China takes a break to celebrate its weeklong National Day holiday.”

The big picture: While economists say it’s too early to call an economic turnaround—owing in large part to China’s continuing property-market slump—there are signals that things are improving.

• “An official gauge of activity in the nation’s manufacturing sector rose to 50.2 in September from 49.7 in August, China’s National Bureau of Statistics said Saturday, the first time since March that its purchasing managers index crept over the 50 mark that separates expansion from contraction.”
• Similar gauges for nonmanufacturing sectors and construction also expanded at a faster pace.
• With that said, the country’s manufacturing and overall economic growth are well below what was expected earlier in the year—particularly in the aftermath of last year’s “zero-COVID” policies. That has implications for both China and the global economy, according to NAM Chief Economist Chad Moutray.

What’s next: Many economists believe that to continue this growth, China needs more government stimulus. This could come in the form of household tax breaks, or cash or vouchers that consumers can spend directly. 
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An energy startup that just hit the $1 billion investment mark thinks it holds the key to finally producing large quantities of “green” hydrogen, according to The Wall Street Journal (subscription).

What’s going on: “Electric Hydrogen believes the secret to success is finding a better way to split a [water] molecule. … Splitting it to create green hydrogen requires devices called electrolyzers. They are expensive and consume vast amounts of renewable electricity to make a small amount of hydrogen, making most projects uneconomical. Electric Hydrogen says its electrolyzer can produce much more hydrogen.”

• The company says its method of hydrogen production combined with “the generous tax subsidies on offer” from last year’s Inflation Reduction Act could finally make green hydrogen a market-competitive energy source.

​​​​​​​Investors go all in: The company “recently raised $380 million from backers including BP, United Airlines, Microsoft and iron-ore producer Fortescue Metals,” helping it pass $1 billion in total investments.

Why it’s important: Green hydrogen “is one of the few options to eliminate emissions from trucks, planes, steel mills and chemical plants where renewable power and batteries alone can’t get the job done.”

• “Hydrogen is one of the few ways to move green power long distances. Potential demand is so great that the winner of the race for green hydrogen could dominate a market worth as much as $1 trillion in the coming decades.”

​​​​​​​ Cracking the code: While electrolyzers have been typically small devices used in the aerospace and chemical industries, Electric Hydrogen thinks it can make the devices both larger and more affordable “by starting from scratch and using new plate engineering focused on the performance of bigger electrolyzers.”

The NAM’s take: “Clean hydrogen is critical to decarbonizing hard-to-abate industries, and manufacturers are leading the way in developing and scaling it for widespread use,” said NAM Vice President of Domestic Policy Brandon Farris.

• “The NAM is working to ensure that the incentives available for clean hydrogen help create the right market incentives for producers—as well as manufacturers and other end users—to meaningfully contribute to decarbonization while boosting domestic job growth and global competitiveness.”

In the push for more critical minerals, governments and companies worldwide are looking to “a new but also old source”: closed mines, or brownfield sites, The Wall Street Journal (subscription) reports.

What’s going on: “[O]pening new mines takes years—particularly when faced with strong local opposition—and delays might hamper policymakers’ efforts to diversify these supply chains. Even with recent investment announcements, analysts are forecasting supply shortfalls.”

• Reopening shuttered mines is often a quicker and less painstaking process because it allows the companies to “avoid damaging new land and work with local communities that have a memory of economic activity the industry can bring,” as a source told the Journal.

A successful start: One Swedish mining company is seeking to reopen an old copper-and-zinc mine in Norway that closed 25 years ago owing to low copper prices. “Last month, the local municipality unanimously approved plans to reopen” the mine.

• Several American firms are now seeking to reopen closed U.S. sites in the Southwest, and other projects are being planned in Italy and Germany.

​​​​​​​A “shift” in the U.S.: A U.S. company with plans to reopen an old gold mine in Idaho recently received funding from the Defense Department, which recognized the importance of the site as a source of antimony, a much-needed mineral in the defense sector.

• “The shift we are seeing in the United States is a growing recognition that we must secure supply chains, and a way to do that is bringing mining home and that means getting the public comfortable to bring mining home,” an executive at the firm told the Journal.

Life expectancy in the U.S. started falling even before the global pandemic—and it’s continuing to decline, according to The Washington Post (subscription).

What’s going on: According to a yearlong investigation by the Post, “[a]fter decades of progress, life expectancy—long regarded as a singular benchmark of a nation’s success—peaked in 2014 [in the U.S.] at 78.9 years, then drifted downward even before the coronavirus pandemic. Among wealthy nations, the United States in recent decades went from the middle of the pack to being an outlier. And it continues to fall further and further behind.”

• While the opioid crisis and gun violence are contributing to the rising death toll, heart disease and cancer have remained the leading cause of death among people aged 35 to 64.
• Meanwhile, diabetes and liver disease are becoming more common killers.

A worrisome increase: “In a quarter of the nation’s counties, mostly in the South and Midwest, working-age people are dying at a higher rate than 40 years ago, The Post found.”

• The trend is exacerbated by economic divisions. In the early 1980s, the nation’s poorest people were 9% more likely to die than their wealthier counterparts. Today, they are 61% more likely to die.

What we can do: “Medical science could help turn things around. Diabetes patients are benefiting from new drugs, called GLP-1 agonists . . . that provide improved blood-sugar control and can lead to a sharp reduction in weight. But insurance companies, slow to see obesity as a disease, often decline to pay for the drugs for people who do not have diabetes.”

• The FDA has approved several such drugs so far, including Novo Nordisk’s Ozempic and Wegovy and Eli Lilly’s Mounjaro.

New orders for manufactured goods increased in August after declining in July, according to U.S. Census Bureau data.

Factory orders: New orders rose 1.2% in August following a 2.1% decrease the previous month.

• Factory orders for durable and nondurable goods increased 0.1% and 2.1%, respectively, but declines in nondefense aircraft and components pulled down durable goods demand.
• Excluding transportation equipment, new factory orders jumped 1.4%, rising for the third month in a row.

Core capital goods: New orders for core capital goods—or nondefense capital goods excluding aircraft, a proxy for capital spending in the U.S. economy—increased 0.9% to a record high of $73.95 billion in August.

Factory shipments: Factory shipments rose 1.3% in August, marking the fourth consecutive monthly increase.

• Total factory shipments have risen 0.5% over the past year, dipping 0.9% year over year when transportation equipment is excluded.
• Factory shipments excluding transportation equipment have increased 1.0% year to date.

Shipments of core capital goods: Shipments of core capital goods rose 0.7% in August, to an all-time high of $74.38 billion, reflecting 2.6% growth over the past 12 months.

For Husco—a family-owned manufacturer of hydraulic and electro-mechanical control systems—building a strong, cohesive culture is the key to retaining talent.

The Waukesha, Wisconsin, company is among the many manufacturers that find retention to be a top business challenge, as the NAM’s quarterly Manufacturers’ Outlook Survey shows. So how do they create this cohesion?

It all starts at the top: Angela Stemo, vice president of global human capital at Husco, says the company has always prioritized trust and communication between employees and their managers.

• “Our retention has grown and strengthened because of the emphasis we place on our leaders having strong relationships with their employees—get to know who they are, find out what their interests are,” said Stemo.
• The company also lays the groundwork for strong bonds between coworkers, which often flourish outside of work as well. “Once they feel connected to people within the organization, they’re going to want to stay,” explained Stemo. “They’ve built friendships, they’ve built connections, and they feel really tied to the organizational culture.”

How they do it: Husco conducts employee engagement surveys once a year and holds occasional in-person focus group discussions to get feedback from employees.

• “As our organization becomes more diverse, we are offering surveys in more languages,” said Stemo. “We have a large Afghan population on our shop floor as well as many Burmese workers, so we’ve had our surveys translated into various languages for all employees to participate.”
• “For us, we really try to listen to what people say and what their suggestions are,” said Stemo. “If it’s something feasible and we can implement it, we try to figure out how to do so.”

Read the full story here.