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antoine-roquentin · 6 years

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In the US, the fall of labour began at the end of World War II as major manufacturers moved production facilities to the non-union South to reduce costs and escape big concentrations of unionised workers like those around Detroit, Gary, Los Angeles and Chicago.

Between 1947 and 1972, Dixie’s contribution to American manufacturing value-added near-doubled to almost a quarter of the total. The big industrial unions saw membership peak by the early 1970s, never to grow again. The UK would follow this trend thanks to the decline of its manufacturing base and Margaret Thatcher’s determination to smash union power in the 1980s.

Another key trend was a wave of mergers and acquisitions in the 1960s, launched by cash-rich corporations benefiting from strong economic growth. This dealmaking grew from about 1,200 a year in 1963 in the US, for example, to a high of 6,000 in 1969, though it was prevalent in many countries. This produced the rise of conglomerates – firms offering a wide variety of often unrelated goods and services.

The unions had been primarily in corporations defined by a single major product line like cars or steel. Being part of a much bigger whole reduced workers’ potential to do damage through industrial action. This in turn made unions less attractive and further squeezed membership numbers.

Many more union jobs were destroyed by the steep recession of 1979-82, and then intensifying competition from globalisation by the mid-1980s. Many Western corporations took a page from their Japanese competitors’ playbook and introduced lean production: producing more with fewer workers; more outsourcing; and just-in-time delivery of parts, cutting inventories to a minimum.

Lean production helped companies recover their profitability, but the increase in global competition led to another huge wave of mergers: from 4,239 valued at $206 billion (£152 billion) in 1990 to 11,169 valued at $3.4 trillion in 2000. After 2001 they levelled off to about 7,000 a year, still well above pre-1990s levels. European companies followed a very similar trend, with the UK accounting for the largest share.

But this time capital abandoned conglomeration to redirect production along focused product lines. It created corporations much like those organised by the industrial unions in the 1930s. In addition, this time they involved massive amounts of fixed capital and costs that made them vulnerable to labour actions.

This has been compounded by what is sometimes called the logistics revolution. This refers to a major reorganisation of the movement of goods that has become necessary as the just-in-time model has spread through supply chains and the speed of delivery has become intensely competitive in the online era.

Enormous logistical clusters of transport, warehouses, ICT networks and intermodal facilities have sprung up. They are mostly in or adjacent to large urban areas, the biggest including New York, Chicago, Rotterdam, Hamburg and London.

The number of warehouses in the US has grown one and a half times since 1998 to over 17,000 in 2017, for example. While automation is often a feature, labour still accounts for 65% of average operating costs, while the number of warehouse workers has grown from 356,800 in June 1990 to 830,700 in June 2017. Total logistics employees in America are around 4m.

These are the people on whom today’s industrially focused corporations completely depend. Really big hubs need upwards of 100,000 workers to function. Take Chicago, with over 150,000 transportation and warehouse workers in the metropolitan area. Or FedEx’s newer Memphis cluster, which employs 15,000 workers directly and 220,000 in related transport and warehouse activities.

In the UK there are clusters around Liverpool-Manchester, the Midlands, Glasgow, and London. The London Gateway port and its 9m square foot logistics park opened in 2013 and will employ 27,000 workers when fully operative, extending an east London cluster that also includes Dagenham Dock, Tilbury Docks and London Thamesport.

In addition, major UK freight railways are upgrading to create a Strategic Freight Network similar to the huge rail corridors in the US. Altogether, the UK logistics sector employs 1.7m workers. Across Europe as a whole, logistics investment has grown at two and a half times GDP according to one estimate.

These clusters look highly vulnerable to worker disruption. A strike in a key warehouse or supplier could close production up and down a supply chain, potentially inflicting huge damage on a business’s reputation for reliability among its partners. This could put enormous pressure on employers to grant concessions or recognise a new union without the need for the sort of secondary or sympathy strike action that is illegal in many countries.

It is one of the great ironies of modern capitalism that we are now seeing the massive concentrations of manual workers that business leaders once sought to escape. We have not yet seen unions trying to take advantage of these situations, partly perhaps after decades on the backfoot and partly because the likes of warehouse workers tend not to be unionised.

Yet I know from my research that both union and business leaders are well aware of the risks inherent in the new corporate system and giving them serious thought. In an increasingly angry world, these hubs could become a major flashpoint: it will be fascinating to see whether unions begin trying to capitalise.

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alanmooneytrufant · 3 years

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immoparadies · 3 years

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orbemnews · 3 years

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The 737 Max crisis costs continues to climb two years after the second fatal crash Boeing (BA) has already detailed about $21 billion in costs associated with the crisis, including nearly $9 billion in compensation for airlines that couldn’t or still can’t use those jets, and about $11 billion in increased production costs associated with the slower rate of building that will last for years. And then there are the $744 million in additional costs — so far — mostly from storing hundreds of Max jets built during the grounding that Boeing couldn’t deliver. Even with Boeing customers now getting those planes, it will be well into 2023 before airlines take possession of them. And that doesn’t begin to even address Boeing’s legal exposure. The company paid a $244 million fine to settle criminal fraud charges late last year. But that was just the start of the costs. Boeing has announced two victims compensation funds, one created in 2019 for $100 million, another part of a fraud settlement for an additional $500 million. And most of the families of victims have yet to settle their lawsuits against the company. It could face an additional $500 million in legal costs by some estimates. There are also lost sales for the 737 Max. Typically — even during a downturn in air travel — airlines are reluctant to cancel orders for jets because of significant fees and penalties. But the grounding dragged on so long the penalties clause in the sales contracts were no longer in effect. By the time the Covid-19 pandemic caused air travel to ground to a near halt, Boeing was already flooded with order cancellations for the Max — nearly 800 of the planes. A 737 Max typically sells for about $55 million. Under the worst-case scenario for Boeing is that it could lose as much as $44 billion in revenue from the drop in sales. Experts say Boeing will eventually sell those planes, albeit it at a steep discount, perhaps even to the same customers who are now canceling their orders. So even if Boeing doesn’t lose the full $44 billion from canceled orders, the lower pricing on the Max could cost it tens of billions. Boeing won’t comment on sales prices for any of its planes. And then there are Boeing’s the increased borrowing costs — Boeing took on tens of billions in debt during the crisis, most of it at about a 5% interest rate. That means the interest will pile up by perhaps $3 billion or $4 billion, said Chris Denicolo, aerospace credit analyst with Standard & Poor’s. Beyond those hard costs there remains the question of how the crisis has affected Boeing’s competitive position. Before the crashes the company was working on plans for a new, longer range, mid-size plane that could compete the A321XLR now being sold by rival Airbus with a 2023 target date for its debut. Boeing says it hasn’t stopped work on developing its competing offering, popularly referred to as the 797, but it is well behind its original plans for the plane. Boeing desperately needed a new offering to compete with the A321XLR, said Richard Aboulafia, aerospace analyst for the Teal Group. The duopoly enjoyed by Boeing and Airbus makes it unlikely that either company will go out of business. But not being competitive with Airbus in this key part of the market is a serious long-term threat to Boeing, he said. “It could end up with only 25% to 30% of market,” he said. “It doesn’t mean you go away, but you’re a lot less profitable, a lot less relevant.” A fateful anniversary The March 10, 2019, crash was the second fatal accident involving the jet, following an October 2018 crash of a Lion Air 737 Max plane that killed 189 people. While no action was taken after the first crash, the second incident led to a 20-month global grounding of Boeing’s best selling plane, as the aircraft maker tried to come up with an acceptable fix to the malfunctioning safety system that caused the crashes. The US Federal Aviation Administration and aviation regulators for 159 other countries have at last approved the plane to carry passengers again, and airlines are rapidly returning it to service. Southwest Airlines, (LUV) which owns more Max jets than any carrier, will become the 15th airline to carry passengers on them once its 737-Max jets return to the air on Thursday. Several family members of the crash victims met with US Transportation Secretary Pete Buttigieg Wednesday to express their concerns over the US approval for the plane to fly again. Others said the dollar cost of the 737 Max crisis don’t begin to measure what they lost. “We lost the most beautiful, caring, active, thoughtful, intelligent person,” said Chris Moore, of Toronto, whose 24-year old daughter, Danielle, was killed on the Ethiopian jet. “The true cost of this loss is immeasurable, but this cost accrues to the family of Danielle Moore every minute of every day and night and especially during sleep. These costs are real.” The families are seeking a new US grounding for the Max, which they are unlikely to get. But 35 regulators around the globe have thus far refused to allow the plane to carry passengers, including China, where more than 20% of the planes are based. The longer those groundings last, the more problems, and costs, for Boeing. Source link Orbem News #Boeing's737MaxcrisiscostscontinuestoclimbtwoyearsafterEthiopianAirlinescrash-CNN #climb #continues #costs #Crash #crisis #fatal #investing #Max #Years

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