Supply chain disruption has changed our day-to-day lives. While it has undoubtedly created new complexities, problems — and yes, headaches — what hasn’t changed is the fundamentals of what we do. Goods still need to be manufactured, transported, and delivered to consumers using complex transportation and logistics systems, including ports, highways, rail, and IT systems.
The pandemic forced many of us to think short-term, focused on the latest challenge — whether it’s a ship stuck at anchor or a container in need of a chassis. But now, more than ever, we have the responsibility to think strategically and continue to invest our resources in improving the systems that stand the test of time — the infrastructure needed to support an efficient and resilient supply chain.
It’s heartening to see this investment taking place throughout the nation’s transportation network. One example close to home: our recently completed harbor deepening project is a transformational public-private partnership that will benefit our customers and community for decades to come. This initiative was a joint project of Jaxport, the state of Florida, our federal partners, and one of our tenants, all recognizing the need to continuously evaluate and invest in our transportation assets. Beyond this project, we’re also adding eco-friendly container cranes and other state-of-the-art equipment to reduce our carbon footprint while expanding capacity to meet increased cargo demand. To meet the changing needs of the workforce of tomorrow, we’re also investing in our people, both in training and a renewed focus on employee engagement and job satisfaction.
As transportation and logistics leaders, we can’t let the challenges of the moment distract us from our long-term strategy. We must push through near-term tactical problems and make strategic decisions that will benefit our organizations, communities, and supply chain for future generations.