May/June 2025 BoxScore: Data Differentiator

A PUBLICATION OF AICC, THE INDEPENDENT PACKAGING ASSOCIATION

May/June 2025 Volume 29, No. 3

THE

DAT A DIFFERENTIATOR

Today’s machinery generates a wealth of invaluable information ALSO INSIDE When ICE Comes Knockin’ Plan, Train, Communicate Member Profile: Box Company of America

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TABLE OF CONTENTS May/June 2025 • Volume 29, No. 3

COLUMNS

38 FEATURES

38

THE DATA DIFFERENTIATOR Today’s machinery generates a wealth of invaluable information

44

WHEN ICE COMES KNOCKIN’ Manufacturers must do their due diligence in protecting their businesses

50

PLAN, TRAIN, COMMUNICATE When disaster rears its ugly head, boxmakers must take the necessary steps to ensure continuity

44

5

CHAIRMAN’S MESSAGE

6

MARKET INSIGHTS

8

LEGISLATIVE REPORT

12

MEMBERS MEETING

14

ASK TOM

16

SELLING TODAY

20

ANDRAGOGY

30

MEMBER PROFILE

54

THE ASSOCIATE ADVANTAGE

56

STRENGTH IN NUMBERS

64

THE FINAL SCORE

DEPARTMENTS

10

NEW & RETURNING MEMBERS

25

AICC INNOVATION

60

FOUNDATION FOR PACKAGING EDUCATION

62

INTERNATIONAL CORRUGATED PACKAGING FOUNDATION

50

BoxScore is published bimonthly by AICC, The Independent Packaging Association, PO Box 25708, Alexandria, VA 22313, USA. Rates for reprints and permissions of articles printed are available upon request. The statements and opinions expressed herein are those of the individual authors and do not necessarily represent the views of AICC. The publisher reserves the right to accept or reject any editorial or advertising matter at its discretion. The publisher is not responsible for claims made by advertisers. POSTMASTER: Send change of address to BoxScore, AICC, PO Box 25708, Alexandria, VA 22313, USA. ©2025 AICC. All rights reserved.

Visit www.NOW.AICCbox.org for Member News and even more great columns.

Scan the QR code to check them out!

BOXSCORE www.AICCbox.org

1

OFFICERS Chairman: Gary Brewer, Package Crafters, High Point, North Carolina First Vice Chair: Terri-Lynn Levesque, Royal Containers Ltd., Brampton, Ontario, Canada Vice Chairs: Joseph Morelli, Huston Patterson/Lewisburg Printing Co., Decatur, Illinois Mike Schaefer, Tavens Packaging & Display Solutions, Bedford Heights, Ohio Eric Elgin, Oklahoma Interpack, Muscogee, Oklahoma Immediate Past Chair: Matt Davis, Packaging Express, Colorado Springs, Colorado Chair, Past Chairmen’s Council: Jana Harris, Harris Packaging/American Carton, Haltom City, Texas President: Michael D’Angelo, AICC, The Independent Packaging Association, Alexandria, Virginia Secretary/General Counsel: David Goch, Webster, Chamberlain & Bean, Washington, D.C. Administrator, AICC México: Veronica Reyes DIRECTORS West: Sahar Mehrabzadeh-Garcia, Bay Cities, Pico Rivera, Califormia Southwest: Jenise Cox, Harris Packaging/American Carton, Haltom City, Texas Southeast: Chad Wagner, Peachtree Packaging & Display, Lawrenceville, Georgia Midwest: Cassi Malone, Corrugated Supplies Co., Bedford Park, Illinois Great Lakes: Josh Sobel, Jamestown Container Cos., Macedonia, Ohio Northeast: Larry Grossbard, President Container Group, Moonachie, New Jersey AICC México: Jorge Ortega, Soluciones de Empaques S. de R.L. de C.V., Hermosillo, Mexico

OVERSEAS DIRECTOR Kim Nelson, Royal Containers Ltd., Brampton, Ontario, Canada

PUBLICATION STAFF Publisher: Michael D’Angelo • mdangelo@AICCbox.org Editor: Virginia Humphrey • vhumphrey@AICCbox.org

DIRECTORS AT LARGE Casey Shaw, Batavia Container, Batavia, Illinois Stuart Fenkel, McLean Packaging, Pennsauken Township, New Jersey Josh Sobel, Jamestown Container Cos., Cleveland, Ohio Jack Fiterman, Liberty Diversified International, Minneapolis, Minnesota

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

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, Cary, North Carolina Vice Chairman: Jeff Dietz, Pamarco, Cleveland, Ohio Secretary: Mike Butler, Domtar Packaging, Fort Mill, South Carolina Director: Brian Foley, Bobst, Phoenix, Arizona Immediate Past Chair Associate Members: Tim Connell, American Corrugated Machine Corp., 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

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.

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Chairman’s Message

Coping With Uncertainty

U

ncertainty is an inevitable part of our world as business leaders and entrepreneurs. Each of us must navigate unforeseeable situations to remain competitive and successful. As I write these words, price increases, unpredictable box demand, and on-again, off-again tariffs create challenges for us all.

However, these challenges can become opportunities. The keys to managing uncertainty are planning, agility, financial resiliency, and strong leadership.

One of the most effective ways to cope with uncertainty is to plan for different outcomes. While you can’t anticipate every challenge, business leaders should analyze risks and opportunities for each possible outcome. This proactive approach enables you to react quickly and effectively.

Agility is essential in times of uncertainty. It allows you and your team to respond more quickly to shifts in situations and in the market. An agile team encourages innovation, embraces technology, and promotes continuous learning.

Agile businesses are better equipped to seize new opportunities and stay ahead of the competition.

Another crucial requirement in the face of uncertainty is to maintain financial resiliency. Businesses should build reserves, avoid excessive debt, and embed cash-conscious behavior into every employee. Resilient businesses can recover faster and are better positioned to capitalize on the rebound.

Strong leadership also plays a pivotal role in managing uncertainty. Transparent communication with employees, customers, and stakeholders builds trust and ensures alignment with the company’s vision. Leaders who demonstrate confidence, decisiveness, and emotional intelligence can inspire their teams to stay focused and motivated when disruption occurs.

Uncertainty can be managed effectively with the right mindset and strategies. Lead your team through disruption to create a competitive advantage that drives long-term success.

Gary Brewer President, Package Crafters and Creative Packaging AICC Chairman

BOXSCORE www.AICCbox.org

5

Market Insights

Sheet Feeders Today

BY RYAN FOX

6 BOXSCORE May/June 2025

In some cases, paper producers have become partners in sheet feeders, perhaps limiting the inclination to source containerboard as cheaply as possible. A strong third-party manager for the sheet feeder can temper the risk of conflicts.

Speed as Part of the Value Segment Responsiveness, defined as lead time to deliver an order, is key for companies that want to add value and charge customers a premium. For corrugated producers, it’s perhaps the most common way to capitalize on value over volume. The speed provided by sheet feeders has helped to fuel the market share growth of sheet plants.

Lead times for full-line box plants traditionally range from two days to three weeks depending on general market conditions. During the COVID-19 pandemic’s demand peak, on-time performance suffered: Lead times of four to six weeks weren’t uncommon, and some stretched as long as 10 to 12 weeks.

Full-line box plants that sell to high-volume segments of the market

strive for maximum efficiency, often limiting flute changes or running some grades only on certain days of the week.

By contrast, sheet feeders might make multiple flute changes daily to meet short lead-time commitments to customers.

Unlike full-line plants, sheet feeders typically operate without a large backlog, perhaps one to three days, as they strive to flush orders through the system quickly.

This allows sheet plants to put raw material behind their converting equipment in 24 to 48 hours, much faster than a typical fullline plant, and deliver a finished product in less than a week. Some sheet plants manage inventory for customers and have replenishment orders ready in the system that can be moved out to accommodate a customer’s request for a fast response.

Ryan Fox is a corrugated market analyst at Green Markets, a Bloomberg company.

Submitted.

I

ntegrated paper companies such as International Paper, Smurfit Westrock, and Greif own about half of the roughly 70 sheet feeders in the U.S. and Canada, gaining another outlet for their containerboard and allowing them to remove sheets from the mix of full-line box plants, with Pratt being the exception. The remainder are closely held such as those of Corrugated Supplies or co-owned by sheet plants such as Corrugated Partners Group.

In the past five years, some companies such as Greif have sought to bridge the gap between integrated mills and independent box plants. Independent producers have sometimes lost customers to poaching by the same integrated companies that sold them sheets. Greif, which previously lacked converting capabilities, now has seven sheet feeders that offer the normal array of sheets, along with added triple-wall capabilities at plants in Dallas as well as Louisville, Kentucky. The company also owns a sheet plant in Greensboro, North Carolina.

Welch Packaging, based in Elkhart, Indiana, has opened sheet feeders to supply its sheet plants, profiting from integration while expanding through acquisitions, most recently adding SOKY Pack & Pallet of Glasgow, Kentucky.

The newest sheet feeder in the U.S., DerbyCorr, is set to come online in the second quarter in Jeffersonville, Indiana, across the river from Louisville.

In a vertically integrated ownership structure, opinions may conflict about what selling prices should be or where profit should be reported. Consortiums bring their own challenges, given that the partners in the sheet feeder may be competitors. Differing motivations or philosophies can affect the long-term success of the business.

View of sheet feeders throughout the United States. (Source: Fibre Box Association.)

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Legislative Report

AICC Remains Focused in Face of Uncertainty

BY ERIC ELGIN

Y

ou may have noticed that the March/April 2025 issue of BoxScore did not have a Legislative Report column. The second Trump administration had just been sworn in, and tariffs had been imposed on Canada and Mexico—and then suspended for one month.

The newly created Department of Government Efficiency (DOGE) was just getting started.

There was promise. There were questions. There was uncertainty. We decided to take a wait-and-see attitude; therefore, we did not pen a column.

Two months later, uncertainty remains the key word.

From an AICC perspective, the work of DOGE is a welcome and necessary review of how the federal government staffs and conducts business. Every enterprise has reviewed staffing and operations on a periodic basis and made appropriate adjustments. I do not believe our government has, ever. That said, we would like to see DOGE act on a forward-looking basis and ensure all administrative processes are followed properly. This will ensure an orderly and least disruptive approach to the necessary downsizing of the federal bureaucracy.

The approach the second Trump administration has taken on tariffs with our closest neighbors has created tremendous uncertainty in our industry and the marketplace at large. Setting aside the political arguments surrounding tariffs and the deviation from the current United States-Mexico-Canada Agreement on trade, the tit-for-tat nature of the tariff fight is hurting AICC member companies.

8 BOXSCORE May/June 2025

Paper is transacted in U.S. dollars, so our Mexican and Canadian members may already be suffering from an exchange rate factor. Paper, sheets, and boxes often go back and forth across the southern and northern borders several times before going to the end user. Tariffs can drive changes in supply chains that have only recently stabilized after the shocks from the COVID-19 pandemic. AICC is committed to open markets and believes the U.S. should negotiate with our best and closest partners to effect changes in trade policies.

Meanwhile, AICC, through its partners on Capitol Hill, continues to support policies favorable to the small businesses that comprise AICC’s membership.

These include: • Establishment of the 2017 tax cuts as permanent;

• Importance the Section 199A deduction plays in AICC members’ ability to innovate, hire, and succeed; • Elimination of the Corporate Transparency Act; and • Influence we can have on the evolution of extended producer responsibility obligations.

AICC will continue to advocate for its members and keep them informed in a timely manner as events, policy, and legislation unfold.

Eric Elgin is owner of Oklahoma Interpak and chairman of AICC’s Government Affairs subcommittee. He can be reached at 918-687-1681 or eric@okinterpak.com.

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New & Returning Members

Welcome, New and Returning Members!

DÜCKER CONVEYOR SYSTEMS MARKUS P. DÜCKER Managing Director 150 N. Michigan Ave., 35th Floor Chicago, IL 60601 +49 2173-2805-0 www.duecker.com/en

UFP PACKAGING NICK HOFFMAN Vice President of Protective Packaging 6744 W. Germann Rd. Chandler, AZ 85226 855-967-1705 www.ufppackaging.com

SPARK PACKAGING LLC DOMINIC CROSSON President and Co-founder 901 Wilshire Dr., Suite 575 Troy, MI 48084 586-930-5000 www.sparkpackaginginc.com

MULTICELL PACKAGING INC. BRIAN FREY Sales Manager 191 Victor St. Lawrenceville, GA 30046 800-772-9193 www.multicellpkg.com

MANROLAND GOSS WEB SYSTEMS AMERICAS LLC CHRIS BROOKS President and Managing Director, North America 22 Industrial Dr. Exeter, NH 03833 603-750-6600 www.manrolandgoss.com

GOLDEN WEST PACKAGING GROUP ERIC GORDON Chief Sales Officer 15250 Don Julian Rd. City of Industry, CA 91745 888-501-5893 www.goldenwestpackaging.com

NEXTWIRE LLC RACHEL MANGOLD Regional Manager 701 E. Arkansas St. Star City, AR 71667 870-628-4201 www.next-wire.com

10 BOXSCORE May/June 2025

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Members Meeting

Unlock the Full Value of Your AICC Membership

A

re you fully tapping into the resources that come with your AICC membership? Whether you’re a brand-new member or a longtime participant in the Association, AICC is committed to helping its members grow, connect, and thrive.

One way the Association supports this mission is through monthly Membership Benefits Overview webinars. These free sessions are designed to ensure every team member at every member company fully understands the wide range of resources available to them.

The next webinar is on Wednesday, June 25, 2025. Join Patrick Moore, AICC’s membership manager, for a guided tour of AICC’s platforms, benefits, and tools— and leave empowered to make the most of your membership.

Clear Guide to Powerful Member Tools These webinars include: • A comprehensive overview of AICC’s member benefits, including training programs, events, industry insights, and advocacy efforts.

• A walk-through of AICC’s websites and platforms, showing where and how to access valuable tools such as the Packaging School (Pack U), NOW.AICCbox. org, and the Association’s growing archive of webinars and white papers.

• Tips for navigating online learning, registering for in-person events, and connecting with peers across the independent packaging industry.

• A live Q&A session during which Moore will address any specific questions attendees may have.

12 BOXSCORE May/June 2025

These monthly webinars serve as an introduction for new members and a refresher for seasoned participants.

Even if you’ve attended a previous session, you may discover new resources, programs, or updates tailored to your business needs.

Benefits That Reach Every Employee A key feature of AICC membership is that benefits extend to all employees of member companies. From the production floor to the executive office, every team member can take advantage of training courses, webinars, event discounts, and member-exclusive content.

Attending the June 25 webinar helps ensure your entire company can engage

with AICC resources in ways that support personal and professional growth.

Easy to Join, Free to Attend Online registration is open, so there’s still time to reserve your spot.

Register today at www.AICCbox.org/ calendar, and add the event to your calendar to stay informed and connected.

Need Help? Have Questions?

Contact Moore at 703-535-1394 or pmoore@AICCbox.org for assistance or if you would prefer to schedule a one-on-one walk-through tailored to your company.

Let AICC help you grow, learn, and thrive—starting now.

Ask Tom

The Necessary Evil – Spray Powder

BY TOM WEBER

I

would like to clarify for AICC members some recent technical questions I have received regarding the use of spray powder as a processing aid to facilitate optimal performance and efficiencies in producing folding cartons, litho-laminated top sheets for boxes, and blister card packaging.

During the production process, several printing steps may be undertaken (front and/or back) as well as application of the heat-seal and other water-based coatings applied over inks in a wet-trap process. Thus, there are a few significant issues during this procedure where spray powder is utilized: • Block resistance • Cure—oxidation of the inks • Complete drying of heat-sealable coatings or water-based coatings (Note: In all instances, spray powder provides for a small layer of air and/or space between the coated and printed sheets to facilitate curing of all applied inks and coatings.)

Block Resistance The handling of printed sheets—either pre- or postapplication of the heat-seal coating—requires spray powder to minimize or eliminate the offsetting of inks. This is especially important during the summer months, when high temperatures and humidity levels could increase the propensity for this to occur.

Simply reducing the stack height to eliminate the offsetting is not a truly sustainable year-round option. Spray powder is required to minimize this, and it also provides for the manufacturing efficiencies downstream that the market demands.

14 BOXSCORE May/June 2025

Cure – Oxidation of the Inks The inks themselves are wet-trapped by the various coatings. This forms a layer over the ink, such that they must dry (oxidize) through the coatings to cure and allow for the standard rupturing heat-seal bond required for a blister package or a 100% fiber-tearing bond for a folding carton. Without spray powder, there is not that oxygen layer at the coated stock or ink level to allow for oxidation or ink cure. Thus, the work in progress (WIP) residence time will rise significantly as compared with coated stock with spray powder. The rise will even be meteoric with the higher humidity and temperatures of summer as compared with the dry and cool conditions of winter. Until the ink is cured, no paper bond is occurring to facilitate downstream converting, including side seam gluing.

Complete Drying of the Heat-Seal Coating As with the ink, a layer of air provided by the application of spray powder allows for the final drying step of the coatings. Without spray powder, some moisture may be left in the coating that, again, extends WIP time as noted with the inks. In addition, the potential for coating pick and transfer escalates significantly downstream.

Summation Spray powder is a processing aid in the production of printed paperboard packaging. I have never known a powderless non-ultraviolet specification or process in my over 40 years in the folding carton and carded packaging markets.

The standard choice of spray powder is

typically a waxless powder of about 45 microns, depending on the paperboard surface characteristics, of course. A 3% spray setting will usually provide the performance required with no impact on seal. The heat-seal coatings for carded packaging or cold and hot melt adhesives used for the gluing of folding cartons will not be impacted by any spray powder left after processing when applied at the 3% spray level.

Without the use of spray powder, there will be poor efficiencies and even the likelihood of a final sealed package that does not meet the required market needs of a package typically exhibiting a rupturing blister card seal or 100% fiber-tearing bonded side seam.

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.

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Selling Today

Guide to Digital Marketing for Packaging Manufacturers

BY TODD M. ZIELINSKI AND LISA BENSON

T

raditionally, the packaging sector has depended on outbound sales strategies such as cold calls, whether face-to-face or over the phone; trade shows; and industry connections. These methods continue to be an important component of a complete marketing strategy. In the past decade, a greater shift toward digital marketing has rounded out the strategy, allowing for a complementary process to reach and engage buyers.

While many companies have adopted digital strategies such as website search engine optimization (SEO), we have found these efforts to sometimes be incomplete, outdated, or improperly maintained. For example, websites are missing some aspects of technical SEO that make it easier for search engines to find them, or the company isn’t producing regular blogs or updating pages—relevant and fresh content is a Google ranking factor.

Decision-makers in packaging procurement often conduct extensive online research before making purchasing decisions. A strong digital marketing strategy positions packaging manufacturers to attract, educate, and convert prospects more effectively.

Understanding Digital Marketing for Packaging Manufacturers Digital marketing encompasses a range of online strategies designed to increase brand awareness, generate leads, and drive sales. It includes content marketing, SEO, social media marketing, email automation, and more. Unlike traditional marketing that involves outreach, digital

16 BOXSCORE May/June 2025

marketing allows targeted decisionmakers to be drawn in.

For packaging manufacturers, digital marketing is not just about increasing web traffic. It’s also about reaching C-suite executives, procurement teams, and sales directors who influence purchasing decisions. To be effective, a digital marketing strategy must deliver valuable, industry-specific content that addresses the key challenges packaging buyers face.

Digital Marketing Delivers Results The growth of sustainability, efficiency, and automation in the packaging sector has led buyers to seek suppliers that can provide innovative solutions. Digital marketing allows manufacturers to showcase their expertise, differentiate themselves from competitors, and build trust with potential customers.

One of our recent case studies illustrates this approach. A corrugated packaging manufacturer implemented a digital marketing approach that combined SEO, content marketing, and automated email campaigns to improve lead generation through its website and as a follow-up strategy to convert website visitors.

SEO is a long-term effort that requires patience. The first year of the relationship focused on building a strong foundation; the second year revolved around refinement, focusing on best-performing keywords. From Q2 2023 to Q4 2024, the company saw a 60% increase in organic traffic to the website and 40% converted to appointments, resulting in 10 new customers.

Key Digital Marketing Tactics for Packaging Manufacturers Implementing a successful digital marketing strategy requires a diverse approach tailored to the unique needs of the packaging industry. Decisionmakers are looking for suppliers that can demonstrate expertise, reliability, and innovation, making it essential for packaging manufacturers to leverage various digital tools effectively. Below are some of the fundamental elements of a successful digital marketing strategy.

CONTENT MARKETING

At the core of digital marketing is content that speaks directly to packaging buyers.

White papers, blog posts, industry reports, case studies, and videos can establish credibility while providing insights into common industry challenges.

For example, an article explaining cost-saving strategies in corrugated packaging or a white paper on emerging trends in sustainable materials can attract procurement managers searching for solutions. Offering downloadable resources in exchange for contact information (called gating) can also help build a database of potential leads for future engagement.

SEO

SEO ensures packaging manufacturers rank highly in search results when potential buyers look for suppliers. Effective SEO includes the following elements: • Keyword optimization involves researching, selecting, and strategically placing relevant terms in content to improve search engine

Selling Today

visibility. It targets industry-specific terms such as “custom corrugated packaging” or “paperboard sustainable solutions” and colloquial terms such as “cardboard box” if potential customers are likely to use them in searches. These keywords should appear in titles, headings, meta descriptions, URLs, and naturally within the text to align with search intent.

• Technical SEO optimizes a website’s infrastructure to improve search engine crawling, indexing, and overall performance. This includes improving site speed and mobile-friendliness, implementing structured data, maintaining XML site maps, and fixing issues such as broken links or duplicate content.

Proper implementation ensures

Google can efficiently access and rank the site, increasing visibility and improving user experience.

• Content optimization involves regularly updating website content with relevant blogs, case studies, and technical resources to maintain relevance and authority. Well-optimized content not only incorporates keywords naturally but also enhances readability, engages visitors, and supports internal linking strategies.

provide faster visibility. Google and LinkedIn ads allow manufacturers to target specific job titles, industries, and geographic locations.

For example, a targeted LinkedIn campaign could focus on procurement managers in the food and beverage sector looking for recyclable packaging. By directing traffic to a landing page with a relevant white paper or consultation offer, manufacturers can capture leads quickly.

This may require trial and error.

Website SEO increases the likelihood that a company will be discovered by decision-makers actively searching for packaging solutions.

EMAIL MARKETING AND MARKETING AUTOMATION

PPC ADVERTISING

While SEO is a long-term strategy, pay-per-click (PPC) advertising can

Email remains a powerful tool for business-to-business marketing when used strategically. It provides another avenue to reach prospects and can be used to “warm up” a lead before a cold call. Some companies will segment email lists based

BOXSCORE www.AICCbox.org

17

Selling Today

on customer interest (e.g., sustainable packaging, bulk orders, and custom design capabilities). Additionally, email marketing allows for automated follow-ups with prospects who download resources, so they are not forgotten or overlooked. Automated email campaigns can even be set up so they are triggered by specific actions such as sending a case study when a prospect in a connected database or customer relationship management (CRM) system visits a specific web page. Email marketing automation tools such as VBOUT, HubSpot, Mailchimp, and Pardot can streamline this process, ensuring consistent engagement with potential customers.

SOCIAL MEDIA AND DIGITAL PR

LinkedIn, industry forums, and other social media provide valuable platforms for engaging with packaging buyers. A strategic social media approach includes the following: • Posting thought leadership content (e.g., sustainability initiatives, cost-saving tips, and innovations in packaging design).

• Engaging with industry groups and discussions to build brand authority.

• Using paid social media campaigns to amplify reach among packaging procurement professionals.

• Strengthening a company’s visibility and reputation through digital public relations such as getting featured in industry publications, securing guest blog opportunities, and participating in online events.

Follow-Up – The Secret to Success Generating leads through digital marketing is only the first step; converting those leads into customers requires a structured follow-up strategy. Packaging manufacturers who rely solely on inbound inquiries without a proactive approach to nurturing prospects and following up risk losing opportunities to competitors.

18 BOXSCORE May/June 2025

Following up with prospects, whether from website visitors and inquiries, email engagement, or digital ad campaigns, using a structured process that includes timely phone screening, email follow-ups, and scheduled touchpoints can significantly improve conversion rates. For example, after a procurement manager downloads a case study, a sales representative should follow up with a phone call and personalized email. Even if they are in an information-gathering stage, the prospect may disclose their challenges or an estimated time frame for when they will be actively looking for a packaging solution. The prospect can be put into a nurturing email process and followed up again when appropriate.

Beyond immediate follow-ups, tracking interactions all of the way through to a win/loss outcome provides critical insights into sales effectiveness.

Integrating a CRM allows manufacturers to track lead activity, identify where prospects drop off and why, and refine processes and strategies.

Manufacturers who implement consistent follow-up processes and track performance data will see higher conversion rates, stronger customer relationships, and increased revenue.

Digital marketing generates leads, but follow-up turns those leads into longterm customers.

rates, lead quality, social interactions, and email engagement metrics, manufacturers gain valuable insights into their marketing campaign’s success. This data-driven approach allows companies to identify effective tactics, allocate resources efficiently, refine strategies, and achieve higher conversion rates.

Plus, understanding ROI helps justify marketing expenditures to stakeholders, ensuring continued support and investment in digital strategies.

Without tracking and analyzing digital marketing efforts, packaging manufacturers risk wasting resources and missing opportunities. Accurate measurement and analysis are essential for making informed decisions, driving growth, and staying ahead.

Key Digital Marketing Metrics to Measure Success Tracking digital marketing efforts is necessary for packaging manufacturers who want to understand their return on investment (ROI). Implementing marketing strategies alone is insufficient.

Measuring the outcomes of digital initiatives will help to determine their effectiveness and allow for the approach to be optimized.

By tracking key performance indicators such as website traffic, conversion

Todd M. Zielinski is managing director and CEO at Athena SWC LLC. He can be reached at 716-250-5547 or tzielinski@athenaswc.com.

Digital Marketing Is Here to Stay Regardless of whether you have used digital marketing strategies for years or are a newcomer, the reality is that as long as people rely on the internet to seek information and manufacturing partners, digital marketing will remain essential.

For packaging manufacturers, digital marketing is not just a passing trend; it’s a crucial strategy for staying competitive in a crowded industry. By using effective digital marketing techniques, packaging manufacturers can establish themselves as leaders in the field and generate high-quality, sales-ready leads.

Lisa Benson is senior marketing content consultant at Athena SWC LLC. She can be reached at lbenson@athenaswc.com.

KEMI BOARD We’re the Original Kemi Liner ™

Kemi liners, Metsä Board’s premium white top kraftliners, have played a significant role in the evolution of corrugated packaging in the Americas.

Known for their superior printing surface and high performance, Kemi liners are a coated white top kraftliner that revolutionized the corrugated packaging industry by combining performance with visual branding.

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Kemi liners, then known as Kemiart, were launched in the American market in 1991. Innovation continued introducing double coated white kraftliner in 2011.

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Andragogy

Packaging Around the World: Exploring Fiber-Based Solutions Across Cultures and Borders

BY ANNA OGLETREE

H

ave you ever wondered if people from other places in the world use the same packaging as in your bubble of the world? Many people assume packaging looks the same everywhere, but it varies significantly by region due to cultural preferences, product types, and economic factors. My passion for packaging stems from a blend of interests: art, science, and a deep curiosity about languages and cultures. In this article, I explore fiber-based packaging from the countries I traveled to or have friends from, highlighting the unique factors shaping each one.

India NONWOVEN FABRIC

With a population exceeding 1.4 billion, India generates massive amounts of waste.

Pollution is a major issue, and efforts

such as the widespread use of nonwoven fabric bags, shown bottom left, in place of the typical plastic grocery bag at clothing stores, sweets shops, and grocery stores, are underway to reduce it.

Nonwoven fabric is also used by cultured pearl jewelers to package pearl sets as shown bottom Bangles, traditional Indian pieces worn on the wrist, are packaged right. The fabric is sewn in rigid boxes. over a stiff paperboard piece that holds the shape of the case, and four overlapping flaps secure the case with Velcro. Inside, there are usually two flexible hooks containing some sort of foil, allowing them to bend and hold the necklace, a third hook for a maang tikka (a forehead ornament), and two paperboard components with slits for earrings.

These fabric-based cases are common for less expensive jewelry; gold, natural pearls, and precious stones are housed in luxurious boxes.

Photos by Anna Ogletree.

BANGLES

Nonwoven fabric bags offer a more earthfriendly grocery bag.

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In the U.S., smaller corrugated flute sizes are typically reserved for electronics and fast food, but not so in India. Bangles are often sold in telescopic rigid boxes made of E-flute or F-flute corrugated paperboard or chipboard as shown top right.

These boxes, though worn or torn at the edges, protect bangles from bending or breaking. The lid features a thumb notch for easy opening; sets are wrapped in old newspaper clippings before being boxed

Combining nonwoven fabric with stiff paperboard creates a more structured packaging design.

for the customer. Bangle shops stack these boxes from floor to midceiling and under counters, while street vendors keep extras behind their stalls, ready to hand them to customers trying on bangles.

Andragogy

This sari box showcases premium print techniques with a double-wall folded bottom.

Indian sweets are commonly housed in custom-shaped packaging.

SARIS

SWEETS

Unlike Western formalwear, which is stored on hangers, saris are folded in a box or a flat, square bag. High-end sari shops package them in elegant reusable gift boxes, enhancing presentation while also being resourceful. Pictured above left is a sari gifted to me, packaged in a two-piece box with premium printing, embossing, and metallic foil stamping.

The box has a double-wall folded bottom for an even more enhanced presentation.

Sweets, or mithai, are often bought or gifted for celebrations such as weddings, job promotions, and housewarmings.

Their packaging reflects this, with luxurious designs matching the occasion.

Some sweets such as barfi and kaaju katli are cut into triangles, trapezoids, or rhombuses, influencing the shape of their boxes as shown above right.

a mug’s rim or handle. The simple but clever design shown below kept the tea bag in place and eliminated the risk of the string slipping into the water.

SANDWICHES

Grocery stores in the United States typically sell deli sandwiches packaged in plastic clamshells, often made of polystyrene or expanded polystyrene. In India, paperboard folding cartons are more common and often feature fun designs such as the triangular package shown to the left.

Folding cartons allow for design flexibility.

Germany During a trip to Germany, I encountered a tea bag design at my hotel. The tea selection featured various flavors, displayed in cartons featuring a perforated tear-off opening for accessing the individual bags. Instead of the traditional string and tag, these tea bags were secured with a piece of folded cardstock shaped into a hook that latched onto

These German tea bag cartons show off the brand while keeping the individual bags in place.

BOXSCORE www.AICCbox.org

21

Andragogy

This packaging combines folding carton with a double-wall slide-open tray.

22 BOXSCORE May/June 2025

Iran My Iranian friend brought me this box of baghlava—a traditional Middle Eastern and Mediterranean sweet—from Yazd, a city known for its unique confectionaries. Shown at left, the baghlava came in a stunning drawer-style folding carton with a double-wall slide-open tray to hold the pieces. The outer sleeve featured intricate graphics as enticing as the treat inside. The entire box was shrink-wrapped for freshness.

These examples show how fiberbased packaging not only reflects the culture and values of each country but also highlights the practicality of local resources and the availability of materials. Packaging is far more than a means of containment; it is a visual representation of how products are perceived, valued, and used in different parts of the world. Packaging tells a

story about the traditions, environmental considerations, and even economic factors that influence design choices.

From the materials used to the design and functionality, each packaging solution offers a unique glimpse into the ways products are presented and interacted with globally.

Anna Ogletree is a packaging curriculum specialist at the Packaging School.

Alli Keigley, who contributed to this article, is production coordinator at the Packaging School.

She can be reached at alli@ packagingschool.com.

Headline BYLINE

Professional Development

AICC Pathways to Success: Something for Everyone

T

he corrugated industry thrives on innovation, expertise, and strong leadership, but no one advances alone. Career growth requires ongoing education, peer networking, and mentorship, and that’s exactly what AICC’s Pathways to Success provides.

Designed as a structured road map, this initiative ensures everyone, from new hires to senior executives, has a place to learn, connect, and grow within the AICC community. Whether you’re just entering the industry, stepping into management, or preparing for an executive role, AICC is here to support you with the right training, the right group, and the right connections.

The Pathways to Success is a mix of AICC education programs and dedicated groups tailored to professionals at different career stages. It combines technical training, leadership development, business education, and executive coaching with opportunities to join peer groups who provide support and industry insight. These pathways ensure that no

matter where you are in your career, you have access to structured learning, mentorship, and a professional network that will help you grow.

At the start of the pathways road map are foundational courses and introductory programs designed to help new industry professionals build a solid base of knowledge. AICC’s Packaging University, hands-on workshops, and technical training give employees the tools to understand the fundamentals of

corrugated packaging, manufacturing, sales, and design. This early stage of learning is critical, providing entry-level employees with not only knowledge but also a sense of belonging in the industry. From here, professionals can begin shaping their career paths, whether in operations, customer service, sales, production, or leadership.

AICC’s Emerging Leaders (EL) program has played a key role in introducing industry newcomers and preparing them

BOXSCORE www.AICCbox.org

25

AICC Innovation

for a career in packaging. Created for professionals younger than 35, this program focuses on networking and leadership training to help develop the industry’s next generation of leaders. Participants build relationships with peers, learn from industry veterans, and gain exposure to the broader packaging business through plant tours. Over the years, the EL program has become a launchpad for young professionals, preparing them for the next stage of their careers.

One of the key additions to AICC Pathways to Success is the new Management Group, created to support those transitioning from individual contributors to management roles. Many EL graduates, as well as professionals who never had the chance to participate in EL, reach a stage in their careers where they need support in managing people and

resources. This group will focus on developing leadership skills, problem-solving common managerial challenges, and providing a space for peer discussions about the realities of management.

Unlike the EL program, which is targeted at young professionals, the Management Group is multigenerational, allowing new and experienced managers to learn from one another. It will launch in fall 2025, offering participants a structured way to develop professional excellence in management.

For those looking to deepen their business knowledge, AICC’s Business Management in Corrugated Packaging Certificate provides a Master of Business Administration-style education specifically tailored for packaging professionals.

This program serves as a bridge between management and executive leadership,

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offering training in financial management, operations, supply chain strategy, and business development. Designed to be industry-specific and customizable, this 12-month certificate program allows managers and future executives to gain the skills necessary to drive business success without committing to a full master’s program.

At the highest level of the Pathways to Success map is the Next Generation Executive Program, designed for future business owners and C-suite executives. This program is built to equip participants with advanced leadership skills, executive coaching, and strategic business planning. As companies in the corrugated industry continue to grow and evolve, having a strong pipeline of future executives is critical, and this program ensures tomorrow’s leaders are ready to take on the challenges of running a business at the highest level.

All of these programs are being sponsored in part by the Foundation for Packaging Education, whose mission is to develop and disseminate education and training for the members and Associates of AICC and the greater packaging industry.

AICC’s Pathways to Success is more than a collection of programs; it’s a commitment to every member’s career development. The pathways road map provides a structured approach to career growth in the corrugated industry, ensuring that at every stage, professionals have access to training, mentorship, and networking opportunities that will help them take the next step.

Whether you are just starting out or preparing to lead a company, a group or an educational program is designed to support you. From entry-level training to executive leadership, AICC is building the future of the packaging industry, one leader at a time.

Where are you on the pathways road map, and where do you want to go next?

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Are You Utilizing Your AICC Benefits?

REMINDER: Every Employee at Your Company has Access to ALL AICC Benefits. Get them started today!

Free Online Education

Over 100 courses to help build your employees industry knowledge!

CHALLENG ES IMPLEMEN O F TINGA I

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Industry Reports & Publications

24/7 access to industry statistics including multi-year forecasts, quarterly statistics, and benchmarking data specific to the independent marketplace.

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Questions?

Contact Partrick Moore at Pmoore@aiccbox.org

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AICC Experts

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Unlimited access to our 3 technical advisors in folding carton, corrugated and risk management!

National Meetings

Emerging Leaders Program

Seminars/Webinars

In-House Training

Hosted twice a year, they offer industryleading programming, speakers, workshops & peer panels, along with networking opportunities and much more!

Dedicated to providing the rising stars of the industry with the information needed to develop and thrive in the paper packaging industry!

A well trained employee is more likely to stay at a company longer and perform better. With 15–20 seminars and webinars each year, we’ve got professional development for all departments.

Define your pain points and AICC will develop a course based on your needs, create course materials, and bring industry trainers directly to your plant!

Summits

Advisory Groups

With 5–8 regional topical meetings each year, you’ll have the chance to connect with independent converters across the country.

These groups allow participants to confide in peers, share ideas, receive honest feedback & give advice to help businesses grow.

www.AICCbox.org/benefits

Member Profile

Box Company of America Savors a ‘Pallet-able’ Mix of Business

BY STEVE YOUNG

Company: Box Company of America Established: 2023 Joined AICC: 2024 Photos courtesy of Box Company of America.

Phone: 910-582-0100 Website: www.boxcompanyofamerica.com Headquarters: Hamlet, North Carolina CEO: Matt Daniels Box Company of America’s ownership team, from left: Scott Fowler, chief financial officer; Gary Harris, partner; Matt Daniels, CEO; David Young, operations manager for honeycomb and edge board; Linwood “Red” Dail III, partner; and Vic Medlin, sales manager.

T

here’s a certain excitement in the air at Box Company of America LLC (BCA) in Hamlet, North Carolina.

The company, founded 35 years ago under the name of Cortek, has new owners, a new name, and, in the words of CEO Matt Daniels, “a new opportunity for growth.”

“Our vision for growth in the manufacturing sector focuses on driving value for our customers by increasing sales and building a stable, highly skilled workforce,” he says. “We are dedicated to creating stable, long-term employment opportunities for our employees while consistently investing in state-of-the-art equipment. These efforts are designed to boost productivity and ensure our

30 BOXSCORE May/June 2025

customers receive the highest-quality and most innovative solutions.”

Daniels is joined in this new endeavor by his four partners: Vic Medlin, Linwood M. “Red” Dail III, Gary Harris, and Scott Fowler. The five purchased the company in February 2023, with each partner bringing his own talents. For his part, Daniels brings a lifelong career in corrugated sales at Smurfit-Stone and its predecessor, Stone Container.

Medlin, BCA’s sales manager, has been in and around printing and packaging for most of his 30-year career, beginning with his family’s printing business and then brokering packaging supplies.

Eventually, he found himself the global

packaging buyer for a large produce company, and from there, he transitioned to brokering corrugated, primarily to produce customers.

Dail is a 41-year industry veteran who began his career at North Carolina Box, where he started as a rookie and worked his way up to general manager.

The company was later acquired by Pratt Industries at which point he became a broker and then a partner in a new venture, Welsh Corrugated Container in Butner, North Carolina.

Harris is the quintet’s silent partner.

“I’m not a box person,” he confesses. “I’m just a friend and partner of the business.”

Fowler, chief financial officer, worked as a public accountant and later joined

Member Profile

Harris at his financial advisory firm, Harris Asset Group Inc. Thus, he found his way into the BCA partnership.

Dail sums up the quality and integrity of the five when he says, “I couldn’t ask for a better group of partners than you’re sitting with.”

The backstory of today’s BCA begins with Daniels losing a big chunk of his Stone Container business to Cortek. “Cortek started 35 years ago under a gentleman by the name of Lynwood Dunn,” he explains. “Lynwood was a friend of Red’s and mine, and he was a buyer for an industrial supplies company down the street that made Edge board operators Jimmy Ingram and Tommy Covington in Box Company of America’s Edge Board Division. staples and nails.”

Referring to the lost business, Daniels as you know, when a machine goes Under this new name, the new owners continues, “I had some of their pad down, you’ve got to have some kind of a set out to build upon Dunn’s prior business, and Red had the box business. backup plan if you don’t have a duplicate success. In their favor are loyal associOne day I took Lynwood to lunch, and machine. I helped him, he helped me, ates whose long-term tenure speaks to he asked me how hard it was to make and we became extremely close.” the company’s legacy core values. Amy these pads. And I said we just need a Health reasons prompted Dunn to Elsenpeter, customer service manager, slitter and a bandsaw, and you can make put the company up for sale. As Dail is a 10-year veteran; David Young, pads all day.” and Daniels explain, he had other operations manager at the company’s A month later, Daniels says, he offers, but because of his longstanding honeycomb and edge board division, returned to get the bad news. “Lynwood friendship with Dail and Daniels, he has been with the organization for 30 was no longer there,” he remembers. “The agreed to sell it to the partner group years. The relative newcomer to the team new person said, ‘Oh, you’ve lost all before his death in February 2022. is Bryan Ramsey, plant and production the pad business.’ ‘To whom?’ I asked.

Negotiations continued with his wife, manager, who joined in spring 2023.

‘Lynwood Dunn.’ He had started his own Terri, and in February 2023, Cortek He brings 15 years of experience in business—Cortek.” became Box Company of America. It maintenance, production, and machine Relationships being what they are was not the first choice, says Daniels. installation with Box Board Products in the corrugated business, there were “We came up with American Box and Greif ’s CorrChoice Division in no hard feelings. Dunn, Daniels, and Company, and we thought we had a Concord, North Carolina.

Dail remained confidants over the years. good catchy name, and it was patriotic.

Daniels and his partners have made “Lynwood Dunn was a very good friend And then at the last minute, some lawupgrading BCA’s infrastructure and of mine,” says Dail, “and Matt and I both yers we had involved in the acquisition business mix a priority. “We’ve really knew him intimately. When we had our said, ‘Wait a minute; there could be been focused on our own equipment,” business in Butner, Welsh Corrugated, I a conflict with that name.’ So, that’s Daniels says. “We have made signifdid business with Lynwood. We helped when we came up with Box Company icant improvements to machinery in each other out from time to time because of America.” virtually all areas of our plants, with

BOXSCORE www.AICCbox.org

31

Member Profile

repairs, replacement, and additions as appropriate. The equipment that was here wasn’t in original equipment manufacturer spec condition, so we’ve really spent the last year and a half getting it to where it can handle our business. I would say we recently just accomplished that.”

The company’s original equipment mix, just out of its yearlong retooling and upgrading, is well suited to support such a diverse mix: an 86" x 210" two-color Curioni flexo printer-slotter—the largest in North Carolina; a 50" x 110" two-color Curioni flexo folder-gluer; a 66" x 113" Serenco die cutter; a 66" x 170" twocolor jumbo die cutter; and a 50" x 118" four-color TCY flexo folder-gluer with die cut section.

A sheet plant, BCA serves a diverse industrial market primarily in North

the wide spectrum of general industrial packaging.

Yet from these varying perspectives, the BCA owners are single-minded in their sales and marketing philosophy, adopting what Daniels describes as an “extremely innovative approach” to serving customers.

“Every customer we visit has a way of doing things that they’re happy with,” Dail explains. “But when we go in, we look for things that have never been suggested to them in terms of service and quality, but also in products that we have available that they’ve never considered using. I think that’s what we’re good at.”

Daniels, with another perspective, shares his concern that as the corrugated industry’s principal players grow larger, they risk losing focus on the customer’s real needs. “I think the main part of our industry is focusing on internal operational efficiencies and not really focusing on the customer,” he says. “We’ve gone back to the old school of ‘How do we fit them? How can we make them happy, and how do we do business with them?’ without worrying about having to spend a little extra time on this order.”

Medlin lays this lack of customer care on the inexperience of some corrugated industry sales representatives. “The people calling on accounts are not as experienced as they need to be,” he says. “When you get people who have been doing it for 20 or 30 years, they know where to help the customer. They may look at Bryan Ramsey (left), operations manager, and Vic Medlin show off one of the company’s produce boxes, a strong suit for Box Company of America. an item and say, ‘I can make

32 BOXSCORE May/June 2025

Carolina, South Carolina, and Virginia.

The immediate area of Richmond County, North Carolina, is home to food processors, pharmaceutical manufacturers, and textile and agricultural customers, and business is again growing after years of decline in once-prominent industries. Daniels and his partners, through their decadeslong experience and long-standing relationships, bring accounts representing varying facets of this market.

Harris, having worked closely with the textile industry in their financial services firm, brings those relationships.

Fowler, as a certified public accountant with Harris’ firm, brings similar experience. Medlin’s global positions in the produce sector offer another rich corrugated customer base. And Daniels and Dail have operated across

-

s!

Member Profile

that a better product for you and a lot of times for a lesser cost.’ And it is still a good, profitable piece of business for us.”

Medlin notes this as an advantage for BCA: “We differentiate ourselves from other suppliers in that our people have on average 20 to 25 years’ experience.”

BCA employs 45 people in a singleshift operation. Its manufacturing capacity in Hamlet is housed in two buildings: a 60,000-square-foot sheet plant and an adjacent 35,000-squarefoot specialty plant producing honeycomb and edge board. While 60% of the company’s sales portfolio is in the traditional sheet plant mix of industrial packaging, the remaining specialty items, particularly its unique honeycomb and pallet products, offer what Daniels and his partners see as greater opportunities in their current market and in corrugated industry trade sales.

34 BOXSCORE May/June 2025

Corrugated and honeycomb pallets were for many years a part of the former Cortek’s original product mix, and it was a part of the business the new owners saw as prime for further investment. Thus, the company’s recent acquisition of a robotic corrugated and honeycomb pallet line—which came about by sheer serendipity—has driven and expanded this business, with Box Company of America now shipping these items as far west as Nebraska and north to Pennsylvania.

Sonoco had a large honeycomb, corrugated pallet, and fiber core and cone operation near Charlotte that served the North Carolina yarn and textile industries, Daniels explains. On a visit to the plant, the CEO of Sonoco, seeing the automated robotic pallet assembly equipment, inquired what it was. “The Sonoco CEO comes in and

asks, ‘What’s this here for?’ They said, ‘We combine honeycomb and make these pallets for the yarn companies so they can make what they call a full yarn pack.’ The Sonoco CEO says, ‘That’s all great and wonderful. Get rid of it and put in four more [fiber] core lines,’ ” Daniels says.

So, BCA, being a honeycomb customer of that same Sonoco plant, was approached by David Monteith, general manager, about taking the equipment off their hands. “ ‘I think you guys might be interested in purchasing this,’ ” Daniels recalls. “ ‘You’re an innovative group, and you can probably utilize this to do things that we haven’t.’ ” BCA’s management group agreed, seeing the need in the company’s diverse market for custom corrugated and honeycomb pallets designed to specifications outside the normal footprint of

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pharmaceutical industries. “We’re working in places that we’ve never gone because these places don’t always buy a box,” he says. “It’s opened a whole other stream of revenue for us.”

Asked how they identify and qualify potential pallet customers, Daniels says, “If these companies don’t typically entertain box company salespeople, we go into the back, and if we’re seeing pallets, we’ll see a plant manager or shipping manager. They’ll tell us the pallets are $48 apiece, and we’ll say, ‘Well, we can make them for $45.’ ” Medlin believes Box Company of America’s patented LoadRunners™ corrugated leveraging connections pallets are expanding the company’s footprint beyond traditional is an important part of corrugated markets. the sale. “You have to be 40" x 48". They purchased the equipment creative,” he says. “You have to figure out in October 2023 and have been actively if you know somebody who might work marketing its production to prospective there who knows somebody who might end users. know somebody. Cold calling is not very “It’s a robotic system that manufacsuccessful, normally.” tures pallets and variations of things we Harris adds that the products’ features have designed,” Daniels explains. “We are attractive to customers in today’s purchased the equipment and got the plant and shipping environments. “The patent rights and the trademark on the way our pallets are engineered and built name. They’re called LoadRunners™. allows us to compete in things that a conThey’re made with a corrugated runner, ventional pallet couldn’t stand,” he says, and that is put between a top and noting that some of their designs can bottom piece of either honeycomb hold up to 7,000 lbs. in a dynamic load or corrugated. This is where we can environment such as a moving trailer or get innovative and work out with our containerized rail or ocean freight. “I customers what they need.” also think the story behind these pallets Their investment, Daniels says, is startis helpful. They’re sustainable, and ing to bear fruit. The BCA team is eyeing they don’t require chemical treatments new market opportunities for their pallets or heat treating for shipping. They’re throughout the Southeast, particularly clean, environmentally sustainable, and the tire, food, furniture, automotive, and recyclable. There are a lot of companies

36 BOXSCORE May/June 2025

that these features play well to. And it’s a competitive product.”

Commenting on the competitiveness of corrugated pallets, Dail makes the distinction between price and cost, saying, “If you’re looking for the price of the pallet, then it wouldn’t be competitive necessarily, but if you’re looking at the cost, now you’re competitive, and the things that Gary just pointed out, those are the things that we use when we get in to see someone.”

Dail, however, his decades-long experience showing, sums up the most effective tactic the BCA team is using to move their pallets into the market: “It comes down to one word: persistence.”

BCA is similarly positioning its honeycomb line of products and edge protection, and the marketplace is receptive for many of the same reasons as it is to the corrugated lines. “A lot of companies are moving out of foam,” says Daniels. “Wineries and the liquor business like it because it gives them cushion and support so there’s no damage. Retailers are asking not to have foam in their stores, and so we’re able to take honeycomb and replace that. It’s 100% recyclable, and it’s chemical-free.”

BCA and its new owners see a promising future, not only in their collective vision of their growing market but in the state and local business climate, as well.

North Carolina, long being a right-towork state, rolls out the red carpet for business expansion and relocation. “The political environment and growth of North Carolina are going to help our company,” Daniels predicts.

Indeed, the list of new manufacturing installations in recent years proves him right. Toyota is building a battery facility near Greensboro, and silicon carbide manufacturer Wolfspeed is also building a large plant near Durham.

“There are a lot of companies that supply them that need corrugated, and they’re going to need corrugated, as well,”

Member Profile

says Daniels. “Plus, they’re going to need all the products that we have.”

The other development that augurs well for Box Company of America is the fundamental shift in the corrugated industry away from smaller sheet plants to megaplants. “The larger integrated companies have shut down the small and medium-size corrugated plants and built one big plant. This means they don’t want to even deal with our kind of business, so we think this is a positive for us. There are a lot of customers out there that need smaller quantities and faster service,” says Daniels.

Box Company of America, an established corrugated and specialty business with a new name, new owners, and a new outlook, sees an optimistic future in a part of North Carolina that is seeing an economic renaissance after many years of decline. As a closing testament to the commitment of BCA’s new owners to their customers, their employees, and their community, Daniels speaks for his partners in restating their mission. “At Box Company of America, we specialize in understanding and meeting the unique requirements of our customers by delivering top-notch corrugated box solutions, including corrugated boxes, edgeboard/cornerboard, honeycomb products, and corrugated/honeycomb pallets,” says Daniels. “We are committed to providing meaningful job opportunities and fostering community development in an economically challenged area. Our core principles of customer satisfaction, superior quality, and continuous innovation drive us toward excellence in both our product and social impact.”

Steve Young is a Virginia resident and AICC’s former president.

He can be reached at 202-297-0583 or syoung@AICCbox.org.

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37

THE

DAT A DIFFERENTIATOR Today’s machinery generates a wealth of invaluable information

BY ROBERT BITTNER

O

ver the past decade, the volume of data available throughout every aspect of manufacturing has increased, with modern machinery capable of generating a tremendous amount of information. Much of it can be transformative.

“This kind of detailed feedback can give you a deeper understanding of what’s going on and suggest what you might want to do differently in the future,” says SUN Automation Group Vice President of Technology and Business Development Gokul Gopakumar.

38 BOXSCORE May/June 2025

Valuable information sometimes goes unused simply because boxmakers do not have the time or staff to sift through it all or pinpoint all of the meaningful connections.

Yet, today’s information flood can be managed.

“It’s up to us as business owners and drivers of technology to find ways to harness that information in a way that is actionable,” Gopakumar says, “using it to improve profits, efficiency, service, and reliability.”

A variety of new tools and technologies can help.

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What Problems? What Tools?

“It is easy to feel overwhelmed by data and not know where to start to get from information to action,” acknowledges David Wiens, founder and CEO of BPS AI Software. He recommends considering the big picture before diving into the data details.

“The first step is to make sure you have a team of stakeholders who can review and rank your priorities,” he says.

“What problems are you trying to solve?

Most people we talk to are all over the place, with one business leader who’s driving something while everybody else has other priorities. You need a unified approach. Then, you can see where you need to go.”

Next, Wiens suggests asking, What are the roadblocks to getting where you need to go? What are the tools that can help you? “For every one of those barriers,

there’s a tool or a consultant or a custom solution that can help you do it,” he says.

Flexibility and focus are essential early on when analyzing data. “It’s not about making sure you look at all the information,” Gopakumar says. “It’s about changing your attitude toward how you approach day-to-day decision-making.

Every day, we make decisions based on assumptions and experiential knowledge, often taking it for granted that that is the only way to make that decision.”

Expect the data to suggest numerous other options. Then, be flexible when considering the potential applications.

Focus will help to fine-tune your approach. “Ask yourself what are the three or four key points of information that you really care about within any given process, the data that can make the most meaningful difference,” Gopakumar adds. “The most successful

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40 BOXSCORE May/June 2025

case studies I’ve seen have all revolved around a very lean focus that takes one or two or three key things to focus on and then takes specific actionable steps to make the most of that information.”

If the data presentation itself is impenetrable or difficult to decipher, consider putting it into a more immediately digestible format. “The majority of people I talk to want to visualize their data,” Wiens says, pointing out that graphs and charts often make the most sense.

He notes that Microsoft’s Power BI software—as well as other visualization and business intelligence applications— can do that for your data, providing the first layer for understanding. “It’s a complex thing to pull data and build graphs,” Wiens says. “But once you get it done and deliver that to a stakeholder—or up the chain to your boss—it clarifies how each piece of information is inherently connected to another.”

Starting Clean Wiens’ clients are drawn to his company primarily for data-integration solutions, something they don’t have the technical staff to develop themselves. Others come wondering about the potential benefits of integrating artificial intelligence (AI) into their data solutions. In many cases, these companies are putting the cart before the horse.

“A lot of companies aren’t ready to move forward with their data when they come to us,” he says. “Maybe, they just don’t have the right data available, or they don’t have clean data, or it isn’t consolidated in one place. So, it’s a mess.”

Getting that data to the point at which it is accurate and actionable may require a separate project of its own. Again, a business intelligence suite of programs can help. “Having a single platform that can extract, transform, and load that information into whatever you’re trying to do is one of the most useful things I’ve found,” says Wiens.

“Businesses will no longer need to manually piece together different AI tools; instead, AI-driven applications will handle tasks automatically.”

—David Wiens, founder and CEO, BPS AI Software “There are a lot of business intelligence suites out there. Finding the best fit just depends on your goals, how it can integrate with your core operating systems, employees’ level of technology understanding, and things like that. It is not difficult or costly to get your feet wet and figure out what you need in order to visualize and access your data so you can actually take action on it.”

Improved Intelligence Fortunately, technology, which has created the modern flood of data, has also led to one of the key solutions for actually using it: applications built on AI. Unless a company has unlimited resources and time, it truly is the only viable tool to analyze massive amounts of information, find patterns, and uncover important connections between different departments and functions.

Wiens believes AI will only grow in terms of its abilities and its integration with existing systems. Just what that will mean for productivity and other improvements throughout box plants remains to

be seen. “AI is evolving at an incredible pace,” he says, “making it difficult to predict exactly where the landscape will be even a few years from now.

“In the immediate future, I see multimodal models and chain-of-thought reasoning models driving the next major breakthrough: the rise of agentic AI systems that will fundamentally reshape how businesses interact with technology.”

Wiens explains that multimodal models can process and understand text, images, and speech together, making AI far more intuitive and context-aware, while chain-of-thought reasoning allows AI to break down complex tasks into logical steps, leading to more accurate and thoughtful decision-making. An agentic system is a system in which AI actively coordinates multiple functions without human intervention.

“Previously, these capabilities required a complex mix of programming and engineering, but modern AI models now have this built in. More importantly, users can see the reasoning process in real time—a major shift from the old ‘black

box’ AI model, where the system simply produced an output without transparency. AI can now detect inconsistencies, flag potential errors, and provide recommendations, significantly enhancing human-AI collaboration,” he says.

In addition, he sees so-called specialized language models gaining traction.

“Instead of relying on a single, massive AI model, we now have orchestrator models—AI systems that decide which specialized model or function to use for a given task,” Wiens says. “These systems can automate entire workflows, seamlessly pulling in the right resources, whether it’s running a complex analysis, retrieving data, or handling customer interactions.”

“The real game-changer will be integrating all these AI capabilities into a single, holistic system,” he says.

“Businesses will no longer need to manually piece together different AI tools; instead, AI-driven applications will handle tasks automatically. This eliminates complexity and lowers the barrier to AI adoption, allowing companies to scale AI without needing a large technical team.”

Data-Driven Benefits The desired result for all of this data integration and analysis is empowered decision-making, which can produce improved efficiency and productivity, enhanced customer service, scheduling and workflow flexibility, and a company’s overall adaptability.

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Wiens reports that clients’ data-based decisions have led to actions that do the following: • Merge sales, design, and request-forquote processes to better track trends, visualize key performance indicators, and enhance decision-making.

• Integrate marketing and delivery data into existing management systems.

• Digitize production reporting and preventive-maintenance data for improved efficiency and oversight.

• Integrate production scheduling with shipping and logistics data to create a more cohesive workflow.

“Each of these projects delivered efficiency gains,” Wiens reports, “but the last two also enabled consolidation of responsibilities and the ability to repurpose personnel for higher-value tasks.”

He believes these types of projects are particularly important, especially early in a company’s data journey, because they demonstrate to stakeholders and staff that technology-driven efficiency does not have to mean job cuts.

In fact, a more data-based approach may inform a company’s approach to hiring new employees. “It’s important to have team members who are open to new ideas and are willing to look at this data and maybe experiment with it internally to see where it can take you,” Gopakumar states.

“I think box plants can hire for that and motivate for that. It even might be worth it to bring in data consultants or advisors who can offer some insight for the business owner. What you don’t want is to have all of your advice coming from someone outside the company who is wanting to sell you something.”

Regardless of the tools a boxmaker ultimately chooses for data management, the ultimate goal is to employ those tools to harness the information at hand to drive wiser, more informed decisions throughout every aspect of the operation.

42 BOXSCORE May/June 2025

“Ask yourself what are the three or four key points of information that you really care about within any given process, the data that can make the most meaningful difference.”

—Gokul Gopakumar, vice president of technology and business development, SUN Automation Group “I think the industry is just now getting to the point of discovering how significantly all of this data can impact the bottom line,” Gopakumar states.

“When you take hold of this information and make it a valued piece in your decision-making and the way you run your operation, you can be far more customer-forward and far more flexible than your competitors. You can make predictive decisions or forecasting decisions with more authority than your competitors. There also is a good chunk of return on investment through

operational improvement. Without improving your sales, without improving your asset base, you could realize more earnings by lowering your own costs per thousand square feet.

“It can be a key differentiator for your business.”

Robert Bittner is a Michigan-based freelance journalist and frequent BoxScore contributor.

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WHEN ICE COMES KNOCKIN’ Manufacturers must do their due diligence in protecting their businesses

BY M. DIANE McCORMICK

Editor’s note: None of the content in this article should be considered legal advice.

Businesses should develop their own policies in consultation with knowledgeable legal counsel.

B

usiness and immigration laws have been intertwined for decades, but Washington, D.C.’s current immigration crackdown is making employers especially fearful of ICE agents arriving at the door.

“They’re looking for people who are unlawful in the United States,” says Aron Finkelstein, member and managing attorney at Murthy Law Firm in Baltimore. “And if they are unlawful or illegal in the U.S., then they are looking to see if they are working without authorization. That’s where employers have great concerns.”

44 BOXSCORE May/June 2025

Here, three attorneys share their views on how to prepare for and respond to the appearance of immigration officials.

In short, they say, get your I-9s in order, develop business continuity plans, and know your rights and responsibilities to the law and your employees.

The Documentation Picture Employers must complete I-9s, the U.S. Citizenship and Immigration Services’ employment eligibility verification, for every foreign-born person hired, regardless of whether the employee is a legal U.S. resident. The form documents the employer’s due diligence in confirming the employee’s identification and authorization to work in the United States through work permits (green cards) and passports from home countries.

“Those documents together show that the person has lawful permission to work in the U.S. and their identity,” says R. Andrew Quietmeyer, Esq., senior immigration and nationality law associate at Kelly, Parker & Cohen LLP in Harrisburg, Pennsylvania.

Employers can further protect against counterfeit IDs or mistakes such as transposed Social Security numbers through the voluntary e-verify procedure.

While U.S. Citizenship and Immigration Services (USCIS) administers the I-9 process, Immigrations and Customs Enforcement (ICE) is the hammer. ICE has long held the power to conduct audits and raids, but President Donald Trump’s second administration directives to prioritize noncitizens for removal have generated “a kinetic burst of energy” and encouraged agents to

find “people to put on planes,” says John W. Mazzeo, senior director and associate general counsel at Vertical Screen in Berwyn, Pennsylvania.

Businesses manifest in the outcomes because their workplaces are where those people are. And while ICE is the “scary agency” empowered to conduct raids, the USCIS Fraud Detection and National Security Unit (FDNS) can check employers for H-1B compliance, and the U.S. Department of Labor’s Wage and Hour Division can investigate to ensure employers are paying their foreign national employees properly, says Finkelstein.

Prepare Now for ICE Action Workplace immigration policies should be top priority in C-suites, say attorneys.

“The first thing you should do is know what you’re doing right now—knowing the playing field and educating yourself,” says Mazzeo. “Control what you can control.”

Businesses should get their files in order immediately and make the procedures for handling and administering them consistent and airtight across all locations. All documents should be current and, as far as the employer can determine, accurate. They include I-9s, the public access files required for H-1B, and agreements for F-1 visa students hired to work through the USCIS Optional Practical Training program.

Employers can’t control whether employees violate the terms of their stays, but they can stay on the right side of the law themselves. “If you don’t want to have a problem, don’t hire unlawful people,” says Finkelstein. “If you’re doing it right,

you’re not going to have employees who are at risk from your perspective.”

Businesses found to be noncompliant can minimize penalties by performing fixes such as creating I-9s, he adds, but be prepared for repercussions. One family-owned business watched its workforce plummet from 60 people to 19 after it asked employees for the documents needed to create its first-ever I-9s.

“I get that it creates major difficulties for businesses, but at the same time, the reality is that there are significant penalties for violations,” Finkelstein says. “We’re now talking about criminal penalties.”

Procedural diligence protects a business from criminal liability, penalties, and fines, but that’s just one side of the coin, Mazzeo says. The other side incorporates the impact of immigration policies and

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45

“If you don’t want to have a problem, don’t hire unlawful people.

If you’re doing it right, you’re not going to have employees who are at risk from your perspective.”

—Aron Finkelstein, member and managing attorney, Murthy Law Firm enforcement actions on business operations. “You have to answer both of them,” he says. “Sometimes, legal questions and risk assessments are heavily influenced by business operations.”

He suggested knowing the employment, immigration, and asylum status of foreign employees. Knowing their skills and schedules helps prevent schedule disruptions in case of someone’s sudden detention, deportation, or loss of work authorization.

“Don’t treat noncitizen employees any differently from anyone else, but understand that you might have to fill that hole pretty soon,” Mazzeo says. “Make sure you’re compliant. Understand your workforce. Prepare for the worst, and be concerned with business continuity. How am I going to open up the shop on day two?”

46 BOXSCORE May/June 2025

When ICE Appears In a climate of crackdowns, is it likely that ICE will knock on the door of boxmakers or suppliers? Perhaps not. Like any entity, ICE will concentrate on areas delivering the biggest bang for the buck—a group instead of an individual, a business with a history of infractions, and industries that traditionally rely on undocumented labor.

But ICE’s vigilance is heightened, and manufacturing sites can yield enough people to make an enforcement event worthwhile. Agents today could also be more likely to pursue individuals who come to their attention, perhaps for committing a crime or letting their work authorization lapse.

In general, ICE can engage with businesses through an I-9 audit or a raid, and employers should know about

the differences between them before they happen.

An I-9 audit is an on-site visit to scrutinize the validity of I-9s on file (and any business that doesn’t have them should compile them now, attorneys advise). ICE must provide three days’ notice. Businesses have the right to confine agents to designated spaces such as conference rooms and restrooms.

The business has 10 days to rectify infractions, perhaps by terminating any unauthorized employees or updating inaccurate documents. Chances are, ICE schedules I-9 audits “because they know something already,” perhaps through detaining multiple employees outside of work or getting a tip, says Quietmeyer.

“Your best bet as an employer is comply, comply, comply,” he says. “If there are

issues with the I-9, talk to an attorney to minimize the potential for fines.”

When ICE makes a surprise visit, including the dreaded raid, it’s imperative to know the difference between administrative and judicial warrants.

An administrative warrant is usually presented as U.S. Department of Homeland Security Form 200 or Form 205. It’s signed by an ICE agent and allows the agent to possibly detain any unauthorized worker they find in the business’s public spaces, but it doesn’t allow them into employee-only areas.

Employers have the right to ask agents bearing administrative warrants to wait in the lobby while they call their lawyers. Businesses must comply, notes Finkelstein, but compliance can amount to asking for a future appointment to discuss the agent’s concerns with a lawyer present.

In contrast, judicial warrants are court documents, signed by a judge, authorizing agents to access the entire premises. The employer can ask agents to wait until an attorney arrives, but agents don’t have to abide.

“If they come with a judicial warrant, then you have to step aside, and if you don’t step aside, a lot of guys dressed in green with big ICE letters on the back are going to walk in and step you aside,” says Finkelstein.

Finkelstein adds that employers in the H-1B program now sign the Labor Condition Application, attesting that they will provide H-1Bs to FDNS without a warrant and on demand. Employers can politely ask for a meeting with a lawyer present, perhaps noting that the information presented will be better, but delays risk triggering a domino effect of consequences—possible case denial,

reopening of approved cases, notice of intent to revoke approvals, and willful violator status that bars program participation. “The goal is to promote some type of conciliatory agreement,” says Finkelstein.

The Wage and Hour Division can demand access to files within 72 hours and will usually send a letter in advance, advising employers of a visit to review the wage files of H-1B workers.

During most actions, agents can talk to employees, but employees aren’t obligated to answer, other than producing identification when asked. ICE officers can detain employees listed in a warrant or those who provide, in Quietmeyer’s words, “articulable probable cause” such as trying to flee or providing an expired or non-U.S. identification.

The first person ICE agents will encounter, usually a receptionist or security guard, must be trained in

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“Your best bet as an employer is comply, comply, comply. If there are issues with the I-9, talk to an attorney to minimize the potential for fines.”

—R. Andrew Quietmeyer, Esq., senior immigration and nationality law associate, Kelly, Parker & Cohen distinguishing the types of warrants and in company procedure, which should begin with calling the boss and the attorney. “The gatekeeper has to have the confidence to ask a whole group of people with badges and guns, ‘May I please see the warrant?’ and see if it’s an administrative warrant or a judicial warrant,” says Quietmeyer.

Allow agents on the premises for as little time as possible, says Finkelstein.

When seeking a later appointment, ask them to put their request in writing for the attorney to answer. A letter puts the ball in ICE’s court, can delay or even erase the issue, and establishes boundaries around ICE’s requests. “Our job as attorneys is narrowing the scope and giving them as little as possible of what they’re asking for, because whatever you give, they’re going to put it under a microscope,” he says.

When ICE asks about a named employee, employers can’t sneak them out the back door, but must they hand over that person? The extent of engaging is a gray area and a question to be established in policy, in consultation with counsel, says Mazzeo. Conflicting considerations might weigh in the balance such as whether noncompliance can lead to license revocation versus the impact on production schedules if employees view the boss as a collaborator with law enforcement.

“What’s going to happen to the rest of my workforce tomorrow now that I turned over one of their co-workers to

48 BOXSCORE May/June 2025

ICE?” Mazzeo says. “How big can the hammer of justice be? I’m making that call as to how much we’re going to cooperate with any sort of investigation absent a subpoena or judicial search warrant.”

Employers aren’t legally bound to say that someone works for them or is on-site, and they don’t have to point agents toward items they ask for such as files or computers, said Quietmeyer. They also should not violate privacy laws by providing personal information such as addresses or Social Security numbers.

“People have this need to be nice and polite to officers,” he said. “They think they did nothing wrong, and so they should be cooperative, but they don’t have to be. However, ICE isn’t there to be your friend. Please be polite yet firm, be professional yet amiable, and be as compliant as you or your employer wants you to be.”

Internal Communications Employers will make mistakes and can’t predict the future, but they can “be upfront” with the workforce, says Mazzeo.

Sharing company plans and policies before ICE comes knocking “goes a lot further than hiding the ball.”

Employers walk a fine line between guarding employees’ well-being and collusion to circumvent immigration laws, so they must “make sure you don’t get any mud on your skirt as well,” says Finkelstein.

For example, benching H-1B workers without pay can lead to their deportation, and kindhearted employers might keep them employed without projects to work

on. However, a new rule allows FDNS to interrogate workers one-on-one—an intimidating situation in which the employee might talk and the employer gets slapped with a violation. “Even people who are just following their hearts are trying to be fair to the employee from their perspective, but the government looks at it from the other perspective,” he says.

5 Tips for a Raid Immigration attorneys offer these tips to safely navigate ICE events and their aftermaths: • Be respectful, even when declining to answer questions or provide access.

• Advise employees not to run. Fleeing gives agents probable cause for detention or arrest.

• Keep security cameras running and correctly time-stamped. After the event, make hard copies for the attorney. (As for the legality of recording audio and video on cellphones, get to know state laws, which differ.)

• Keep I-9s separate from other personnel documents. Otherwise, agents looking into a matter could opportunistically spot unrelated items that merit further investigation.

• Take notes during the event and immediately after. Write times, agents’ names, badge numbers, where they went, what they said, and their physical descriptions. Note employees involved or detained, your questions, and your statements, and sign and date the completed documents. “As an attorney, if I had these notes for certain cases, we could have challenged a lot more things,” says Quietmeyer.

M. Diane McCormick is a freelance journalist based in Pennsylvania.

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PLAN, TRAIN, COMMUNICATE When disaster rears its ugly head, boxmakers must take the necessary steps to ensure continuity

50 BOXSCORE May/June 2025

BY LIN GRENSING-POPHAL

D

isasters have been top of mind lately, especially given the devastating fires in Los Angeles. But manufacturers are at risk from a wide range of potential calamities—from natural disasters to cybersecurity breaches and more. And as we all learned during the COVID-19 pandemic, not all risks can be readily anticipated.

The key to protecting your company, its employees, customers, and other stakeholders is being prepared to respond, whatever type of disaster you may face, says Kate Pulio-Deighton, senior director of crisis and litigation communications with FTI Consulting, headquartered in Washington, D.C. “Regardless of what form it takes, any crisis could harm a company’s reputation, business continuity, stakeholder relationships, or future commercial opportunities,” she says.

Importance of Being Prepared Like death and taxes, disasters are difficult if not impossible to avoid. And in today’s always-on, always-online world, the news of disasters spreads fast.

“We live in a highly volatile digital age where bad news travels fast,” Pulio-Deighton says. “In these times of heightened online scrutiny, companies are often judged more by how they handle a crisis than by the crisis itself.”

Dan Pascale, CEO of COSECURE, headquartered in Philadelphia, agrees.

“Every organization, including manufacturers, must have a business continuity plan.

This involves identifying critical resources needed to combat disasters and ensuring the ability to respond and recover quickly.”

Few are prepared for such situations, though. According to findings from an FTI Consulting-sponsored Economist Impact survey of 600 general counsels and legal decision-makers at companies across North America, Europe, the Middle East, Africa, and Asia-Pacific with revenues of more than $1 billion, only about 30% of these businesses have prepared crisis communication playbooks with internal and external messaging. Almost 70% don’t have an identified ad hoc, cross-functional crisis response team or a preselected list of external crisis response advisers that can assemble easily when a crisis arises. Planning is a critical step for all manufacturers.

Amid a disaster, companies are faced with the prospect of addressing the disaster while also attempting, if possible, to keep the business operating.

That requires a focus on staffing, supply chain, and customer communications, and sometimes dealing with legal or regulatory agencies.

The time to consider how to respond— and who needs to be responded to—in a disaster situation isn’t while the disaster is unfolding. “Every manufacturer should have an up-to-date crisis management plan that explains how the organization will immediately respond to a crisis of any nature—whether that be a safety accident or act of violence at a facility, significant supply chain disruption, natural disaster, cyberseFail to Plan, Plan to Fail curity attack, technological failure, or Disasters can take various forms such as [U.S. Occupational Safety and Health human-caused disasters (e.g., workplace Administration] investigation,” says violence, terrorism, and supply chain disPulio-Deighton. ruptions) and technological disasters (e.g., This process, says Pascale, “should cyberattacks, IT failures, and power outidentify potential threats such as technoages). The impacts of each type of disaster logical or human-caused disasters, and will be different, affecting different parts ensure they have the necessary resources or aspects of a company’s operations, but to mitigate these risks.” the odds of being impacted by a disaster That’s what California Box I & II is are a reality for all organizations. working on, says President Chris Widera.

Impacts and costs are on the rise.

“We are currently in the process of Natural disasters, for instance, are more developing a comprehensive plan,” he says. common today than in the past. “In 2024, “While we have multiple backup facilities there were 27 individual weather and in place for our software programs and climate disasters with at least $1 billion in data, we do not yet have an official damages, trailing only the record-setting written backup plan for our machinery.”

28 events analyzed in 2023. These disasPlant locations, though, he says, are ters caused at least 568 direct or indirect strategically situated across the Southwest. fatalities, which is the eighth-highest “Our equipment and plant redundancy for these billion-dollar disasters over the are built into our operations at these past 45 years (1980–2024). The cost was locations. Having multiple plants within approximately $182.7 billion,” according a few hours is our contingency plan,” to National Oceanic and Atmospheric he says.

Association’s National Centers for While every plan will be different, Environmental Information. depending on where organizations are

BOXSCORE www.AICCbox.org

51

located and the types of risks most likely to impact them, there are common elements across all plans and processes for disaster recovery.

The Nitty-Gritty There are three broad elements of a disaster plan, Pascale notes: • Basic plan: an overview of company operations and how they will be managed during an emergency.

• Functional annexes: plans for securing facilities, recovery, and other critical functions.

• Hazard-specific annexes: plans tailored to specific threats relevant to the business.

CYBERSECURITY: A MODERN-DAY DISASTER REALITY Disaster preparedness planning, says Dan Pascale, CEO of COSECURE, should include the consideration of cybersecurity risks, which is a critical component of disaster preparedness. “Many attacks target organizations that are not well prepared, leading to significant financial losses,” he points out.

The Federal Trade Commission offers some advice for companies that are the victim of a data breach: • Report the breach to law enforcement and secure systems immediately to prevent further unauthorized access.

• Understand the breach’s scope and nature, and identify what information was compromised—either accessed or stolen.

• Notify affected parties whose information may have been compromised.

• Offer protection such as credit monitoring services and guidance on identity theft protection.

• Review and improve security practices to prevent future breaches.

• Communicate with stakeholders and be prepared for media inquiries.

The planning process should include input from various perspectives.

Typically, says Pascale, three to four departments should be involved in disaster planning efforts, including plant management, human resources, information technology, and communications.

In manufacturing settings, he says, “involving employees from different shifts in the planning process is important to understand their needs and perspectives during emergencies.”

Crisis management plans should be designed to provide direction to staff about how to respond, ensuring important activities are not overlooked.

Crisis management plans, says Pulio-Deighton, “should include clear escalation guidelines, crisis team structures, team activation protocols, contact information, roles and responsibilities, cross-functional ways of sharing information across the business, communications

“Involving employees from different shifts in the planning process is important to understand their needs and perspectives during emergencies.”

—Dan Pascale, CEO, COSECURE

52 BOXSCORE May/June 2025

channels, and approval processes, among other key components.”

Effective communication is crucial, Pascale agrees. “This includes using mass notification systems that can reach employees via radios or cellphones, ensuring timely, accurate, and useful information during emergencies,” he says.

Staff Training and Communication Simply having a plan is not enough. It’s important to communicate the plan to staff and to provide training, education, and drills to ensure they’re ready for action should a disaster happen.

“Tabletop exercises simulating real-world crisis scenarios should be conducted with teams on a regular basis to help build muscle memory in a lower-pressure, collaborative, and knowledge-building crisis-response environment,” says Pulio-Deighton.

Crises are generally unexpected and impossible to predict with certainty.

The best plans may fail to encompass every possible incident that could affect a business’s operations or reputation.

Because of this, she says, “strong, coordinated alliances among executive teams, boards, their organizations, law firm partners, and other expert advisers can be invaluable.”

Responding in a Crisis Effective crisis management requires swift and consistent communications that demonstrate accountability, promote transparency, and maintain trust with key stakeholders. From employees to customers, suppliers, distributors, regulators, lawmakers, and the media, stakeholder scrutiny presents considerable risk.

“Companies should be prepared to manage narratives during public interest events, using traditional media and social media effectively to control the message and reassure stakeholders,” Pascale says.

It’s important to respond quickly in any crisis situation, but that can be easier

“Strong, coordinated alliances between executive teams, boards, their organizations, law firm partners, and other expert advisers can be invaluable when preparing for and responding to crises.”

—Kate Pulio-Deighton, senior director of crisis and litigation communications, FTI Consulting said than done. “Immediately engaging legal counsel to advise is often a vital first step, as communications and legal teams typically work in lockstep during a crisis to ensure all communications are carefully crafted and legally vetted to mitigate risk and ensure alignment with the appropriate legal strategies,” says Pulio-Deighton.

In addition, she says, “during a crisis, a manufacturer must not only address the immediate fallout but also anticipate and prepare for any potential litigation, investigations, or long-term backlash. Planning for these potential scenarios can influence a company’s ability to respond efficiently and rebuild trust after a crisis.”

The reality, though, Pulio-Deighton acknowledges, is often that limited information is available in the initial days and weeks following a crisis. “A best practice for successful crisis response is to not prematurely communicate pertinent information like why a crisis occurred

before the details of the situation have been confirmed and vetted by the appropriate parties,” she says. “Failing to do so could result in confusion, damage trust, or introduce unnecessary legal risk.”

Communication during and after a crisis needs to be ongoing with regular updates. “It is critical to deliver timely updates to your key stakeholders and establish direct, two-way lines of communication with many of these audiences,” Pulio-Deighton says. “Even when there is not much to be said about the situation, expressing your commitment to keeping them informed—and following through on that promise—can speak volumes.”

Lin Grensing-Pophal is a Wisconsin-based freelance journalist.

BOXSCORE www.AICCbox.org

53

The Associate Advantage

Beyond the Slopes

BY JEFF DIETZ

JEFF DIETZ PAMARCO VICE CHAIRMAN JEFFREY.DIETZ@PAMARCO.COM

JOHN BURGESS PAMARCO CHAIRMAN JOHN.BURGESS@PAMARCO.COM

MIKE BUTLER DOMTAR PACKAGING SECRETARY MIKE.BUTLER@DOMTAR.COM

BRIAN FOLEY BOBST DIRECTOR BRIAN.FOLEY@BOBST.COM

TIM CONNELL AMERICAN CORRUGATED MACHINE CORP. IMMEDIATE PAST CHAIRMAN TCONNELL@ACM-CORP.COM

54 BOXSCORE May/June 2025

F

or decades, AICC has been the cornerstone of community and connection for the independent packaging industry, offering invaluable opportunities for education, networking, and industry advancement. While the national meetings draw well-deserved attention, AICC’s regional events and ski meetings play a unique and equally valuable role in fostering the kinds of relationships and industry dialogue that can’t always happen in a large ballroom.

The AICC West Coast Ski Meeting stands out as one of the most anticipated events on the Association’s yearly calendar. Combining the thrill of skiing with the opportunity for networking, these meetings blend work and play in a way that builds connections beyond the conference room. On the slopes, conversations flow more naturally, hierarchies fade away, and attendees connect on a more personal level, creating relationships that drive future business opportunities.

Industry veterans and newcomers benefit from the informal yet highly productive environment the ski meetings foster. Over the years, countless stories have emerged of partnerships born over après-ski gatherings and invaluable advice shared in the lodge between runs.

These conversations become the foundation for lasting professional relationships.

While the ski meeting is iconic, AICC’s regional events play an equally important role in strengthening the independent community. These gatherings provide targeted networking opportunities, allowing attendees to connect with peers who face similar regional challenges, whether it’s navigating workforce shortages, shipping hurdles, or shifting state regulations. With content tailored

to local needs, the programming is highly relevant and immediately applicable to attendees’ businesses. Additionally, regional events are more cost-effective and accessible for companies that might not have the budget or flexibility to attend national meetings, ensuring the educational and networking benefits of AICC are available to all members, regardless of company size or location.

The ski meetings and regional events contribute to a culture of trust and openness that is rare in many industries.

In these more intimate settings, attendees are more likely to share challenges, ask for advice, and offer solutions, strengthening AICC’s signature sense of community.

This camaraderie and collaboration is especially valuable for independents that often rely on their peers for guidance on navigating everything from technology upgrades to succession planning.

These meetings foster the comfort and familiarity that makes these honest exchanges possible.

For new AICC members, regional events and ski meetings offer easy entry points into the broader AICC community. Attending can feel less intimidating than a national meeting, helping new members find their footing, build initial connections, and see the value of AICC membership firsthand.

AICC’s regional events and ski meetings are more than just opportunities to learn and network. They are touchpoints that reinforce the independent spirit and keep members connected in ways that directly impact their businesses.

Jeff Dietz is vice president of sales and marketing for North America at Pamarco and vice chairman of AICC’s Associate board.

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Strength in Numbers

Macroeconomics vs.

Microeconomics for Converters

BY MITCH KLINGHER

T

he famous 19th century Scottish author Thomas Carlyle referred to economics as “the dismal science,” and although there is much speculation as to why he coined this disparaging phrase, it does seem like economists are always forecasting doom and gloom.

In reality, economics does not really rise to the level of a “science” in that its assertions and underlying principles cannot be proved by employing the scientific method, so it has been relegated to the status of a “social science,” which is defined as a branch of academic study that deals with human behavior in its social and cultural aspects. Right now, a lot of doom and gloom is being predicted for the overall economy and its corrugated packaging segment.

Market analysis is a macroeconomic analysis that examines market size, competitors, pricing, and customers.

It includes quantitative data about market conditions and customer behavior, and discusses the state of a particular industry. Microeconomics is the branch of economics that considers the behavior of decision-makers within the economy such as individuals, households, and firms.

Let’s take a look at the current macroeconomic state of the containerboard industry market: • The year 2024 was characterized by very little growth in corrugated box shipments; those levels are close to what they were six or seven years ago.

• More than 2.5 million tons of recycled linerboard capacity has entered

56 BOXSCORE May/June 2025

the North American marketplace; even more virgin linerboard capacity has been removed.

• Worldwide containerboard markets have tremendous overcapacity—possibly 30 million tons—and foreign containerboard has begun entering North America in volumes never before seen.

• Notwithstanding the sluggish demand for containerboard and the oversupply in almost all markets, Fastmarkets RISI has recognized two price increases in the past nine months. Forty-two-pound kraft containerboard now has a list price of approximately $950 per ton, and recycled liner is reported to be selling approximately $100 per ton less. Many deals are likely being transacted at a deeper discount.

• The Institute for Supply Management has reported that its manufacturing price market index is below 50 and dropping, which generally indicates a contraction in the manufacturing sector of the economy.

• The price of old corrugated containers, the basic raw material for recycled paper, continues to drop and is at its lowest levels in years.

• Pulp, the basic raw material for virgin paper, is similarly at low levels.

The price of the basic raw materials for making paper is low, and the high inf lation that has characterized the other major costs of papermaking companies (utilities, wages, delivery, etc.) has ended. Costs are down

significantly, supply is still high, and demand continues to be low. Classical and Keynesian economic theory hold that when demand is low and supply is high, prices should be declining.

With costs also declining, it becomes more and more difficult for converters to go to customers and ask for price increases. Yet, prices are increasing and getting closer and closer to $1,000 per ton. No one knows at what levels customers will begin to move their packaging choices to other materials, but $1,000 per ton may the “Rubicon” that, once crossed, will begin to accelerate this thinking. Although I am not a proponent of def lation in the prices for paper-based packaging, the acceleration of the price beyond the inf lation levels seen in the rest of our economy will likely become problematic if this trend continues.

In the face of all of this dismal macroeconomic news, I still see a vibrant and profitable business that continues to thrive and prosper. The microeconomic decisions that companies have made in the past few years have largely been responsible for this.

Microeconomic theory holds that producers should seek to operate at the low point of their long-run average cost curve. Doing this will maximize the economies of scale that are available to them. While this nebulous concept is hard to envision in real life (I don’t know of anyone who actually has a published long-run average cost curve), most independent packaging companies have used the large profits they made during the COVID-19 pandemic

SupplyOne, Inc. Newtown Square, PA

Announces they have acquired

Gulf Packaging,Inc. Bay Minette, AL

MITCHELL E. KLINGHER acted as financial advisor to the sellers

580 Sylvan Ave, Suite M-A Englewood Cliffs, NJ 07632 (201) 731-3025 Fax (201) 731-3026 mitch@KlingherNadler.com

Strength in Numbers

to invest in their businesses. These investments will lead to a reduction in their long-term average costs and thus increase their long-term profit potential. They have stronger balance sheets and have more efficient plants, better equipment, and improved systems, and are better prepared for the future. They understand their niches well and continue to exploit them. Independent converters take on the difficult business that requires multiple machine centers, high graphics, tight tolerances, hand work, smaller quantities, and tighter delivery time frames. They aren’t simply setting up their equipment and letting it run all day and night on a smaller number of orders.

When I first got involved in this business, the rule of thumb was that the independent sector of the business

accounted for approximately 20% of all shipments. At the end of the day, the more difficult orders are generally better served by independent companies, which are not constrained by trying to fill up their paper mills, and while larger companies will often try to take this type of business, it usually ends up coming back to the independent converters. No one really knows what the percentage of the marketplace for packaging is currently being serviced by independent companies, but I see more data than probably anyone in the U.S., and based upon what I see, their businesses are growing. I have results from the four CEO groups that I facilitate, and although this is hardly a valid statistical survey of independent converters, this group of about 35 companies showed a growth in volume for 2024 over 2023 of approximately

7%. That’s not bad for a year in which the industry showed almost no growth at all.

No one can predict the future effects of tariffs and the trade wars they may trigger. The supply of containerboard is still sorting itself out, and I expect to see more mills shuttered in the future if demand does not begin to increase. Irrespective of any of this, from what I see, the independent sector is vibrant and growing, and the decisions they have made in the past few years should help this continue well into the future.

Mitch Klingher is owner of Klingher Nadler LLP. He can be reached at 201-731-3025 or mitch@klinghernadler.com.

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Foundation for Packaging Education

Take the Next Step for Our Industry’s Knowledge

W

hat an incredible time it is for packaging education at AICC. Packaging University has been reorganized into nine distinct colleges with specific and relevant courses of study in a broad range of topics. The advent of artificial intelligence has streamlined and increased the cadence of the delivery of new courses and translations. AICC is educating more industry team members than at any time in its long history of providing this member benefit. It’s a good thing that AICC’s Packaging University offers over 150 courses—and counting.

Offering prospective and existing employees a robust education and training program has been well proven to attract and keep talent. AICC makes this

60 BOXSCORE May/June 2025

all possible by engaging with members, need your support. You can pledge $100, educators, and the latest technology $1,000, or $10,000—any amount you to keep its programming leading-edge, would like as a one-time or multiaccessible, and measurable. The foundayear donation. tion ensures there is provenance for AICC The important thing is that you should to accomplish its mission. participate with the others who have What is missing? You. already committed to your success.

The Foundation for Packaging Visit www.packaginged.com or scan the Education’s donor list numbers approxQR code on this page to get started. You imately 50 companies and individuals. will be glad you did.

AICC has a member base of nearly 500 converters and suppliers. The work of the foundation and Scan the QR code to make your AICC is the success pledge to the Foundation for and growth of all of Packaging Education. the enterprises in our great industry. We

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ICPF Funds Sustainability Initiative at Michigan State University

A

collaborative research and education program focused on the sustainability of corrugated packaging is underway at Michigan State University (MSU) thanks to grant funding provided by the International Corrugated Packaging Foundation (ICPF).

Amin Joodaky, Ph.D., assistant professor at MSU’s School of Packaging, is establishing a collaborative and interdisciplinary team at the packaging school to focus on enhancing the sustainability of corrugated packaging through research and the education of students on this material. The project, driven by faculty members, students, technicians, and support staff, will involve a period of investigation and study followed by the creation of real-world packaging solutions. Students also will participate in an industry-specific workshop on corrugated box mechanics, design, and testing. Overall, the initiative will foster innovation and encourage students to pursue careers in the corrugated packaging industry or conduct research in this field.

Industry companies also will take part in the program, helping to direct studies and research and providing MSU students with valuable industry exposure as guest speakers, experiential tour hosts, and more. Green Bay Packaging has already signed up to participate.

“ICPF was excited to provide funding to Michigan State University on this rewarding and worthwhile program,” says Caitlin Salaverria, ICPF president. “Not only will the funding provide solutions for real-world corrugated packaging

62 BOXSCORE May/June 2025

applications, but students will also be equipped with practical packaging design skills enhancing their readiness for industry careers and will build valuable connections and networks with corrugated industry companies.”

“This ICPF-funded program provides students with a valuable opportunity to gain hands-on experience in corrugated packaging design, research, and industry practices,” adds Joodaky. “By integrating education, workshops, and networking, the initiative helps prepare students for careers in sustainable packaging. We appreciate ICPF’s support in making this program possible, facilitating both technical training and industry connections that will benefit students as they enter the field and careers.”

The program is set to be completed later in 2025.

“As an industry-sponsored foundation, ICPF has worked for 40 years to advance student and faculty knowledge of the industry and to promote development of a highly trained workforce,” says Salaverria.

“We’ve provided over $14 million in donations of equipment and grants to universities through our University Awards Program and look forward to continuing our efforts over the coming years.”

Caitlin Salaverria is president of ICPF.

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The Final Score

Travel During a Time of Tariffs

I

had the great pleasure to travel north of the border in mid-March 2025 to visit with AICC Canada members and prospects. Thanks to AICC Canada President George Perreira of Moyy/Whitebird and the converters we visited for their hospitality and their time.

I was aware I was going to Canada at a time when our members there are experiencing added pressures because of the United States’ imposition of tariffs and their on-again, off-again nature.

We had several good discussions regarding the effect of tariffs on the realities of the paper and box business north of the border.

It is apparent that the uncertainty created by the ongoing tariff situation among the U.S., Canada, and Mexico is taking a toll. Certainly, AICC members are resilient, and while sharing their concerns, they also are fiercely determined to compete regardless of the obstacles.

It is that attitude that I wish those making decisions in the Trump administration could see. Small businesses feel the effects of tariffs far more than larger corporations because they just have fewer options at their disposal to respond.

I am not suggesting that there are not issues with the U.S.-Mexico-Canada Agreement as it exists. However, I do not think the tactics being used by the administration are appropriate ways to negotiate with our friends. Retaliatory actions are not the right path for any of the players.

I am not alone. A recent Navigator Research survey found that 68% of Americans believe the proposed tariffs will increase consumer costs, with 49% opposing their implementation. The polling is consistent with the documented historical view on tariffs, which shows they reduce domestic productivity and cause higher consumer prices.

AICC deals with numerous issues that affect our members. Once again, visiting members who are dealing with the issues in real time is a revelation into members’ planning and preparation to deal with the matter. I truly admire the spirit of the independent!

AICC keeps members informed on all that is happening around tariffs. We update information on our website and in our weekly e-newsletter, inBox. Our partners, the American Forest & Paper Association and Council of Manufacturing Associations, are advocating in Washington, D.C., on behalf of trade policy that makes sense for our industry and manufacturers, respectively.

AICC believes in free and fair markets for our members and their customers. We believe the U.S. should meet and negotiate with partners in good faith.

Michael D’Angelo AICC President

64 BOXSCORE May/June 2025

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