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January 2 2023

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60 Journal of Commerce | J anuar y 2, 2023 EXECUTIVE COMMENTARY ANNUAL REVIEW & OUTLOOK 2023 Maritime ▶ "There will continue to be a decline in the total number of licensed mariners graduating each year. " Michael Alfultis and nimble in their hiring processes; and to clearly define and articulate organizational values and how they translate into an exceptional workplace. SUNY Maritime College Michael Alfultis President The federal US Merchant Marine Acad- emy and the six state maritime academies are the primary sources of licensed officers sailing onboard US flag commercial vessels, as well as government-owned ves - sels supporting US military logistics. Similar to other institu- tions of higher learning, the interest than ever in finding the right organization, not just a pay- check. Employees are evaluating the company's reputation, their alignment with the team they'll be joining, their perceived contribution to the overall organization, and the company values as defined, clearly articulated, and continually infused from top to bottom. Companies that thoughtfully define their values realize that the employee experi - ence must be reflected accordingly. We are seeing comprehensive health and wellness programs (yoga, vac- cination incentives, fitness classes, and group challenges, to name a few) and tuition reimbursement, estate planning, and local attraction discounts to convey the importance of a balanced professional and per- sonal life. In today's challenging hiring environment, it's important for companies to be competitive in com- pensation; proactive, expeditious, facing the transportation industry. In today's environment, manage- ment must employ creative thinking and a proactive approach in address- ing the critical shortfall of workforce. Given the crucial labor needs, job seekers can weigh their options. Many are seeking a work/life bal - ance with requirements including the ability to work remotely or a flex- ible work schedule. Inability to adapt to these changing demands means employers are losing out on talent. Competitive salaries will always be critical in attracting new hires, so companies are evaluating compen - sation structures and adjusting to meet market demands. Many states and cities now have laws requiring that salaries be included in job post - ings, so appropriate salaries are more critical than ever. A targeted recruitment strategy is crucial to identify the most quali- fied candidates. The ability to source passive candidates, solicit referrals, and conduct outreach through job boards, social media, and profes- sional networks are essential for success in today's job market. An experienced recruiter with a solid reputation and a strong knowl- edge of the market can provide an extended reach and streamline the hiring process. Companies that are nimble enough to move quickly through the sourcing, interviewing, and hiring process (and those that provide "white glove" attention to candi - dates) are significantly advantaged, as it's not unusual for candidates to have at least one other offer in hand to consider. Today's job seekers are certainly interested in compensation, but they also have a more profound South Carolina Ports (SC Ports) Barbara Melvin President and CEO We have all navigated tremendous challenges over the past few years. The US supply chain has been tested at every juncture, and capacity has been stretched. Supply chain challenges require that we find inventive and creative ways of moving cargo. SC Ports is launching a port-owned and port-operated chas - sis pool to add 13,000 chassis into the Southeast port market. SC Ports is also developing an inner-harbor barge oper - ation to move containers on waterways to alleviate some pressure on trucking capacity. Supply chain challenges push us to try new things in operations. SC Ports established an export receiving window to provide more stability for exporters, prior- itized vessels with balanced imports and exports, and opened gates seven days a week. Supply chain challenges reinforce the importance of investing in infrastructure — both within port ter- minals and beyond — to remain competitive. The US needs more near-port and near–inland port distribu- tion centers to handle record imports, as well as more port capacity and supporting road and rail infrastructure. Our investments in infrastruc - ture are planned to last decades; they cannot be knocked off track by short- term trends. SC Ports is investing in a rail-served cargo yard that will bring near-dock rail to the Port of Charles - ton, further supporting the efficient movement of goods for importers and exporters, and we plan to fully utilize and eventually expand Leatherman Terminal, which offers a new berth to the East Coast port market. Charles - ton Harbor has been deepened to 52 feet, becoming the deepest harbor on the US East Coast. Supply chain challenges serve as a reminder that people are our greatest assets. We need to wildly care for our teams and find ways to strengthen talent pipelines. In partnership with technical colleges, SC Ports has built apprentice - ship programs for mechanics, electricians, and, soon, for truck drivers. There is a need for more collaboration and cama- raderie in the supply chain. Thank the person driving a truck, operating a crane, or stocking the shelves. Recognize that we all depend on one another to move freight. There is great strength within our maritime communities — if we are willing to harness it. "We need to wildly care for our teams and find ways to strengthen talent pipelines." "Today's job seekers are certainly interested in compensation, but they also have a more profound interest than ever in finding the right organization, not just a paycheck. "

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