Jack Fiterman, Liberty Diversified International, Minneapolis, Minnesota
EMERGING LEADER DELEGATES
Jordan Dawson, Harris Packaging , Haltom City, Texas
Evan Clary, National Corrugated Machinery, Hunt Valley, Maryland
Cody Brant, A.G. Stacker Inc., Weyers Cave, Virginia
ASSOCIATE MEMBER DIRECTORS
Chairman: John Burgess, Pamarco/Absolute, Roselle Park, New Jersey
Vice Chairman: Jeff Dietz, Kolbus America Inc., Cleveland, Ohio
Secretary: Mike Butler, Domtar Packaging , Fort Mill, South Carolina
Director: Brian Foley, Bobst, Phoenix, Arizona
Immediate Past Chair Associate Members: Tim Connell, A.G. Stacker Inc., Weyers Cave, Virginia
ADVISORS TO THE CHAIR
Matt Davis, Packaging Express, Colorado Springs, Colorado
Joe Palmeri, Jamestown Container Cos., Cleveland, Ohio
John Burgess, Pamarco/Absolute, Roselle Park, New Jersey
PUBLICATION STAFF
Publisher: Michael D’Angelo • mdangelo@AICCbox.org
Editor: Virginia Humphrey • vhumphrey@AICCbox.org
EDITORIAL/DESIGN SERVICES
The YGS Group • www.theYGSgroup.com
Vice President, Association Solutions: Craig Lauer
Creative Director: Mike Vucic
Managing Editor: Therese Umerlik
Senior Editor: Sam Hoffmeister
Copy Editor: Steve Kennedy
Art Director: Alex Straughan
Account Manager: Jillian Mengel
SUBMIT EDITORIAL IDEAS, NEWS, AND LETTERS TO: BoxScore@theYGSgroup.com
CONTRIBUTORS
Cindy Huber, Director of Conventions and Meetings
Chelsea May, Meeting Manager
Laura Mihalick, Senior Meeting Manager
Patrick Moore, Membership Manager
Taryn Pyle Director of Training, Education, and Professional Development
Rebecca Rendon, Senior Manager, Education and Training
Alyce Ryan Membership Marketing Senior Manager
ADVERTISING
Taryn Pyle
703-535-1391 • tpyle@AICCbox.org
Patrick Moore
703-535-1394 • pmoore@AICCbox.org
AICC
PO Box 25708
Alexandria, VA 22313
Phone 703-836-2422
Toll-free 877-836-2422
Fax 703-836-2795 www.AICCbox.org
ABOUT AICC
PROVIDING BOXMAKERS WITH THE KNOWLEDGE NEEDED TO THRIVE IN THE PAPER-BASED PACKAGING INDUSTRY SINCE 1974
We are a growing membership association that serves independent corrugated, folding carton, and rigid box manufacturers and suppliers with education and information in print, in person, and online. AICC membership is for the full company, and employees at all locations have access to member benefits. AICC offers free online education to all members to help the individual maximize their potential and the member company maximize its profit.
WHEN YOU INVEST AND ENGAGE, AICC DELIVERS SUCCESS.
Blue Angels and Boxes
Ido hope you are planning to join me at AICC’s Spring Meeting from April 30 to May 2, 2025, in Bonita Springs, Florida. I am extremely excited about this meeting, not because I have the privilege of chairing the meeting but because of the content, especially the Friday keynote speaker, John “Gucci” Foley.
Who is Foley? He is a former U.S. Marine instructor pilot, a six-time “Top Ten Carrier Pilot,” and a former lead solo pilot of the Blue Angels, the U.S. Navy’s elite demonstration flying team. All cool things, but perhaps coolest of all: He piloted planes in the movie Top Gun
Foley has transformed his experience in the cockpit to the business world. He brings together my passions for flying and entrepreneurial business. Who better to reinforce my “Fly the Plane” theme for AICC this year?
To set the stage for the Spring Meeting, here are the key points of my businessflying analogy:
• Leadership as piloting: Just as a pilot guides an aircraft, a business leader sets the course and makes critical decisions to navigate the company.
• Strategic planning as a flight plan: A well-defined business strategy is like a flight plan, outlining the route with necessary adjustments to reach the destination.
• Market challenges as turbulence: Unexpected economic downturns and industry disruptions can be compared to turbulence in the air, which a business needs to navigate carefully.
• Teamwork as cockpit coordination: Collaboration and communication among team members are essential for effective operations, just like the communication of the flight and cabin crews.
• Sales as fuel: Like an airplane needing fuel to fly, a business needs sales and marketing to sustain operations and growth.
• Production as the engine: Engines provide the thrust necessary to reach the destination, while the production team ensures satisfied customers.
I am excited to hear Foley talk about how elite performance becomes possible when you connect the heart and head in pursuit of purpose, meaning, and significance.
Blue skies and tailwinds to you all. See you in Florida.
President, Package Crafters and Creative Packaging
Market Insights
Impact of Sheet Plants
BY RYAN FOX
The origins of the first sheet plant are unclear, but Fibre Box Association (FBA) data suggests that by 1940, more than 100 sheet plants were operating. In 1987, The number of sheet plants in the United States peaked at 937 out of 1,576 box plants, according to FBA.
These smaller plants, which lack corrugators, can range widely in size and focus and tend to handle box orders that larger plants can’t or don’t want to run. Very small sheet plants may go through about one truckload of sheets a day (about 150,000 square feet). The largest can reach 3 million to 5 million square feet a day (close to 30 truckloads).
For years, starting a sheet plant was possible with old equipment and little
capital. Thanks to used equipment sales, new sheet plants can still enter the market. To be competitive, though, a plant must have machines that can make quality boxes efficiently.
Large sheet plants often boast stateof-the-art equipment—and lots of it. It’s not uncommon to have five to six flexo folder-gluers, six to 10 die cutters, and a host of other converting assets. The biggest sheet plants in the U.S. run 100 million square feet or more a month. We highlighted the industry’s increased investment in new technology in our October 17, 2024, trend report.
Most sheet plants procure their material from sheet feeders, an idea credited to S. Richard Van Horne Sr. The company he founded in 1964 is now
known as Corrugated Supplies Co., with nine locations across the U.S.
AICC was established 10 years later, when over 50 companies joined together to find a way to survive as independent owners. One of their biggest issues was how to secure a consistent supply of raw materials, both containerboard and sheets. Today, of the 634 sheet plants in operation, 86% belong to independents. The other 14%, or 88, are owned by four of the top five containerboard producers: International Paper (18), Smurfit Westrock (15), Packaging Corp. (27), and Pratt Industries (28). No. 5, GeorgiaPacific, has no sheet plants. International Paper added five more sheet plants and one more sheet feeder when it acquired DS Smith in the U.S.
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Market Insights
Hood Container (14), Schwarz Partners’ TRG (18), and Welch Packaging (18) are among the largest independent sheet-plant operators. Welch is the only one of the three that doesn’t have vertical integration with a mill.
Since 1987, box plants have been closing and consolidating at a steady pace, declining 1% compounded annually. At the same time, sheet plants’ production volume has increased at a compound annual growth rate of 2.1% and now represents almost 22% of box shipments. Next time, we’ll take a detailed look at sheet feeders and their impact on the industry.
Ryan Fox is a corrugated market analyst at Green Markets, a Bloomberg company.
# of Sheet Plants (LHS)
Market Share of Sheet Plants (RHS)
BLINK...
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CATALYST POINT
LEADERSHIP ADVISORS
MATT EICHMANN
Founder
371 Pebble Creek Dr. Dublin, OH 43017
614-512-2940 www.catalyst-point.com
MÜHLEN SOHN INC.
MATTHIAS GRIESDORN Sales Manager 3019 Enterprise Dr. Anderson, IN 46013 614-512-2940 www.muehlen-sohn.com
FLEXCOR INC.
DONN COSTANZO
President 2696 Old Nation Rd. Fort Mill, SC 29715 803-802-3202 www.flexcorinc.com
SOUTHERN CHAMPION TRAY
DEVIN DYE
Plant Director 7100 Dixie Hwy. Fairfield, OH 45014 423-756-5121 www.sctray.com
Members Meeting
Nearly 400 Industry Professionals Join AICC’s Transformative Sales Webinar Series
AICC successfully concluded its three-part sales webinar series featuring Todd Zielinski, managing director and CEO of Athena SWC. The series attracted an impressive 391 registrants, demonstrating the industry’s strong interest in innovative sales strategies tailored specifically for the packaging sector.
The webinar series, sponsored by the Foundation for Packaging Education, offered participants an opportunity to gain actionable insights into modern sales techniques and trends. The first session titled Scoring Big in Sales: Using the Moneyball Strategy to Transform Your Sales Model was inspired by Michael Lewis’ book Moneyball . The webinar presented a mathematical approach to achieving sales goals. Zielinski shared strategies for structuring and monitoring sales and marketing activities, emphasizing the importance of key performance indicators to create a predictable and effective sales process.
The second session titled Death of Traditional Sales Model: The New Sales Process for Corrugated and Protective Packaging focused on the shifting habits of buyers and the inefficiencies of traditional sales methods. Zielinski discussed how integrating inbound and outbound marketing strategies and crafting value-driven messaging can help organizations adapt to the changing landscape. He also highlighted the importance of restructuring sales and marketing teams to improve efficiency and performance.
The final session titled Manufacturing the Sale for Customer Packaging Manufacturers addressed the challenges packaging manufacturers face in
today’s sales environment. Zielinski introduced a best-practice inbound and outbound process model that helps organizations generate qualified leads and increase revenue. He also offered insights into creating sustainable process models, measuring return on investment, and making strategic decisions about internal versus outsourced sales efforts.
“Todd Zielinski’s expertise provided AICC members with valuable tools to navigate the evolving sales environment,” says Michael D’Angelo, president of AICC.
“The strong turnout for the series underscores the timeliness of these webinars in equipping our members with innovative strategies to achieve their goals.”
The webinar series comprehensively explored the challenges and opportunities facing corrugated, folding carton, and rigid box manufacturers. Participants gained a deeper understanding of how to modernize their sales approaches, foster innovation, and drive measurable business growth.
For more webinar recordings, visit www.AICCbox.org/webinars ; for events, go to www.AICCbox.org/calendar.
Ask Ralph
Fiber and Cost Reductions and Sustainability
BY RALPH YOUNG
It was an honor to once again attend SuperCorrExpo® in 2024 and reconnect face-to-face with so many members and associates. It was also refreshing to have so many Ask Ralph live questions.
One member asked about replacing 33# medium with 30# medium, which resulted in an unexpected performance. They added that the lighter option “should meet” the required edge crush test (ECT) target and that they knew some but not all of the physical properties.
Since this question involved a containerboard mill integrated system, addressing the issue from a solution property perspective may take longer to analyze given the different factions in that organization.
Our first level of investigation was on the combined board strength at three different test sites. The three labs found very different results.
We then started to examine the age of the corrugating rolls and their flute profile. While this is a newer corrugator and a
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newer paper machine, that does not mean each element has the best technology. It’s difficult to look at a potential solution in Europe because medium manufacturers there have different recycled fiber sources for their containerboards. Changing flute profiles and flutes per foot is expensive but needs to be considered.
It could be that the single face operators did not make adjustments for differences in caliper with the lower basis weight sheet, and the web is not “flowing” or forming through the labyrinth properly. Other combined board tests would be beneficial to perform such as a dimensional stiffness evaluation for the combined board.
I am also talking to corrugating roll manufacturers for their input.
More comprehensive evaluations of medium properties should be considered. Understanding the different thermal forming (modulus of elasticity) properties of the medium with different fiber combinations and chemical additives is a tough one to determine, but we know it exists. Most papers want to return to their relative “flat” natural form after any process that attempts to shape the sheet into something that is not normal.
The difference between sheets with neutral sulphite semi-chemical pulp and
those with 100% recovered fiber can result in high and low flutes. The height differences in flutes have an impact on combined board bonding as well as flat crush strength and edge crush strength. Our thoughts then went to the possible cost advantages and maybe mill discounts offered by a lower basis weight and a reduced fluting cost adjustment. If the 30# medium is the sweet spot on the paper machine and has the highest contribution revenue, then a mill may be willing to share its increased income for this grade with the converter.
As a final thought, we have developed data, spreadsheets, and other resources that may be of value to you. We also retain third-party research from the U.S. and Europe. We are currently working with a member on glue tab strength and its impact on box performance.
Ralph Young is the principal of Alternative Paper Solutions and is AICC’s technical advisor. Contact Ralph directly about technical issues that impact our industry at askralph@AICCbox.org
Process Automation for Optimized Performance & Profitability
Ask Tom
What Is High-Quality Outside Advice Worth These Days?
BY TOM WEBER
When deciding to invest in engaging an outside consultant or advisor, a common concern among most business leaders is justifying in their own minds the possible cost of professional services.
Since business owners and senior managers are paid to do many of the things that outside consultants and advisors often do, ego issues may occasionally need to be addressed, as well.
Good advisors can save companies lots of time and money not only by delivering business-building ideas but also by helping companies avoid mistakes and errors. The following story helps illustrate just one way the value of outside advice can and should be considered.
Fable of the Vibrating Machine and the Consultant
A manufacturing company was having a great deal of trouble with vibrations on its assembly line. It had run all sorts of trials to solve its problem, to no avail. The vibrations were costing the company hundreds of thousands of dollars each year in quality defects and accelerated wear on its equipment.
The company had brought in several “experts,” but none of them solved the problem. Many claimed to know everything about the machinery, yet they spent lots of time and charged a lot of money without solving the problem.
THE FABLE OF THE VIBRATING MACHINE AND THE CONSULTANT
Knowing where to place above items $19,999.90
Total invoice $20,000
Just about when the company was ready to give up and resign itself to accepting the vibration problem as “just a cost of doing business,” an advisor was referred to the company by a business associate who had a similar problem the advisor had fixed.
The advisor arrived at the factory with a small toolbox and before going to the machine asked the machine operator and superintendent a series of questions. She then went to the machine and took out a bolt, nut, and washer. The consultant drilled a small hole, inserted the bolt, and fastened it with the washer and nut. The vibration problem was solved.
The next week, the factory owner received a bill from the consultant for $20,000. He immediately demanded that the advisor provide him with an itemized statement because the superintendent told him that the advisor was in the plant for 15 minutes and the only parts used were a nut, a bolt, and a washer.
The advisor asked the factory owner if the vibration problem was solved and was assured that it was. After this assurance, the advisor said she would gladly provide an itemized bill. Her invoice, which arrived at the manufacturer’s office several days later, looked like this:
The advisor had solved a vibration problem that was costing hundreds of thousands of dollars in quality defects and accelerated part wear. Fixing the problem for $20,000 was indeed a bargain.
The moral of the story is don’t be penny-wise and pound-foolish. When you are questioning the value of working with an advisor, don’t just ask yourself about the expense. Consider what is at stake for your clients and what pain you could avoid, or what you potentially stand to gain from the advice.
You can spend lots of money and perhaps eventually solve a problem through trial and error; however, with an investment in a good advisor who has “been there and done that,” you can often gain a great deal from their experiences at a lower cost and with less risk than spending your valuable time and money on trial and error.
Please remember, Ralph Young and I are no-cost technical advisory resources to all current AICC members.
Tom Weber is president of WeberSource LLC and is AICC’s folding carton and rigid box technical advisor.
Contact Tom directly at asktom@AICCbox.org
Selling Today
Streamlining Sales Growth With ISO 9001 Principles
BY TODD M. ZIELINSKI AND LISA BENSON
For corrugated packaging, folding carton, and rigid box manufacturers, growth often depends on operational efficiency as much as it does on the ability to secure and nurture customer relationships.
While many organizations invest heavily in improving product quality and production processes, the sales process is often fragmented, unstructured, or inconsistent. This oversight can lead to inefficiencies that undermine growth potential.
However, if your company is International Organization for Standardization (ISO) 9001 certified, you have the foundation and experience to create a robust sales process that focuses on consistency and repeatability. The principles of ISO 9001, a globally recognized standard for quality management, offer a powerful framework for building a robust, measurable, and scalable sales process.
Challenges of a Fragmented Sales Process
The paper-based packaging industry is competitive, so a disjointed sales approach can lead to several problems that can impede your ability to grow your customer base. A successful strategy requires a supporting infrastructure, strong communication, a repeatable process, and follow-through. Inconsistent communication often results in mixed messages to prospects, frustrating potential customers. Without a clear process, high-potential prospects may slip through the cracks due to poor lead qualification or lack of follow-up.
Inefficiency arises when sales teams spend valuable time on low-quality leads or redundant tasks, leading to longer sales cycles and reduced productivity. Additionally, the absence of a standardized approach can make it difficult for new sales team members to integrate effectively, contributing to higher turnover rates and decreased team efficiency.
Understanding ISO 9001
ISO 9001 provides a baseline set of requirements for global companies across industries to create a holistic, modern quality management system. It focuses on several core elements to help organizations meet customer needs and improve satisfaction. These elements include understanding the organization’s context, leadership, planning, support, and operation; evaluating performance; and continuously improving the system.
This process-focused approach to quality emphasizes understanding and meeting customer needs by creating clear objectives and using them to continuously improve processes and performance. The activities within ISO 9001 are managed as interrelated processes that function as a coherent system.
Taking the same approach with your sales processes will lead to more efficient lead generation, improved customer relationships, and increased sales success. By aligning your sales process with ISO 9001 principles, you can ensure every stage, from prospecting to closing, is executed precisely and consistently, ultimately driving growth and enhancing customer satisfaction.
Impact of a Structured Sales Process
Much like a quality management system, a structured front-end sales process provides individual components that work together to create a clear and repeatable route for guiding prospects from awareness to becoming customers. The primary elements of this process include sales goals, lead generation, qualification, needs analysis, and presentation or site visit, as well as handling objections and closing the sale—each having specific tasks that must be done. Without a structured approach, elements may be performed inconsistently, leaving sales teams facing longer sales cycles and lower conversion rates.
A structured sales process leads to the following:
• Consistency that provides a clear, repeatable route for finding prospects and guiding them from awareness to becoming customers, ensuring consistent messaging and success rates.
• Efficiency that reduces inefficiencies and ensures key tasks and subtasks do not fall through the cracks, leading to better resource allocation.
• Better forecasting that improves the accuracy of sales forecasts through systematic tracking and datadriven insights.
• Predictable revenue that establishes predictable streams by standardizing activities and minimizing variability.
• Scalability that makes scaling sales efforts and training new team members easier.
• Improved conversion rates that enhance the likelihood of converting prospects into customers by providing
Selling Today
a streamlined and professional experience, resulting in prospects being less likely to fall through the cracks.
• Higher morale that reduces frustration and turnover among salespeople by providing clear direction and efficient workflows.
• Competitive advantage that helps build a reputation for reliability and professionalism, which is crucial in competitive markets.
Road Map for Structure and Consistency
IMPLEMENTING ISO 9001 PRINCIPLES IN SALES
Transitioning from an ad hoc sales approach to a structured process inspired by ISO 9001 requires careful planning and execution. Start by auditing your current sales workflows to map out inefficiencies and inconsistencies such as struggles with timely follow-ups or lack of clarity in value propositions. Develop clear, documented steps for every stage of the sales journey to create standardized workflows. Be sure it is clear who is responsible for each element or task. Involve your sales team in the process design to gain their buy-in and ensure practical applicability. Establish key performance indicators to track and evaluate performance and continuously refine your
strategies based on data-driven insight to maximize the return on investment.
Modeling ISO-9001 for your sales process may include the following:
• Context of the organization— Understanding internal and external factors such as industry trends, competitor strategies, and customer pain points that impact your ability to achieve your sales objectives.
• Leadership— Emphasizing top management’s role in setting clear targets, aligning sales goals with business objectives, and ensuring necessary resources are available.
• Planning— Addressing risks and opportunities, setting sales goals, and allocating resources effectively.
• Support— Ensuring the availability of appropriate tools, technology, and training to enhance employee competence and effective internal and external communication, which are crucial for maintaining a successful sales process.
• Operation— Planning, implementing, and controlling processes to meet sales objectives, which involves defining each step of the sales process to ensure a repeatable or predictable approach.
• Performance evaluation— Monitoring, measuring, analyzing, and evaluating the sales process.
• Improvement— Focusing on continuous improvement of the sales process to enhance performance.
Strategic Advantage of a Sales Process in Manufacturing
For packaging manufacturers, a welldefined sales process offers a significant competitive advantage. It ensures consistency, optimizes resources, and provides a framework for measuring and refining sales activities. By creating a predictable sales pipeline, manufacturers can improve revenue forecasting and strategic planning, ultimately driving business growth and sustainability.
For a more in-depth exploration of this topic, an e-book is available. Please contact Todd Zielinski to request a copy.
Todd M. Zielinski is managing director and CEO at Athena SWC LLC. He can be reached at 716-250-5547 or tzielinski@athenaswc.com
Lisa Benson is senior marketing content consultant at Athena SWC LLC. She can be reached at lbenson@athenaswc.com
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Andragogy
Intersection of the Circular Economy and ‘Paperization’ Is the Future of Corrugated Packaging
BY JULIE RICE SUGGS, PH.D., AND ALLI KEIGLEY
Imagine a world where your morning cereal box isn’t just a box—it’s a small hero in the battle against plastic waste. Welcome to the dynamic intersection of the circular economy and the “paperization” movement in which corrugated and paper-based packaging is evolving to fulfill the need for sustainable, recyclable, and environmentally responsible packaging.
In today’s fast-paced world, where sustainability is no longer a buzzword but a way of life, two trends are making waves in the packaging industry: the circular economy and rise of paper-based solutions. These trends are revolutionizing the way brands design, use, and recycle packaging, and corrugated materials are at the forefront of this change. But how are they reshaping the packaging landscape? What role does innovation play in this sustainable shift?
This article explores how these two forces are coming together to drive innovation and influence the way brands and manufacturers approach sustainability. With insights from Olga Kachook, director of the Sustainable Packaging Coalition (SPC), we delve into the role of the circular economy, the increasing shift toward paper-based materials, and the opportunities and challenges in corrugated packaging.
The circular economy, which emphasizes reducing waste and reusing materials, is increasingly aligned with the growing demand for paper-based packaging solutions. The circular economy aims to create a system in which products and materials are reused, recycled, and restored to
their maximum value, rather than being disposed of after a single use, according to Kachook. This aligns perfectly with the paperization trend, a movement toward the prevalent use of paper-based materials in packaging, replacing single-use plastics and other nonrenewable resources.
The appeal of paper-based packaging, particularly corrugated packaging, lies in its renewability and recyclability. Unlike fossil fuels or plastics, paper comes from trees, a renewable resource, provided forests are managed responsibly. Sustainable forestry practices such as fiber certification and responsible sourcing have been in place for decades, ensuring paper products are sourced ethically and sustainably. Fiber certifications for wood-based materials are more robust than certifications for plastics, guaranteeing traceability and responsible management of forests.
Moreover, paper is often perceived as environmentally friendly by consumers. It has a natural, earthy look and feel that resonate with eco-conscious shoppers. Paper packaging is widely associated with recyclability, making it more attractive for brands aiming to appeal to sustainability-minded consumers. And if paper packaging ends up as litter or waste, it doesn’t contribute to ocean plastics or microplastics. This is a significant reason that many extended producer responsibility policies and eco-modulation incentives favor fiber-based packaging.
Perhaps the most compelling environmental benefit of paper and corrugated packaging is its role in mitigating climate change. Trees are excellent at sequestering
carbon, and forests contribute to cooling the planet and regulating local microclimates. Conserving forests could cut 7 billion metric tons of carbon dioxide emissions annually. As demand for responsibly sourced fiber grows, forests become more than just a natural resource—they are an investment in the planet’s future.
Innovations in Paper- and Fiber-Based Packaging
One exciting development in the paperization movement is the growing range of paper-based alternatives to traditionally plastic-heavy packaging formats. When talking with Kachook, we discussed the increasing availability of 100% fiberbased versions of packaging, formats once considered plastic-only such as pouches, candy bar wrappers, and blister packs. These innovations are not just a trend; they are a fundamental shift in how the industry is approaching packaging. At the same time, the industry is exploring new materials and fibers that go beyond traditional wood sources. Nonwood fibers such as sugarcane, hemp, bamboo, and wheat straw are gaining traction as viable alternatives for paper and packaging production. However, there are some common misconceptions about these nonwood fibers. For instance, many people believe alternative fibers automatically save trees, but shifting from wood fibers could inadvertently divert resources from forest conservation efforts.
Furthermore, not all nonwood fibers are waste products. Some are sourced for other uses, and their environmental
AICC 2025 SPRING MEETING
APRIL 30 – MAY 2, 2025
Hyatt Regency Coconut Point Resort • Bonita Springs, FL
This event is designed to ignite your passion for the latest trends, breakthroughs, and opportunities in our industry. This is your chance to connect, collaborate, and create the future together in the paper packaging industry.
Whether you’re looking to expand your knowledge, network with industry leaders, or discover cutting-edge solutions, AICC’s Spring Meeting has something for everyone!
What’s Happening?
⊲ Legislative Update: The New Administration and the Impact on Small Business
— Leadership Advice from A Former Blue Angel Pilot
— How the World Ran Out of Everything: Inside the Global Supply Chain
⊲ One Industry Keynote Session
— Diane Wolf, CEO, Carlisle Container
⊲ Breakout Sessions
— Let’s Talk About People: Recruitment, Retention, and Best Practices
— Print War Panel: Flexo, Litho and Digital
— Digital Innovation in Paper Trading
— Succession Planning in Your Business
— Opportunities & Challenges: Building Expansion, Capital Expenditure, Equipment Acquisition, and Installation—Panel Discussion
KEYNOTE SPEAKERS
John Foley Worldwide Keynote Speaker, Blue Angel Lead Solo Pilot, Stanford Fellow & Bestselling Author
Peter Goodman Globalization Expert, Economics Correspondent for The New York Times & Author of Three Best Selling Books
Diane Wolf CEO, Carlisle Container Company & Industry Expert For more informat io n , go to AICCbox.org/Meeting.
Andragogy
benefits may be overstated in marketing materials. For instance, while hemp is touted as a sustainable alternative to wood, large-scale hemp farming requires significant water use and can involve chemical pesticides, which may offset some of its environmental advantages. Also, the processing of hemp fibers can involve energy-intensive methods, complicating the true environmental impact. Companies must exercise caution and avoid greenwashing when promoting alternative fibers as well as ensure they have solid supplier data to support environmental claims.
Navigating the Challenges of Sustainable Packaging Claims
With the increasing adoption of sustainable sourcing practices, companies are eager to communicate their efforts to consumers. However, it’s important to do so transparently and accurately to again avoid greenwashing. One effective way to ensure the credibility of marketing claims is through third-party certifications such as the Forest Stewardship Council certification. These certifications provide consumers with tangible proof that a product is responsibly sourced.
Explaining the meaning behind these certifications is also crucial for consumer understanding. As more companies adopt certifications and share their significance, consumers will become better educated on sustainable packaging practices, driving demand for more eco-friendly options.
Addressing Challenges in Paper Packaging Recycling
One ongoing challenge in the paper packaging space is ensuring that fiberbased packaging is recycled at the end of its life. Food residue, for example, can affect the recyclability of paper packaging. Kachook explains that SPC is exploring ways to address food residue issues in its new Paper Recyclability Collaborative. Drawing lessons from the plastic
packaging sector, SPC is investigating how food residue impacts the recyclability of paper packaging and is gathering data on how and when consumers are likely to follow proper disposal instructions.
SPC is also collecting data on how newer paper packaging formats such as paper pouches are being sorted at material recovery facilities (MRFs). This data will be critical for understanding the recyclability of these materials and ensuring they are processed correctly.
Role of SPC and Collaborative Efforts in Advancing Paper Packaging
SPC is committed to helping companies navigate the complexities of fiber-based packaging, from sourcing to design and recyclability. Through resources such as SPC’s guide titled Evaluating Alternative & Non-Wood Fiber Use in Packaging, companies can gain insights into the advantages and trade-offs of alternative fibers. SPC is also seeking data on life cycle assessments to better understand how fiber compares to other materials in terms of environmental impact.
For companies looking to design paperbased packaging with a higher recycle rate, SPC’s How2Recycle program offers tools for assessing recyclability. This program provides guidance on the design of paper packaging formats, coatings, and barrier properties to ensure they are repulpable and can be sorted at MRFs.
Looking to the Future
The convergence of the circular economy and paperization is reshaping the future of corrugated packaging. As consumers and brands continue to prioritize sustainability, the shift toward paper-based materials is driving innovation and creating new opportunities for the packaging industry. By adopting responsible sourcing practices, exploring alternative fibers, and embracing recyclability, companies can contribute to a more sustainable and circular packaging ecosystem.
LEARN MORE
Scan the following QR codes to access key insights and resources mentioned in this article.
Check out the full interview with Olga Kachook:
Learn about the Sustainable Packaging Coalition’s Paper Recyclability Collaborative program:
As this evolution unfolds, much like that once simple cereal box, the paper-based packaging industry is being reimagined as a powerful agent of change, standing on the brink of a revolution that will redefine how we package, consume, and sustain for generations to come.
Julie Rice Suggs, Ph.D., is academic director at the Packaging School. She can be reached at 330-774-8542 or julie@ packagingschool.com
Alli Keigley, who contributed to this article, is production coordinator at the Packaging School. She can be reached at alli@packagingschool.com.
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Design Space
Shaping the Future of Sustainable Packaging at Cal Poly
BY JAVIER DE LA FUENTE AND IRENE CARBONELL
At California Polytechnic State University (Cal Poly), innovation in sustainable packaging is at the forefront of our packaging program. Rooted in the university’s “learn by doing” philosophy, students dive into hands-on projects that blend creativity, critical thinking, and practical application. Through this immersive experience, they develop the skills needed to design sustainable, effective, and forward-thinking paper-based packaging solutions.
For nearly a decade, we have mentored and advised students in an environment that mirrors the fast-paced nature of a design agency. With a new project every quarter, the experience stays fresh, engaging, and intellectually stimulating, challenging students to push boundaries and think beyond conventional solutions.
Collaboration is a cornerstone of Cal Poly’s packaging program. Students from diverse fields, including business, graphic design, and packaging, team up to solve real-world challenges. This multidisciplinary approach fosters a rich exchange of ideas, ensuring packaging solutions are not only visually striking but also functional, market-ready, and environmentally responsible.
Curriculum Built for the Future
At the heart of our program is design thinking, a process that encourages persistence, empathy, and a user-centered approach. Solving complex packaging problems takes patience; like peeling an onion, the most innovative solutions often lie beneath the surface. By merging creativity with strategic problem-solving, students uncover deeper insights and
develop groundbreaking solutions that align with industry demands.
Our multidisciplinary curriculum integrates design, technology, science, and business principles, teaching students how to balance these elements to create impactful packaging. With a strong emphasis on stakeholder value, every project considers the entire product life cycle—from production and distribution to consumer use and disposal—ensuring sustainability is built into the core of every solution.
Sustainability is woven into every project, challenging students to design packaging systems that minimize waste and embrace circular materials. Paperbased packaging is a natural fit for these goals, offering high recyclability and a renewable nature that significantly reduce environmental impact. Its versatility allows for endless innovation, enabling students to develop solutions that are not only sustainable but also visually compelling and highly functional.
Bridging the Gap
Between Education and Industry
Our courses and projects emphasize realworld applications, preparing students to meet industry needs. They learn to analyze market trends, understand consumer behavior, and design packaging that aligns with business objectives.
A standout example is our capstone projects in which students collaborate with industry partners to develop packaging solutions for real products. Whether redesigning existing packaging for sustainability or creating entirely new concepts, these projects provide hands-on
experience and a strong portfolio that showcases their ability to innovate and problem-solve effectively.
Our students don’t just learn—they excel. Over the past decade, they have earned numerous national awards and 23 WorldStar Student Awards, including six gold, two silver, and five bronze medals, as well as several AICC Student Design Competition awards. Their success on the global stage is a testament to the strength of Cal Poly’s packaging program.
The program stands out for its commitment to shaping the next generation of packaging professionals. By combining a hands-on, multidisciplinary approach with a focus on design thinking and sustainability, we ensure our graduates are ready to tackle the challenges of a rapidly evolving industry.
Paper-based packaging exemplifies our mission: offering sustainable, innovative solutions that make a real impact. Through their work, Cal Poly students are not just learning about packaging— they’re shaping its future.
Javier de la Fuente is chair of the industrial technology, packaging, and entrepreneurship department at Cal Poly.
Irene Carbonell is a lecturer in packaging engineering at Cal Poly.
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Every day, APPI Energy identifies the wide range of energy supplier prices across
the U.S. and utilizes that data to provide the lowest prices available among their pool of vetted, competing suppliers. APPI Energy can also provide energy management solutions designed to reduce the demand portion of your bill, improve energy efficiency, and help your organization to set and meet sustainability goals. Projects can range from solar to LED retrofits to carbon emissions benchmarking.
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on the plan participation side. Their goal is to make it simple and easy for you to maintain a successful retirement plan by providing true fiduciary protection, reduced administration time, outstanding investment options, and cost savings.
Printers 401k ® has been serving companies in the printing industry since 1985. The Printers 401k ® program is a collaboration of 401(k) specialists who assume specific fiduciary duties for your plan. They have a keen understanding of the concerns and needs these businesses and their employees face, from mitigating fiduciary liability and costs on the plan management side to the investment options and education
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Learn more about these programs at www.AICCbox.org/savings.
AICC Innovation
Women in Packaging Group
Empowering Women to Thrive in the Packaging Industry
Calling all trailblazing women in the industry! The AICC Women in Packaging Group is your gateway to unlocking your full potential by fostering personal and professional growth and connecting you with a community of like-minded women who are driving innovation and success in the corrugated industry.
Launched in October 2024, the AICC Women in Packaging Group was created to bring together women from all generations and career stages within the packaging industry. This vibrant network provides a space for women to connect, collaborate, learn, and tackle the unique challenges they face while celebrating their achievements.
A Platform for Learning, Networking, and Growth
The group meets virtually on the second Monday of each month via Zoom, offering members a convenient and free way to stay engaged no matter where they are located. Meetings feature insightful guest speakers, dynamic discussions, and opportunities for members to share their experiences. Topics range from work-life balance and recruitment strategies to mentoring, negotiation, education, and the role of artificial intelligence in the packaging industry.
In addition to monthly meetings, the group hosts an exclusive breakfast and speaker event at the annual AICC Spring Meeting. This in-person gathering is a highlight for members, providing the chance to network face-to-face, hear
from inspiring industry leaders, and build lasting connections. Through open discussions and targeted programming, members gain the tools and confidence needed to navigate challenges, advocate for themselves, and make meaningful contributions to their organizations and the greater packaging industry.
Why Join the AICC Women in Packaging Group?
Whether you are a seasoned professional, a mid-career expert, or just starting your journey in the packaging industry, the AICC Women in Packaging Group offers invaluable opportunities to learn, grow, and connect.
Here’s why you should join:
• Professional Development: Gain access to industry-specific insights, expert advice, and strategies for career advancement.
• Networking Opportunities: Build meaningful relationships with peers, mentors, and industry leaders who understand the unique challenges faced by women in the packaging sector.
• Supportive Community: Share your experiences and learn from others in a safe, welcoming environment that fosters collaboration and mutual respect.
• Exclusive Events: Participate in virtual meetings and attend in-person gatherings like the Spring Meeting breakfast and speaker series.
By joining, you’ll become part of a community that is shaping the future of the industry while championing the success of its members.
Ready to take the next step in your career? Join the AICC Women in Packaging Group and discover how far you can go when you’re supported by a network of passionate female professionals. Together, we can build a brighter future for women in packaging!
For more information about the Women in Packaging Group or to become a member, contact AICC Senior Manager of Education Rebecca Rendon at rrendon@AICCbox.org or visit the AICC website.
Members of AICC’s Women in Packaging Group
Photo courtesy of AICC.
Member Profile
Bradford Company: ‘A Camaraderie of Service’
This AICC member profile article is being written for BoxScore, AICC’s trade magazine for the corrugated and paperboard converting industries. Yet, its contents would equally find a home in Modern Materials Handling, Automotive Manufacturing Solutions, Assembly Magazine, or Supply Chain Management Review because these sectors are only a few examples of the broad swath of the North American Industrial Classification System into which the Bradford Company of Holland, Michigan, has propelled its reach.
Tom Bradford, the fourth generation in the line of Bradfords to lead the company, is chairman. In 2024, Bradford celebrated its 100th anniversary. “We’ve gone from a company that made packaging for candy to developing complex returnable systems using textiles, plastics, and steel, for OEMs (original equipment
manufacturers) and their suppliers in multiple industries, and our engineered components company builds part assemblies for the manufacture of heavy trucks.
“I’m excited for what lies ahead, and I know our team is ready to take on tomorrow’s challenges,” he says.
Leading the Bradford team to take on these challenges is its fifth generation: Tom’s son Tommy Bradford, president and CEO. He joined the company in 2010, with the advantage of prior experience. “My first job was in 2007 in the plant. I worked summers in between school years. I started full time in 2010 as a program specialist,” he remembers. In 2023, Tom Bradford, looking ahead, tapped his son to lead the company, and he, in turn, assumed the role of chairman.
The company’s original roots can be traced to 1897, when Tom Bradford’s great-grandfather opened W.J. Bradford
Company: Bradford Company
Established: 1924
Joined AICC: 2006
Phone: 616-399-3000
Website: www.bradfordcompany.com
Headquarters: Holland, Michigan
President and CEO: Tommy Bradford
Company in Chicago, which specialized in paper packaging and wrappers for the confectionary industry. But Tom says the genesis of today’s Bradford is the year 1924, when his great-grandmother provided the capital for his then-grandfather to buy out a partner and assert full family control. “She was technically the first president of the modern company,” says Bradford. “I’m not sure she ever worked in the operations, but she was the financial backing.”
From its candy-wrapper beginning in Chicago, Bradford Company today employs nearly 900 associates and operates out of nine locations in the United States, Canada, and Mexico, with European affiliates in Germany and the Czech Republic. All strategically serve the company’s principal industrial customer bases, most notably automotive and related assembly operations. In addition
Photos courtesy of Bradford Company.
Tom Bradford (left), chairman, and Tommy Bradford, president, are in the lobby of their Holland, Michigan, headquarters.
to its location in Holland, Michigan, Bradford operates facilities in Wixom and Zeeland, Michigan; Gallatin, Tennessee; and Findlay, Ohio. Bradford Canada is in London, Ontario, while Bradford de Mexico has locations in Querétaro, Monterrey, and Irapuato. Its partnerships with Feuer in Germany and PPO Group in the Czech Republic give the company a foothold in the European manufacturing heartland.
The company’s paperboard partition capacity is concentrated in its Holland and Findlay facilities. The equipment mix in Holland is, in Tom’s words, “designed and built in-house,” with equipment from Premier Converting Machinery, as well. Its Findlay facility was a 2023 acquisition of Partitions Plus, and its lineup of partition equipment includes Baysek, Premier, and assemblers from Solema. From these two locations, chipboard and corrugated partitions are shipped to customers nationwide.
Its other facilities are positioned in heavily automotive-focused markets, and in these plants, the company’s material handling solutions and engineered component parts are designed and manufactured.
Bradford Company’s journey to its present-day product and service diversity began over 70 years ago when the company relocated from Chicago to Holland and began making paperboard partitions for parts suppliers to the automotive, home appliance, and furniture industries.
“The company started moving more into automotive parts in the 1950s with the move to western Michigan,” Bradford says. “Bradford’s growth has been concentrated in automotive. We started packaging small decorative parts like dashboard emblems. We packaged all of that out of chipboard partitions.”
Auto industry material handling practices began to change during the 1980s, Bradford explains, when a mindset was adopted to use returnable and reusable packaging. “Roughly about 1983–1984,
General Motors began talking about taking all of the paper out of their plants, specifically the Buick City plant in Flint, Michigan. There was going to be no paper coming into the plant; everything would be returnable. And we said, ‘Well, if we’re going to go out of business, we might as well put ourselves out of business.’ So, we got into the material handling arena, initially making partitions out of high-density polyethylene and trying to mimic what we were doing in paper.”
Bradford recalls it was a time of intense competition as other companies entered the plastic packaging market seeking to retain their hold on the business. “It was a low barrier to entry,” he says. “The sophistication of the market of today wasn’t there.”
Bradford’s perseverance paid off. “In probably 10–15 years,” he remembers, “most of those competitors went away as things became more sophisticated, and the sales cycle for developing returnable packaging projects would often take up to two years before receipt of an order.”
Eventually, Bradford says, these tier 1 suppliers started asking for more, from the protection of small parts to the assembly and kitting of larger components. “The parts kept getting bigger,” he explains. “They asked, ‘Can you take those three parts that you’re making partitions for—we’re going to make it into an assembly—can you package that?’ Sure, we can. We can do that.”
Tommy Bradford elaborates further, noting that every automaker’s assembly line is different, adding complexity to the process. Pointing to a sample part, he
says, “This is an example of the same part for five different OEMs being packed five different ways. It all comes down to what their [assembly] lineside constraint is. Who is their tier 1 [supplier]? What is the shipping loop and what is the quantity, and how do they want to handle it?”
The company’s growth in the Michigan automotive sector was the impetus for its 1991 expansion south to Gallatin, Tennessee, where companies such as Nissan and Toyota had opened their first U.S. facilities, thereby christening the South Central states as the automotive region. In 1997, Bradford opened a facility in Wixom, Michigan, to serve customers along the Interstate 75 corridor and southern Ontario, and in 1998, the company opened its first location in Mexico. “One of our customers at the time said, ‘You ought to be in Mexico.’ And being young and
Automation is critical in the company’s returnable pack assembly area. Tom Bradford (left) and Tommy Bradford point out their extensive use of robotics.
Member Profile
naive, we said, ‘Sure, we can do that,’ and we went to Mexico, to Monterrey,” Bradford remembers.
A look at the company’s website is an introduction to the panoply of packaging materials and systems the company now employs to meet its customers’ product protection and shipping needs:
• Chipboard and corrugated partitions: Bradford’s original product line is in multiple point and basis weight and cell size combinations.
• Laminated partitions: Bradford combines up to nine unique layers of materials to meet performance criteria that can include improved durability, surface protection, and electrostatic discharge (ESD) protection.
• Plastic partitions: Bradford utilizes extruded plastics, which offer customers a simple, efficient, and cost-effective solution for protecting parts in a returnable supply chain environment.
• ESD partitions: These partitions are critical for protecting sensitive electronic parts from static electricity, which can damage embedded computer chips or circuits. Bradford designs these for single, one-way use, or multiuse applications. The company has a patented an engineered material, Strata-Shield® ENV, which is made with a “permanently static-dissipative, non-humidity dependent, nonsparking, and amine-free surface,” according to the product description.
• Pallet-sized containers: Bradford’s geographic footprint in the durable goods heartland provides a diverse market for pallet-sized containers and larger-than-pallet steel racks for parts sequencing and work-in-process applications. The company has multiple patented designs in its pallet-sized product offerings, including AdaptaPak™, which combines the strength and durability of an injection molded pallet box with custom
collapsible interior dunnage, and Redi-Rack®, a patented lightweight design that provides freight savings and requires less space for storage lineside in assembly plants.
• Totes and hand-held containers: Bradford’s catalog of injection-molded totes and customized hand-held containers complements its industrial-sized products, and this line, too, contains patented items designed by the company’s packaging systems designers.
Bradford internally differentiates this broad array of product offerings in “expendable,” “material handling,” or “engineered components.” “We define ‘expendable products’ as our paperboard partitions either out of solid fiber or corrugated materials,” Tom Bradford says. “It’s a decades-used descriptor within our company to differentiate products that are generally used only once versus our material handling plastic or returnables that are to be used many times over several years. Our engineered components, on the other hand, become part of the vehicle.”
The company’s material handling product line involves the use of multiple materials designed to serve more complex material handling systems. These
materials can be as common as plastic, corrugated, textiles, steel, or foam, but they often include proprietary materials to meet customer needs. Illustrating the complexity of material combinations, Bradford says, “Regarding extruded plastic, while some of those materials look similar, they can have very different properties, which we design in. Our specialty plastic materials are sourced from niche manufacturers across the globe.” Noting that the chemical properties and physical attributes of these materials differ widely, he adds, “For instance, some plastic materials are omnidirectional. They do not have a flute and have an equal strength in length and width, while some have special properties related to ESD characteristics.”
Internally, Bradford Company handles this complex mix of materials, designs, products, and related services through automation, specifically its homegrown specification and order software, in which the focus is on developing and streamlining the order entry and workflow process for Bradford’s multiple lines of material handling products.
Tom Bradford explains, “About 25 years ago, we developed some custom tools. Ten years ago, we began retooling, and we rewrote it from the ground up and built
Tommy Bradford delivers a “State of Bradford” update to an employee gathering at the company’s Holland, Michigan, plant.
it on a new foundation. There have been a lot of advancements in code, and so we incorporated a lot of that to create mobility.”
Alex Slager, sales manager, demonstrates for visitors how Bradford’s customer service team can select substrates, basis weights, partition cell size, and any number of customer requirements to create fast and accurate quotes and factory job specifications for its paperboard partitions. “Customer service and our sales team are somewhat proficient in this program, so essentially, our customer service and sales team act as designers for the simple, straightforward partitions,” Slager says.
Tom Bradford adds that the simplicity and ease of use of the system’s design frees up the company’s material handling design team to work on more complex material handling projects. “Every location we have has designers, and that’s
their full-time job,” he explains. “Our designers probably could figure this [order entry] system out, but they’ve probably never used it before. It’s more for our customer service and sales teams.”
The breadth of Bradford Company’s market coverage and its customers’ diverse engineering demands motivate its laser focus on quality assurance and early detection of defects. A snapshot of Bradford’s quality and process certifications reflects its global reach and status as a principal, multitier automotive supplier, to wit:
• International Organization for Standardization (ISO) 9001, U.S., Canada, and Mexico.
• ISO 14001, an internationally recognized standard that helps companies improve their environmental performance.
• International Automotive Task Force (IATF) 16949, a technical
specification outlining a quality management system for the automotive industry. The goal of IATF 16949 is continuous improvement, waste reduction and defect prevention, and improved efficiency.
In addition, Bradford operates International Safe Transit Associationcertified testing laboratories at each of its nine locations. Bradford also utilizes comprehensive computerized documentation systems, including photo work instructions, control plans, and Process Failure Mode and Effects Analysis (PFMEA) for each of its product lines. PFMEA is a risk assessment and mitigation tool that identifies potential failures in processes such as those that could affect productivity, quality, or safety.
The talent to design, engineer, manufacture, and oversee production of Bradford’s
Member Profile
broad line of material handling systems is homegrown, that is, native to and a particular advantage of Michigan’s manufacturing economy. “We are very lucky here that in the triangle from Holland to Grand Rapids to Muskegon—that metropolitan statistical area—we have the most people in manufacturing per 100,000 population. Everyone thinks automotive, but we have boat building, office furniture, heavy truck, automation design companies, and now a variety of battery and energy systems manufacturers,” says Bradford.
These industries have provided Bradford with the kind of thinkers needed to take a project from concept to finished product. “Most of our designers didn’t come from what you might consider a classic packaging design background,” he says. “One of them is a landscape designer; another is a furniture designer. Our question is always, ‘Can you think conceptually?’”
Even someone with a résumé as a corrugated or folding carton designer— those closest in background to Bradford’s core business—will get the same scrutiny. Bradford says, “One of our designers was a
box designer. ‘Well,’ we said, ‘can you think conceptually about multimaterial designs? Can you mix in a variety of materials and think conceptually out of the box?’”
The nature of Bradford’s automotive customers demands no less, Bradford says. “When we come at it from that creative side, we say, ‘Hey, every solution might be different. Just because we did it that way before doesn’t mean it’s the right solution again.’
“Tesla’s a great example. They’re building greenfield facilities, and they have a blank slate. They’re going to have different requirements for their operations. So, the way we do something for Ford or General Motors isn’t going to be correct for them. They all have their own idiosyncrasies that require us to be intimate with their way of doing business.”
Bradford Company’s attention to its customers’ needs is in its DNA as an independent company, and customer service is the keystone of Bradford’s culture. Tommy Bradford explains, “We challenged ourselves for years to ask, ‘Are we a manufacturing company that provides a service? Or a service company that happens to manufacture?’”
Out of this, Tom says, comes the company’s operating philosophy, FAST: “We operate the business on a FAST model of forward-thinking, agile, simple, and trustworthy. If we do all four of those things, we will be successful.”
Indeed, the company’s growth was recognized in 2020 when it received the Outstanding Growth Award from the Association for Corporate Growth of Western Michigan. The annual award honors a local company that demonstrates
sustained growth in sales, profitability, employment, and community involvement. Bradford continues to build on this trajectory and maintains a level focus on all of the cylinders of its production engine. Maintaining fealty to its paperboard partition roots, Bradford in 2018 brought in Bill Baumgartner, senior vice president.
Baumgartner’s résumé in the corrugated industry provides the experience to build the overall operation across chipboard and corrugated partition lines. “He’s senior vice president with a big eye on this end of our business,” Bradford says. “He’s really good at the external-facing and meeting with customers and suppliers due to the connections he has.” Bradford’s 2023 acquisition of Partitions Plus in Findlay was also a key move to bolster its position in the partition market. In Holland, Bradford is expanding its engineered components capacity to a larger facility nearby to allow its partition lines room to expand.
At one point in our visit, Tom Bradford describes himself as a “pretty reserved person.” Yet, his enthusiasm for his family, his business, and its people is infectious. In an article about the company’s centennial celebration, he calls this unique relationship a “camaraderie of service.”
“Our legacy is steeped in traditions of listening to our customers and developing packaging solutions to help them meet their product protection and handling requirements,” he says. “That has kept us at the forefront of the industry for 100 years. This camaraderie of service has extended to multiple generations of Bradford employees and owners—an approach that continues as Bradford begins its second century of operations.”
Steve Young is a Virginia resident and AICC’s former president.
Tommy Bradford displays a Bradford taillamp assembly pack designed for a tier 1 auto supplier.
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Despite general optimism, questions and concerns linger about the new administration and its impact on business
BY ROBERT BITTNER
Editor’s note: This article was written prior to the imposition of tariffs on imports from Mexico, Canada, and China. AICC will continue to share new information as it becomes available. Make sure to read inBox, AICC’s weekly electronic newsletter, for the latest information.
Manufacturers are expressing a renewed sense of optimism as Donald J. Trump once again finds himself in the White House. The policies of his previous administration, along with his preelection promises, suggest an emphasis on lower taxes and a willingness to extend—in some form—the benefits of the Tax Cuts and Jobs Act (TCJA), scheduled to expire at the end of 2025. This would be good news for boxmakers.
Yet, history suggests not every campaign promise will be kept, and Trump, in particular, is easily distracted. Will lower taxes become a reality? How will the economy respond? And what will the administration’s bullish insistence on import tariffs mean for boxmakers whose supply chain and sales channels sometimes depend on cross-border trade?
Moving Target
Rohit Kumar is PwC’s national tax office co-leader and a former deputy chief of staff to U.S. Senate Republican Leader Mitch McConnell of Kentucky.
“I spent 15 years on Capitol Hill working on tax policy and had a hand in basically every piece of tax legislation, from, say, 2002 to 2013,” Kumar says. “The things I learned help me advise PwC clients on— to use a hockey example—not where the
puck is, but where the puck is going when it comes to tax policy.”
In Kumar’s view, the current administration, combined with a Republican-led U.S. House and U.S. Senate, comprises a government inclined to extend expiring tax relief such as the TCJA for as long as possible.
“What we don’t know is the duration of that relief. Will it be seven or eight years? Or as short as four or five years? That’s something they have yet to figure out,” he says.
On the other hand, he adds, “I wouldn’t say that a Republican House, Senate, and White House would be completely allergic to an extension of tax cuts being paired with offsetting tax increases. But the scale of offsetting tax increases that you would get is clearly less than that which would have been politically available had Vice President [Kamala] Harris won or had Democrats taken the House or Senate.”
“Trump ran on tax cuts, so I think we’re going to be in a lower-tax environment for the next two years at least. And that should be good for all small businesses, including manufacturers,” says Mitchell Klingher, partner at Klingher Nadler LLP.
Klingher suggests boxmakers keep a close eye on how the administration handles several key tax areas. First, he notes, “the TCJA included a big estate tax exemption, which may or may not go away at the end of 2025. So, I’m advising my clients to take advantage of it while it’s there, just in case.”
This won’t be a top-of-mind exemption for every owner. But for boxmakers wanting to pass down their family business, it may be critical.
“If your supply chain is entirely domestic, and you’re only selling to other domestic entities, then you’re probably insulated for [tariff retaliation]. If you’re a manufacturer who has a foreign market that you sell into, your products might be subject to retaliation.”
—Rohit Kumar, national tax office co-leader, PwC
“The biggest challenge in a lot of small businesses is being able to pay the estate tax when a business gets transferred from one generation to the next,” Klingher acknowledges.
“If you don’t have that big estate tax exemption, guess what? Depending on the size of your business, your heirs may have to come up with millions of dollars to pay estate taxes, which might force them to sell. If you’re close to the point of passing on your business, 2025 offers an opportunity to do that. Let’s not take a chance on the vagaries of what Congress may or may not do.”
For the rest of the tax picture, Klingher believes there’s a good chance the administration will reinstate 100% bonus depreciation. “That’s good for manufacturers—especially boxmakers—since the business is very capital-intensive. Cash flow is king when it comes to equipment acquisition. So, if a manufacturer can
get a big jump on the cash flow by saving taxes, that’s really helpful,” he says.
“The other biggie is the QBI, the qualified business-income deduction, which effectively lowers the tax rate for people who are manufacturers from 37% down to 30%. Hopefully, that will get extended, as well.”
For boxmakers who engage in research and development (R&D), Kumar believes some R&D-specific tax relief may be in sight.
“Starting in 2022, your domestic R&D expenses had to be spread out over five years, rather than being deducted immediately in the year in which they were incurred,” he says.
“There was a furious but ultimately failed effort to reverse that, even temporarily. So, I think in 2025 there will be broad bipartisan interest—even though this is likely to be a partisan, Republican-only tax bill—in trying to
restore at least temporarily, if not permanently, the immediate deduction for domestic R&D expenses, which should provide a fair bit of cash tax relief to R&D-intensive manufacturers.”
Taxing Problem of Tariffs
Much of this tax relief will be possible, in theory, because of a corresponding emphasis on tariffs on internationally sourced goods delivered into the United States. But if tax policy is a moving target, tariffs are even more so.
Trump announced in late November 2024 that he would impose day-one tariffs of 10% on all imports from China and 25% on imports from Canada and Mexico. Two months into his term, the China tariff is now reality, along with across-the-board tariffs on imported steel and aluminum. However, extensive corporate pushback has led the administration to table its threat of tariffs on
Mexico and Canada— at least temporarily. What exactly will take effect remains a mystery, with a variety of schemes currently being discussed.
“The tariffs,” Kumar says, “are a real wild card here.”
Although BoxScore spoke to Kumar in November 2024, that fact has not changed. And the resulting uncertainty is not limited to what goods and what countries might face new or higher tariffs. “It is also to what degree do foreign governments retaliate with countervailing duties and tariffs on exports from us into their markets,” Kumar notes. “If you’re a manufacturer who has a foreign market that you sell into, your products might be subject to retaliation.”
To further complicate things, Peter S. Goodman of the New York Times reported in February 2025 that Trump had begun a process “to impose so-called reciprocal tariffs on American trading partners.” This would mean that whatever taxes/tariffs U.S. companies face when exporting products to another country would be applied on the U.S. side toward imports from that country, potentially increasing the costs of imported raw materials and other goods.
At this time, though, very little seems set in stone, which is adding challenges for boxmakers wanting to prepare for potential supply chain issues or to develop plans for growing their business across borders. There are too many variables and too little certainty.
When assessing the tariff situation, Klingher expressed certainty about just one side of the issue. If Trump’s original call for 25% tariffs on trade comes to pass with countries neighboring the United States, “the proposed new tariffs are going to wreak havoc,” he says.
“I’ve got some clients who are manufacturers in the Northwest,” Klingher explains. “They’re buying their sheets from a sheet feeder on the Canadian side of the border. If they get hit with 25%
“Cash flow is king when it comes to equipment acquisition. So, if a manufacturer can get a big jump on the cash flow by saving taxes, that’s really helpful.”
—Mitch Klingher, partner, Klingher Nadler
tariffs on those sheets, that’s going to have a terrible negative effect on their business. On the flip side, there are Canadian companies that are buying roll stock from American mills, and they’re going to try not to. There’s lots of paper around; they’ve got lots of choices.
“So, if you’re a Canadian manufacturer and you have a choice of buying U.S. roll stock or Canadian roll stock, what are you going to do?”
‘Interesting’ Year
With a number of critical decisions involving tax policy and tariffs still to come, “watch and wait” seems to sum up the current advice for boxmakers.
“At the end of the day, other than making an estate tax move, I would say, bide your time,” Klingher advises.
“If you’re on the fence about buying new equipment or expanding into new business, be wary until the tax situation becomes clearer.”
Looking ahead, Klingher also encourages boxmakers to consider their broader
responses to the current economy, which may or may not be greatly impacted by tax breaks and tariffs.
For example, he says, “I think the key issue in the box business right now is sluggish demand and the constant pressure of the integrated companies to raise the price of paper, even when the demand doesn’t seem to be there. That’s the biggest anomaly that everybody’s going to have to deal with in 2025.
“And if tariffs come into play, forcing manufacturers to raise prices, then who knows what will happen? We’re in a situation where the laws of supply and demand have gone out the window. Supply is high, demand is low, but prices are going up.
That doesn’t make any sense.
“It’s going to be an interesting year.”
Robert Bittner is a Michigan-based freelance journalist and frequent BoxScore contributor.
PRINT WARS
Litho, flexo, and digital each have their place – and all remain essential formats
BY M. DIANE M c CORMICK
In boxmaking, which printing method is best?
“All three have a place,” says Joseph Morelli, chief commercial officer at Huston Patterson and Lewisburg Printing Co. (and admittedly a litho booster). “There’s not a right or a wrong answer. There’s a right answer for everybody’s needs.”
The criteria that boxmakers and brand owners want are always changing, but the constant themes are their demands for excellence, faster speed to market, higher sustainability, and lower costs.
Here, three industry insiders share the ins, outs, advantages, and challenges of their favored print technologies—ever evolving to meet the needs of a dizzying commercial landscape.
Lithography: Tradition of Quality
In 1796, a German playwright got the idea to capitalize on the incompatibility of oil and water to print his scripts. In the years since, quality has been the hallmark of offset lithographic printing.
Today, quality remains “a key differentiator” that distinguishes lithography and makes products stand out on the shelf, says Tonya Kowa-Morelli, chief
operating officer at Huston Patterson and Lewisburg Printing Co.
“Our images aren’t photographs, but they are the highest resolution and the best quality of print you can get in the marketplace,” says Kowa-Morelli, whose firm provides litho labels and top sheets, plus some folding carton, largely for corrugated box manufacturers. “There’s not even a close comparison in the other areas of packaging.”
Early this year, Huston Patterson and Lewisburg Printing Co. augmented its extensive fleet of litho printers with a new 57-inch, 7-color Koenig & Bauer offset press, complete ink choices through ultraviolet (UV) and aqueous capabilities. Plans are in place to retire one or two older machines and consolidate functions for greater efficiencies as the new press’s capabilities become clear.
The demand for quick turnaround is intensifying, and the original equipment manufacturers (OEMs) of lithography have kept pace, especially in slashing make-ready time and operations, says Kowa-Morelli. Litho doesn’t deserve its reputation for slower turnaround, she adds. The new Koenig & Bauer press, capable of printing more than 16,000
sheets per hour, allows operators to change seven plates simultaneously, in two minutes. Inline cameras read for color balance as sheets move through the machine, minimizing the need to stop and check.
Joseph Morelli has seen lead times “diminish substantially.” An intentionally efficient process, including a robust supply chain and inventory, plus an in-house sheeter that preps sheets for immediate transfer to the press, combine to accelerate turnaround.
“There’s no such thing as a week or two,” Morelli says.
“Our entire process is set up to enable speed and quality. Once we have approval and a purchase order, we’re oftentimes shipping within two to three days.”
Lithographic presses can print up to 10 colors, with Huston Patterson and Lewisburg Printing Co. offering up to eight colors and typically running between four and six. Offset lithography, used to generate labels or top sheets laminated onto a box, allows corrugated packaging to replicate brand colors with fidelity, says Morelli.
“A lot of our clients and the brand owners spend a lot of money to have a specific color represented for their brand,” he says.
“When you have Coca-Cola red, they’re very specific about that color. If a shopper sees a Coca-Cola red sitting next to another Coke box that’s a slightly different shade of red, it doesn’t look good.”
Lithography provides the consistency that “absolutely matters,” he says. “When it comes to not only achieving that standard but then achieving the consistency from run to run, from month to month,
“A lot of our clients and the brand owners spend a lot of money to have a specific color represented for their brand. … If a shopper sees a Coca-Cola red sitting next to another Coke box that’s a slightly different shade of red, it doesn’t look good.”
from year to year, you’re going to find that with litho.”
Sustainability measures accommodate the demands of customers for ecofriendly products and services. Litho presses can accommodate aqueous inks that are easily recyclable. An in-house sheeter such as Huston Patterson and Lewisburg Printing Co.’s cuts sheets to size, eliminating the waste that comes with printing first and cutting later.
The excellence inherent in lithography requires lithography operators with high-level skills, adding a wrinkle to the constant struggle to fill manufacturing positions.
While digital and flexography operators can be trained in a few weeks, lithographers are still craftspeople who need years to learn their trade, says Kowa-Morelli. She sustains excellence by cultivating a culture devoted to learning, including a new two-year management track that attracts and trains young talent for fulfilling careers.
Keeping costs in line is a matter of constantly seeking efficiencies with process and quality controls. Kowa-Morelli makes sure that operators understand the whys behind the rules of operating their machinery.
The jobs might seem like little more than running paper through a copier, “until they realize that the piece of paper costs this much, and all of this is going to Walmart.”
“When you go to Walmart, you can be proud and tell your kids that you helped produce that,” she says.
Flexography: Matter of Volume
Flexography, invented in 1890, derived its name from the flexible plates able to roll on the presses. Since then, flexibility in use remains its hallmark, including its suitability for corrugated and other substrates.
Flexography remains the standard for brown shipping and storage boxes printed in one or two colors, says John Burgess, president of Pamarco’s flexo division, which produces and refurbishes anilox rolls.
But flexography is also rising to the competition from digital, he says. Big-box stores have been driving the demand for boxes adorned with dazzling images that convert shoppers into buyers.
“You don’t see the product,” he says. “You see the product that’s on the box. Corrugated has turned from what was traditionally the brown box business and morphed into a lot of display and pointof-purchase (POP) activity.”
Flexo has “absolutely kept up” with that demand, Burgess says. Printing plates, inks, and machines have evolved to boost color ranges, sharpen images, and increase efficiencies in make-ready and output.
“If you’re in the brown box business, you’ve got to be highly productive,” Burgess says. “You’ve got to produce thousands and thousands of boxes an hour. If you’re in the display business, it’s a very different game. You’re looking for that high-quality, value-added print job.”
Pamarco’s anilox rolls that meter ink for precise application are part of the
evolution. Once mechanically engraved for ranges around 250 lines per inch (lpi), anilox can now be laser-engraved up to 800 or 900 lpi, Burgess says. The higher the line screen, the lighter and more precise the ink application.
“We’re putting down a much thinner ink film, allowing much better-quality graphics instead of dumping huge amounts of ink on the sheet,” says Burgess.
Advances in plate cleaning have shaved time from make-ready. Other innovations include improved drying systems that stabilize flexographic ink on corrugated substrates—a leap forward for crisp POP displays.
“The whole cycle has ramped up over the last 10 years or so,” Burgess says. “It’s offered tremendous advantages.”
As experienced press operators retire, the care and maintenance of flexographic machinery, including the regular cleaning needed to keep anilox rolls at peak performance, are “a huge issue,” Burgess says. Turnover on the facility floor produces people who are less likely to do the cleanup and maintenance “because they really don’t understand.”
In response, OEMs are making machines “as close to plug-and-play as they possibly can,” with controls resembling the game systems familiar to young operators, he says.
With customers and brand owners demanding sustainability, flexography is stepping up. Available aqueous inks reduce the need for solvent-based inks. UV light-emitting diode inks are free of volatile organic compounds. Expanded
gamut printing for flexo is expanding color quality and consistency while reducing waste, cleaning, and setup time, according to the Flexographic Technical Association.
Burgess adds that flexo’s compatibility with corrugated is its eco-friendly bull’seye. “The beauty of corrugated is it’s a very sustainable medium,” says Burgess.
Still, will brand owners continue paying a premium for higher-quality printing on corrugated? Burgess wonders about “what’s left and how much further you can go,” especially because “a $2 razor blade is still a $2 razor blade, no matter how neat the graphics are.”
With its flutes and absorbency, corrugated remains “not the easiest to print on,” he adds. The ceiling on quality improvements hasn’t been reached yet, he believes, but at some point, the cost-versus-quality equation will tilt away from investments in the sharpest possible edge. Brown box printing will continue to find its advantage in volume. Some facilities maximize their 4-color presses by running successive 2-color jobs, setting up the second job while the first is running.
“That’s where the game is won or lost,” Burgess says.
Digital: Rapid Results
Even before the COVID-19 pandemic, e-commerce was trending upward, and customers of the Canadian packaging provider Moyy were asking for more color and definition on their boxes.
“As brands started to take their products from the shelf to the doorstep, they
realized that it can’t look like it got dropped off the back of a boat,” says George Perreira, vice president of business development at Moyy. “A beautifully printed box should reflect what the customer fell in love with online. It needs to arrive looking exactly like the product they envisioned when they clicked ‘yes’ and made their purchase.”
In 2018, that rising demand for brand perception enhancements—but as always, competitively priced—prompted Moyy to invest in an EFI Nozomi C18000 and its new, single-pass digital printing technology.
The “crazy challenges” of those early days included the theft of the copper wiring from the generator powering the Nozomi, just as jobs were starting to backlog. Introducing Canada’s first
“If you’re in the brown box business, you’ve got to be highly productive. You’ve got to produce thousands and thousands of boxes an hour.”
—John Burgess, president, flexo division, Pamarco
single-pass digital printer “skyrocketed our name in the market,” says Perreira. Single-pass digital printing offers what its name says—one run that prints up to nine colors. Without a reliance on plates, digital offers “rip it and print it” capabilities, Perreira says. Customers can send a PDF equipped with vector files and fonts, and Moyy enters it into the software for immediate printing.
The technology competes with lithography on quality, volume, pricing, and direct-to-market capabilities, he added. “It’s very fast, and because of that speed, we’re able to offer competitive pricing that’s in line with the rest of the market,” says Perreira.
The versatility of single-pass digital printing allows customers to change their orders at any time without investing in a significant amount of inventory. On-demand service keeps customers nimble enough to meet the changing specifications of retailers.
“We receive an order, and by the next week, it changes because the retailer or brand owner wants to make adjustments,” Perreira says. “One day, they request English and French, and the next, it’s English and Spanish.”
“A beautifully printed box should reflect what the customer fell in love with online. It needs to arrive looking exactly like the product they envisioned when they clicked ‘yes’ and made their purchase.”
—George Perreira, vice president, business development, Moyy
POP displays can be adapted easily within a single run, he notes. A snack maker promoting its products for a sports championship can print different team names and logos within a single run. The customer gets the precise number of displays needed for each region but with the price break of the larger run.
In Stanley Cup season, for instance, “digital printing makes it possible to order 1,000 displays and customize them strategically—some for Vancouver, some
for Montreal, and some for Winnipeg. If we want to target Philadelphia for the Broad Street Bullies, we can create a unique version just for them. Despite the variations, it all comes at a single price.”
While litho and flexo remain more cost-effective for large runs, the value-added options—including the precision that promotes sustainability by minimizing waste—dispel digital’s reputation as cost-limited to small jobs, Perreira says. As digital keeps growing,
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he anticipates the day, perhaps within a decade, when machine manufacturers offer systems for converting flexography machines into digital by simply swapping out the innards.
“That’s going to be game-changing,” he says. “People aren’t going to spend millions to make the switch. They’ll just pick up a few print heads or print bars, attach them to their machines, and be done with it.”
Bright Future
Whether in lithography, flexography, or digital, boxmakers see their technologies as key players in a varied landscape. Digital has a bright future in uses that demand eye-catching graphics and customization, Perreira says. “You’re not going to see digital replace the traditional brown box market for non-customerfacing packaging,” he says. “The digital market is definitely geared toward e-commerce, retail-ready, and POP markets, where it’s driving growth.”
Huston Patterson and Lewisburg Printing Co. is “confident in the future of print and print technologies, and litho is not going anywhere in the long term,” says Morelli. “Everybody has different needs, and there are needs for flexo, there are needs for digital, and there are needs for litho.”
M.
Diane McCormick is a freelance journalist based in Pennsylvania.
ON EMPLOYEE HEALTH PLANS
Keep employees informed and engaged while cutting costs
BY LIN GRENSING-POPHAL
Organizations and businesses have been struggling for years to contain the costs of health care coverage for their companies and their employees.
A 2013 study published in Missouri Medicine reported that U.S. manufacturers had been struggling for decades to control rising costs through the use of wellness programs and other efforts, with few results.
In 2025, they continue to struggle. PwC’s Health Research Institute indicates that the medical cost trend for employers was expected to increase by 8% in 2025— the highest level in 13 years. The average cost of employer-sponsored health care coverage in the United States will increase 9% in 2025, according to Aon, a global professional services firm.
In 2023, the National Association of Manufacturers reported that 58.9% of manufacturers pointed to rising health care costs as a significant challenge impacting their ability to remain competitive.
Each year, organizations and businesses and their human resources and benefit leaders come together to strategize about what they can do not only to contain
costs but also to effectively communicate with and educate employees about the drivers behind these costs and their role in helping to keep rising costs under control.
Containing
Costs
PRIORITIZING PRIMARY CARE
Controlling health care coverage costs can’t be delegated to human resources or benefit staff. The insurance industry is complex, and employers need more tools and strong partners to help share in crafting a strategy. Beginning with a
focus on preventive care, annual physicals and age-appropriate cancer screenings will drive lower costs and survivability of preventable disease. The impetus and involvement must start at the top and be visible to the entire organization, says Greta Engle Kessler, vice president of employee health and benefits at Marsh McLennan Agency in Hunt Valley, Maryland.
“The most meaningful thing that human resource leaders and the C-suite can do is to start getting a priority set from the top down,” says Kessler.
Specifically, she says, companies need to prioritize and build the case for the importance of primary care visits.
“If employees—and their partners—are going in and getting primary care, that will eventually reduce claims between 4 and 6 percent,” Kessler says. It’s not a quick fix, she acknowledges, but a continued focus and action can make a difference—preventing one large claimant could save an employer several hundred thousand dollars in claims.
Research supports her recommendation. A study in the Journal of Primary Care & Community Health found that each primary care visit for an individual came with a total cost reduction of $721 per patient per year. That’s primarily because these visits can help identify issues early on before they become more severe—and more costly to treat.
It can be challenging, though, especially in manufacturing environments with a high preponderance of males who notoriously underutilize health care. Communication is important, but Kessler also recommends offering incentives to spur utilization. “The most meaningful impact I’ve seen has been a percentage off of their premium for benefits,” she says. That could be as little as $50 a paycheck, she adds.
DEDUCTIBLES AND SAVINGS ACCOUNTS
At Jamestown Container, based in Falconer, New York, a focus has been placed on the use of high-deductible health plans (HDHPs) and health savings accounts (HSAs).
“One of the big things we’ve done is increasing people’s participation in HSAs,” he says, sharing that the company has moved to a higher-deductible plan option, says human resources director Todd McPherson.
HDHPs generally have lower premiums than traditional plans. Employers also save on Federal Insurance Contributions Act (FICA),
taxes (7.65%) for employee HSA contributions made through payroll deduction. And for employees, 100% of HSA contributions are tax deductible.
The use of these plans has increased significantly. Private industry worker participation in these plans has grown from 33% in 2014 to 51% in 2023, according to the Bureau of Labor Statistics.
ASO PACKAGES
Steve Robinson is vice president of human resources with Royal Containers in Brampton, Ontario, Canada. Royal Containers has taken advantage of an administrative services only (ASO) model to help control costs, he says. Instead of being billed a set amount each month for services, it’s billed based on claims usage.
“So, we’re putting in what they call deposits,” Robinson says. The strategy has resulted in significant savings.
“With this ASO plan, we’ve saved about $20,000 year over year,” he says. “That may not seem like much, but when we can turn these savings into extra benefits for employees, it’s a win-win for everybody.”
LONG-TERM PARTNERSHIPS
While many companies may switch brokers and benefit providers regularly in an effort to chase after better deals, staying the course with a single provider can offer important benefits, says Robinson.
“I find that we’ve done better with establishing a partnership, not just with our broker, but with the services company that we use for our benefits,” he says.
“When you have a track record time with them I find that premiums have become more manageable.”
Staying the course, Robinson says, can result in a better understanding of your
needs, more personalized service, and an increased willingness to negotiate on rates. A longer history with the insurance company can provide for more accurate risk assessment and pricing, for instance. Insurers may also be more inclined to offer competitive rates to longstanding clients when they understand the ebbs and flows of our business. And familiarity with a company’s processes can lead to reduced administrative costs.
While switching companies from year to year may offer short-term gains, these shifts may not be beneficial in the long run. Frequent changes, for instance, can lead to disruption in employee coverage and care, administrative burdens involved in transitioning between providers, and the loss of the benefits that can be gained over long-term partnerships. Cost, of course, continues to be a topof-mind concern for manufacturers and
m
their employers. But in addition to costs, companies recognize the need to ensure employees and their families have access to the type of care and options they need and value.
Meeting Varied Employee Needs
FLEXIBLE PARAMEDICAL SERVICES
The medical needs of employees and their families are widely varied, meaning that a one-size-fits-all approach to coverage simply doesn’t work. Instead, companies are exploring new opportunities to provide flexibility in the choice of care—not just for traditional services but for new types of health coverage and maintenance options.
That’s the pathway that Royal Containers has embraced, says Robinson. And based on its experience, Royal Containers is now offering a more flexible
approach to meet varied employee needs. Previously, its plan offered specific coverage limits for different services such as chiropractic care, naturopathy, or physiotherapy. For example, employees might be allowed $45 to $55 per visit, with annual maximums varying by service type. They’ve now revamped the coverage so that employees receive a single allowance of $1,000 that they can use for any combination of paramedical services that better suit their individual needs.
VIRTUAL CARE
Virtual care is another option that manufacturers are exploring to help save costs and time.
Primary care providers are in short supply in many communities, especially in rural areas. Since the COVID-19 pandemic, when virtual visits became a must-have for many, the opportunity
for telehealth has remained a practical option for saving money and time while providing access to clinicians who might otherwise have been in short supply.
“It’s the same thing as a FaceTime or Teams call,” says Robinson. “You connect with a doctor, nurse, or nurse practitioner online, and they can triage, ask questions, diagnose, and can even prescribe medication for you, which can be sent to a local pharmacy wherever you are.”
That convenience, says Robinson, can be especially useful when employees are on vacation, when their family practitioner does not have available appointments, and if employees do not have a family doctor.
Mental health is another area of high demand and limited access that virtual care can address. This can also be a big benefit from the standpoint of privacy and concerns about the continued stigma of seeking this type of care.
One of the tools Robinson has found to be helpful in making ongoing improvements to coverage is regularly getting feedback from employees, both directly and via monthly surveys. Communication, he and others stress, is critical to ensure understanding and utilization.
FOCUS ON WELLNESS AND WELL-BEING
In addition to traditional health coverage options, many companies continue to focus on wellness and well-being, offering information and services to help employees start or maintain a healthy lifestyle.
At Jamestown Container, for instance, McPherson says wellness continues to be an area of focus, and the company regularly holds wellness fairs. In addition, he says, “we switched our employee assistance program to try to get people more involved.”
Underlying all of these initiatives is the importance of communication to ensure
employees are informed, educated, and engaged, boosting the odds that they will take steps to proactively focus on their health and the health of their families.
COMMUNICATION TO INFORM, EDUCATE, AND ENGAGE
Having various options or providing new types of coverage for employees can be a great way to cut costs, but in order to have an impact, employees have to understand the value of these options, how to access them, and the importance of the choices they make.
This isn’t just a one-time effort that takes place in the fall during open enrollment season. It needs to be ongoing and consistent to have an impact.
In addition to ensuring input from employees—and listening to that input to make meaningful changes and adjustments—some other techniques, both traditional and new, can drive engagement and understanding.
MULTILINGUAL COMMUNICATIONS
Given the diverse workforce in many manufacturing settings, it’s important to adapt communication strategies to meet communication needs, says Kessler. Often, she says, manufacturers face the barrier of numerous languages being spoken at any particular worksite.
While accommodating these variances may have once presented a significant, if not insurmountable, challenge, today’s availability of various generative artificial intelligence tools offers the opportunity to translate communications into multiple languages easily.
Manufacturers, says Kessler, should be able to turn to their brokers for assistance here. By partnering with knowledgeable brokers, she says, manufacturers can leverage various tools to reduce or eliminate language barriers and communicate more effectively with employees.
BEYOND PRINT
In addition to ensuring various language needs are addressed, employers must take into consideration that employees like to access consumer information in different ways—and not just in printed form. Videos, for instance, can be an effective way to get messages across quickly and consistently.
“We’re evolving so that almost everything that we do is augmented by videos,” says Kessler. Again, she says, this doesn’t mean an unnecessary or added burden on employers. Brokers should be able to provide resources and recommendations on how to most effectively use video in various forms to reach employees with key messages.
ANNUAL ENROLLMENT MEETINGS
While annual enrollment meetings shouldn’t reflect the only communication with employees about important health care coverage information, they do remain an important annual event.
These annual meetings are important at Jamestown Container, says McPherson. The meetings, which are led by McPherson and the human resources department, along with broker representatives, provide an opportunity to explain plan designs and their impact on employees, discuss rising medical costs, and compare current plans with previous years.
Royal Containers also leverages annual meetings as part of its overall benefit communication strategy, says Robinson. “We partner with our account executive from the benefits firm that we use to come in and share their expertise with all of our employees,” he says. That approach allows employees to get expert explanations of benefits, learn tips and tactics for using the plan effectively, and understand how to use plan-related apps and tools.
Those apps and tools can provide readily available and easy-to-use sources of information for employees to understand their benefits, get questions answered, evaluate different coverage scenarios, and even seek and track care received.
Health care and health care coverage costs aren’t likely to go down significantly any time soon. But as employers, including manufacturers, are increasingly finding, by partnering with trusted brokers and representatives, communicating clearly and regularly from the top of the organization to the front lines, and leveraging new tools and technologies to make information readily available on a 24/7/365 basis, they can enlist employees in the ongoing effort to contain costs while ensuring health care coverage that can improve the health and lives of employees and their families.
Lin Grensing-Pophal is a Wisconsin-based freelance writer.
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JEFF DIETZ KOLBUS AMERICA INC. VICE CHAIRMAN JEFFREY.DIETZ@KOLBUS.COM
JOHN BURGESS PAMARCO CHAIRMAN JOHN.BURGESS@PAMARCO.COM
MIKE BUTLER DOMTAR PACKAGING SECRETARY MIKE.BUTLER@DOMTAR.COM
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TIM CONNELL
AMERICAN CORRUGATED MACHINE CORP. IMMEDIATE PAST CHAIRMAN TCONNELL@ACM-CORP.COM
Seizing Growth in a Time of Transition
BY JEFF DIETZ
As we usher in a new year, it’s an opportune moment to reflect on the challenges and triumphs of the past and chart a course for growth in the months ahead. For many in the corrugated industry, 2024 proved to be a tough one. The economic uncertainty, rising operational costs, and shifting market dynamics typical of the final stretch of a federal administration created an environment in which business owners had to make difficult decisions while staying optimistic about the future.
But if there’s one thing we’ve learned as AICC members, resiliency is in our DNA. The independent spirit that defines our membership enables us to navigate turbulent times and seize the opportunities that arise from them. Now, as we turn the page to 2025, we must tap into that resiliency once more, leveraging it to explore new possibilities, adapt to market shifts, and drive businesses forward.
A hallmark of independent box plants and suppliers is their ability to adapt quickly to change. In 2024, many of us were forced to reevaluate our strategies, delay major investments, or shift focus to maintain stability. However, this year gives us the chance to put those plans into motion.
In times of uncertainty, collaboration within the AICC community has proven invaluable. As an Associate
board member, I’ve seen firsthand the incredible support network that exists within this Association. When faced with challenges, we don’t operate in silos—we lean on each other. Whether it’s sharing insights or finding solutions through AICC’s programs and network, the strength of our community gives us a competitive edge.
Let’s take collaboration to the next level in 2025. If the past has taught us anything, it’s that we’re stronger together. As we face the evolving needs of our customers and navigate shifts in policy, market conditions, and technology, sharing ideas and best practices is more important than ever.
As members of AICC, we are uniquely positioned to weather storms and emerge stronger. By leveraging the tools, resources, and relationships available to us, we can turn 2025 into a year of renewal and success.
Let’s embrace the opportunities 2025 brings. Together, we can overcome the setbacks of the past, set ambitious goals for the future, and continue to build an industry that thrives on independence, innovation, and community. Here’s to a successful prosperous 2025!
Jeff Dietz is president of Kolbus America and vice chairman of AICC’s Associate board.
The independent spirit that defines our membership enables us to navigate turbulent times and seize the opportunities that arise from them.
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What the Tech?
Past, Present, and Future of Corrugated Die Cutting
BY JUSTIN DELCHER
Die cutting is a cornerstone of package manufacturing, ensuring boxes are produced efficiently and precisely. From its origins in the 19th century to modern advancements, the process continues to evolve to meet the needs of an ever-changing market.
Origins of Die Cutting
Die cutting began in the mid-1800s as a solution for the shoe industry’s need for faster ways to cut leather. The first dies were metal tools with sharp edges that could press materials into specific shapes. Over time, the process became more refined and was adapted for various industries, including packaging, printing, and electronics.
Before die cutting entered the corrugated industry, boxes were made manually using hand tools. This approach was slow and offered little flexibility. As consumer demand grew, so did the need for efficient and customizable boxmaking methods. This led to the development of platen die cutting, where a flatbed machine presses a steel-rule die onto corrugated material to cut it into specific shapes. Today, this method is used for projects requiring precision and versatility.
Rise of Rotary Die Cutting
In the 1950s and 1960s, automation transformed the corrugated industry. Rotary die cutting emerged as a faster alternative to platen die cutting. This method uses a cylindrical die mounted on a rotating drum, cutting, scoring, or perforating materials as they pass through the machine. The continuous operation of rotary die cutters offers significantly higher production speeds,
making them ideal for large-scale production runs.
Rotary die cutters also allow for intricate designs, combining speed and flexibility. This makes them a cost-effective solution for high-volume manufacturing while maintaining the precision needed for complex shapes.
Advances in Rotary Die Cutting
Though the core functionality of rotary die cutters has remained the same, recent innovations have drastically improved their performance. Structural enhancements such as reinforced frames and advanced cutting drums have increased durability and reduced maintenance needs, resulting in consistent, highquality cuts.
Additionally, urethane anvil blankets and automatic anvil trimmers have extended the lifespan of cutting surfaces while maintaining precision. The Industrial Internet of Things has further revolutionized rotary die cutting by enabling real-time monitoring of machine performance. This connectivity
allows operators to analyze data on production rates, energy usage, and wear, facilitating predictive maintenance and minimizing downtime.
Driving the Future
From its humble beginnings in the 19th century to the sophisticated technologies of today, die cutting has undergone remarkable transformation. Innovations such as those we’re seeing at many AICC member companies are setting new standards in efficiency and durability, ensuring the corrugated industry can meet the demands of modern markets. As advancements continue, die cutting remains a vital tool for creating high-quality, customizable packaging solutions that drive the future of manufacturing.
Justin Delcher is a marketing specialist at SUN Automation Group.
Strength in Numbers
Is Your Company Vulnerable to Employee Theft?
BY MITCH KLINGHER
Iam beginning my 46th year as a practicing certified public accountant, and thankfully, I have only experienced employee theft in one of my firm’s clients a handful of times. I have also discussed at length the details of many other instances by clients, friends, and industry contacts. These instances have many commonalities but only one factor common in all of them: They were perpetrated by people whom the owner trusted implicitly. Let’s take a look at the details of some of these cases:
1. The plant superintendent and a close relative of the family ownership group was systematically padding the pallet invoices and was (presumably) getting kickbacks from the vendor. In this case, the chief financial officer happened to be in the plant and saw the pallet vendor delivering a half load of pallets, yet when he checked
the invoices from this vendor, they had never been billed for less than a full load. Since wood prices had skyrocketed during the COVID-19 pandemic, the theft was masked because everyone expected pallet prices to rise significantly. At the end of the day, the person signing for the pallets was dismissed and would not implicate anyone else. The estimated loss was approximately $200,000.
2. A customer service manager, who also ordered board and ink, purchased products, and had full access to the enterprise resource planning (ERP) system, set up fictitious vendors. Vendor names similar to those of existing vendors were created and the invoices cloned. She duplicated signoffs for approval and receiving (or had someone in the plant working with her—this was never fully established)
and always made sure there were no open payables at the end of any given month. She knew the owner and controller always reviewed the ending accounts payable schedule in conjunction with the month-end close. This went on for over two years, and approximately $250,000 was ultimately stolen. The scam was uncovered when they switched ERP systems and someone noticed the multiple vendors with similar names on the master list of vendors.
3. The chief financial officer of a well-known industry supplier padded every payroll for a four-year period. The total loss, including fictitious payroll taxes paid, was over $2 million. The theft was uncovered when the CFO was out sick and someone else was charged with processing the payroll. That employee decided to
Strength in Numbers
hand out the paychecks individually because he didn’t know everyone in the factory—much to the chagrin of the plant manager, who was evidently in on the theft.
4. A bookkeeper of a family-owned group of companies paid fictitious vendor invoices in this chemical import company. She was practically running the company for a while when the owner was having some emotional problems. She was also posting the books and reconciling the bank accounts. The total theft was in the neighborhood of $500,000.
5. An accounts receivable clerk allowed shipments to be delivered without being invoiced. She was in cahoots with someone in shipping and was likely (although never proved) receiving kickbacks from the customer. This was uncovered when the shipping person was on vacation and his replacement questioned the lack of paperwork on some of the skids.
6. A controller of a family-owned group of real estate holding and development companies was double-paying invoices for things such as fire extinguishers from multiple companies. Since all of the companies needed these items and the amounts were relatively small, this was almost impossible to detect. This went on for two years until the owner questioned why some of the expenses seemed to be higher than he expected. It turned out that the controller was manipulating the bank reconciliations and bank statements to cover his trail and was discovered by the CEO, who was the former controller, when she looked into this independently. This one hit close to home because I lost the client over this theft, even though it would have been impossible for me to uncover it in the course of my tax preparation engagement. The owner, who was a longtime client,
simply said to me that he “stole on my watch” when he decided to bring in another firm.
As you can see, in all cases the thief was a trusted longtime employee or manager who knew where to find vulnerabilities in the system. The losses accrued over a fairly long period of time and were uncovered either by chance, luck, or greed on the part of the thieves. The real question that needs to be answered is how could these businesses have better protected themselves?
The keys to protecting your business from theft and defalcation are as follows:
1. Insist on segregating duties as much as humanly possible in a small business. No one person should be able to create and reconcile your books to external sources such as bank statements.
2. Make sure you have a backup person for every key position who must actually perform the tasks periodically and all functions are rotated periodically. This is especially needed for people with access to shipping, receiving, inventory, payroll, and banking/treasury functions.
3. Adhere to a strict policy that everyone in your organization takes regular vacations.
4. Secure access to your network and make sure no one can create vendors or customers without proper authorization. Have someone review the receivable, inventory, and payable schedules midmonth, just to see if anything strange appears on them.
5. Have someone from outside the company periodically document your accounting system and your various systems of internal control, test compliance with them, and make recommendations. This may or may not be your current accounting firm, which may have been interfacing with your employees for a long period of
time. Often hiring forensic accountants who generally get involved after the fact can be helpful as they have lots of experience with employee theft.
6. Make sure no “sacred cows” have the ability to circumvent your systems, even if they are close friends or relatives of the ownership group—or members of the ownership group itself.
I have been in situations where the owners didn’t get along and were able to run expenses through the business that should not have been allowed.
7. Install cameras where goods can be shipped or received.
The world has become infinitely more dangerous than it was five or 10 years ago. There are bad actors with sophisticated information technology tools who are trying to get into your systems and either steal directly or put you in a ransomware situation. I have been exposed to many situations where paper, board, or consumption of various supplies is excessive and the typical techniques for determining excess waste cannot account for it. This is often because goods are being shipped and not invoiced or goods are being paid for but are not being received. No one ever wants to think they have a theft problem, but it happens more often than you think.
Trust your people but verify their work. Force everyone to take time off and have others do their jobs. Lock down your systems. Bring in outsiders to help you look for vulnerability. Make it hard for your people to even think about stealing from you, and don’t let anyone circumvent the policies and procedures that you set up to safeguard your assets.
Mitch Klingher is owner of Klingher Nadler LLP. He can be reached at 201-731-3025 or mitch@klinghernadler.com
Foundation for Packaging Education
Big News! Funding Milestone Is Achieved
AICC’s Foundation for Packaging Education has achieved its first funding objective: to have $3 million in hand. The foundation is grateful for the support of the inaugural donors and the donor companies and individuals who have demonstrated their commitment to the education of those already in the workforce.
This is a real milestone as the foundation’s board of directors will now put a portion of those funds to work in support of education programming through AICC’s Packaging University and other opportunities that support the education of individuals working in the paper-based packaging industry and related supply chain companies.
Hitting this milestone is timely. Packaging University students recently have completed 25,000 online courses
since the site went live in April 2017. That is a substantial number of your team members who have improved themselves and their value to their companies. And the demand for courses and materials is only increasing.
Education is a core AICC member benefit and is apparent in all that AICC does—at national and regional meetings; at dedicated education and training events, several at AICC member company facilities; and in the creation of the foremost online packaging education program in the industry.
The need for fresh and relevant education programming is never satisfied, and AICC never pauses its work in this regard. AICC and the Foundation for Packaging Education appreciate all of the subject matter experts and educators who share their time and knowledge
putting together AICC’s outstanding program.
The foundation’s capital—your donations—will see to it that AICC members’ teams will always have access to an education program that will ensure growth and success. Theirs and yours. Please visit www.packaginged.org and make a donation today.
Increasing Youth Awareness of Corrugated Industry Careers: An ICPF and Project Learning Tree Partnership
BY CAITLIN SALAVERRIA
Close your eyes for a second and think back to when you were 5 years old in kindergarten. Your teacher calls on each student in the class and asks what they want to be when they grow up. Can you remember what you said? Was it a typical response like doctor, teacher, or astronaut? I’m willing to bet that your answer wasn’t “work in packaging” or “make boxes.”
But what if we could change that narrative? What if we can bring awareness of the corrugated packaging industry to younger and younger students so they know about the many benefits and opportunities that exist from choosing a career in corrugated packaging even before they graduate? What if we can motivate students to pursue industry positions and choose educational paths that will prepare them for a stable job in our industry? These questions—and how to answer them—are a driving force behind some of the work taking place at the International Corrugated Packaging Foundation (ICPF) right now.
In 2024, ICPF signed a multiyear partnership with Project Learning Tree® (PLT), a program of the Sustainable Forestry Initiative (SFI), to increase youth awareness of corrugated industry careers. This collaboration aims to elevate the profile of the corrugated packaging industry earlier as students participate in career exploration, planning, and development at schools across the United States.
PLT inspires the next generation of leaders through environmental education, forest literacy, and career pathways by using trees and forests as windows to the
world. Working with partner organizations across North America and internationally, they cultivate connections to nature, starting with the littlest of learners through young professionals.
As one of the most widely used and longest-running programs in its field, PLT has over 40 years of experience providing high-quality education resources and training for formal and nonformal educators, career counselors, families, natural resource professionals, and community leaders to nurture current and future generations. Each year, PLT reaches approximately 900 young professionals, trains over 15,000 educators, and impacts over 2.5 million students.
supplement existing curriculum. Through these hands-on learning materials, students in grades three through 12 will better understand how corrugated packaging impacts the everyday consumer, supports a circular economy, and practices sustainability for the well-being of our planet. This guide will also include a “career corner” elevating 10 corrugated packaging industry careers.
By co-developing educational resources and professional development opportunities for educators and guidance counselors working with middle school and high school youth, the partnership aims to close knowledge gaps and remove barriers to entry in our sector. The program will complement and enhance ICPF’s successful educational resources, career pathways, and outreach programs for primary through tertiary education levels.
An environmental education activity collection, set to be released in May 2025, will feature four to six engaging PLT activities that highlight the corrugated packaging industry for educators and career guidance professionals to
SFI will then expand on and make use of the ICPF-sponsored resources to develop and implement a guidance counselor and educator engagement program, greatly accelerating the reach and training for the professionals most able to inspire young people to enter our industry. ICPF is excited to see this partnership come together over the next year and will keep you apprised every step of the way.
Caitlin Salaverria is president of ICPF.
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The Final Score
The Arena
As AICC concluded its 50th year of service to the independent in 2024, and with the New Year well underway, I took the opportunity to reflect on those 50 years and on my 40-plus years in the industry.
It is almost a cliché to say it’s the people, but the fact is, the men and the women I have met in my journey through the paper-based packaging industry have been of the highest quality. They have provided leadership, time, advice, and material help to countless others and to AICC.
These tremendous individuals have started up businesses; taken over and run businesses; grown businesses; and been positive influences on their teams, their families, and their communities—in good times and in bad. My reflections on these folks and the past years brought to mind President Theodore Roosevelt’s “man in the arena” quote from 1910, which I ran across recently:
“It is not the critic who counts, not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs, who comes short again and again, because there is no effort without error and shortcoming, but who does actually strive to do the deeds, who knows great enthusiasms, the great devotions, who spends himself in a worthy cause, who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”
The specific words from President Roosevelt that stick with me are strives, effort, deeds, enthusiasm, devotions, achievement, fails, and daring. We all have friends and colleagues in this industry to whom these words apply—in abundance. We are grateful for them.
The barriers to entry to start up a box plant continue to grow. Mergers and acquisitions are not going away. Private equity is flowing into the business, and opportunities are being sought. Finding and keeping talent is an ongoing quest. Manufacturing is a difficult business. The political and economic environment can be fraught.
The arena has always been challenging. AICC members rise to the challenges. AICC exists to bring them together and to assist them—always.
Michael D’Angelo AICC President
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