If you’re on a Galaxy Fold, consider unfolding your phone or viewing it in full screen to best optimize your experience.
Credit Cards
Banks
Brokers
Crypto
Mortgages
Insurances
Loans
Small Business
Knowledge
Construction management software includes many different types of platforms, from all-encompassing solutions to tools that focus on one aspect of construction. This guide will help you find some of the best construction software platforms out there and provide everything you need to know about which solution may be best suited for your business.
Ranking construction management software isn’t easy because in this industry, everyone needs something different.
Construction management software is a broad category. Some platforms — like Procore and RedTeam — are all-encompassing solutions that cover every aspect of construction management, from bidding to the last coat of paint.
Others, like Raken and BIM 360, focus on one aspect of construction such as daily reporting, document management, or building design. While they handle these tasks well, you might be disappointed if you were hoping for a construction project management solution that can handle all aspects of your job — or, at the very least, you’ll have to pay extra to get other software that can supplement it.
And still others, like CoConstruct, are focused on only certain types of construction. As a result, a solution may include some construction management tools you don’t need yet and be lacking in some you do.
All of that is to say that, while we can rank these software solutions by how well they do as general construction management platforms, it’s important for you to dive into the reviews to determine which solution best fits your business.
CoConstruct is currently our top-rated construction software option thanks to the fact that it’s very easy to use, covers all aspects of construction management, and offers good customer support. CoConstruct is packed with features, and most companies should be able to afford its price tag.
CoConstruct is aimed at homebuilders and remodelers, so those in commercial construction may not get as much out of the software.
However, many of its features are based on what every construction manager needs, such as bids, change orders, project scheduling, communication with clients and subcontractors, documentation, and more.

CoConstruct’s change orders page. Image source: Author
Key feature: Change orders can be a pain, so one of the welcome aspects of CoConstruct is the fact that it’s easy to create change orders. Also, you can get sign-offs from clients virtually, preventing unnecessary hold-ups.
While PlanGrid isn’t a comprehensive construction management platform — instead focusing more on the document management aspect of things — it’s a strong software option for those looking to more easily store, share, and edit blueprints and drawings.
The software is easy to use and boasts solid customer support. If you need a platform that can manage a mess of paperwork, you can’t do much better than PlanGrid. Just be prepared to pay for additional software that can handle other aspects of construction management to supplement it.

PlanGrid’s blueprint editing tool. Image source: Author
Key feature: The ability to mark up plans and drawings is definitely a standout feature. The software eliminates the need to pass around PDFs via email and helps manage the clutter every construction manager has to deal with.
Raken is primarily focused on tracking a project and daily reporting, so it may not handle all aspects of construction management, but it will help any manager stay on top of an ongoing project. It also scores well in terms of ease of use, and it will help with time cards and safety training as well.
You can sign up for a free trial, and it’s relatively inexpensive, so it’s a good option for those with a limited budget who want to make sure they’re making the right choice before fully committing. The software integrates well with other construction platforms such as Procore or Oracle’s Aconex.
It also has one of the best construction project management apps out there if you prefer to operate off your mobile device.

Raken’s main activity feed. Image source: Author
Key feature: Daily reports are the bread and butter of Raken. You’ll be able to track time and products, upload photos of the job site, and make notes, all while operating from the cloud.
RedTeam is another all-encompassing construction management solution that can help you with everything from managing your bids to actually running the project.
Its price tag makes this option more suitable for large enterprises, but if you can afford it, it offers the features you’ll need to run a construction project end to end.
RedTeam is primarily geared toward those in commercial construction and offers features ranging from financials and design to scheduling and field reporting.

RedTeam’s manage opportunities tool Image source: Author
Key feature: Unlike a lot of construction software solutions, RedTeam offers sales and construction marketing tools, including an “Opportunities” section that allow you to manage customers.
Buildertrend handles all aspects of a construction business and has an intuitive dashboard that you’ll pick up quickly. Its customer support is a big selling point, as you’ll get assigned a coach who will help with onboarding and technical issues.
For mid-sized firms to large enterprises, the pricing is attractive — but for very small contractors, it’s a bit on the high end. This software is ideal for juggling multiple jobs at once, with a dashboard that makes it easy to manage a team of workers.
Buildertrend also has a sales module, which is not something offered by all software platforms.

BuilderTrend’s project dashboard. Image source: Author
Key feature: Builderetrend’s jobs menu does a great job of putting everything you need to know about a project in front of you. It’s easy to navigate between jobs, and you can always dive into more detail if you want to.
When it comes to features, Procore can’t be beat. This giant in the construction software industry offers powerful software that will help any construction manager handle complex projects. It’s expensive, but there are few options out there that do a better job of managing all aspects of a construction project.
Procore may actually offer too much if you’re just a small construction company with just a couple of people, so it’s best to get a demo first to determine if it suits your needs.

Procore’s custom reports tool. Image source: Author
Key feature: Procore’s custom reports are impressive. You can create reports by dragging and dropping specific data points, which means there are nearly unlimited ways to break down data and spot opportunities for improving your business.
Sage 300 Construction is packed with powerful features, although it does come with a steep price tag.
It’s a Windows-based platform rather than cloud-based, which may be a dealbreaker for some construction managers, but it will offer just about every functionality you might need as a construction manager, whether that be change orders or human resources or even inventory management.

Sage 300’s main dashboard. Image source: Author
https://www.youtube.com/watch?v=kOLcLTgqVqk
.
Key feature: Sage’s financial tools make life a lot easier for construction managers. You can get an overview of your financial performance, and the software will send you an alert if, for example, the project drops below a profitability threshold.
BIM 360 is narrowly focused on the architectural and engineering side of construction, so it won’t meet all the needs of a construction manager.
However, it handles its core function really well, allowing you to do extensive modeling of your project and ensuring everything is designed properly at the outset so you don’t run into problems in the middle of the project. There’s a bit of a learning curve, but fortunately, it has strong customer support to help you.

BIM 360’s project management page. Image source: Author
Key feature: BIM 360’s publishing and viewing functions are top notch. The software can handle any file type, and you can share these files with anyone who has the proper permissions. The software also enables you to track updates and view previous versions.

Construction management software tends to vary greatly — some focus on being an all-encompassing solution for construction managers, while others aim at excelling in one particular area, such as document management or job monitoring.
As a result, comparing them can be tough. However, we’ve settled on these three aspects in particular when it comes to our reviews.
The job responsibilities of construction managers can vary significantly, but almost all of them deal with project management. As a result, we look for software that handles important aspects of project management such as scheduling and job site monitoring.
Software that doesn’t deal with project management because it focuses more narrowly in other areas won’t score as highly in our “features” category, even though those solutions may have plenty of customers who are perfectly happy with the product.
More than many other software categories, construction software varies widely in terms of pricing — not just in terms of how expensive it ultimately is, but also in the pricing structure.
Some sell monthly subscription fees, others make you pay an annual fee based on how many users you have, and still others will let you just purchase the software and price it based on how many “modules” you buy.
We’ll break down the pricing for each option so you can figure out how much you’ll probably end up paying.
No matter the industry, ease of use is of the utmost importance when it comes to software. It doesn’t matter how powerful it is — if you can’t figure out how to use it (or if it will take months to get your crew to figure it out), the software will be a net negative for your business.
A total of 40% of the score for each of the software options is based solely on how easy and intuitive we found that platform to be.
Why spring for construction management software? Why not just keep using a spreadsheet? There are a number of tremendous benefits you might not know about.
The ability of construction software to handle document management alone will save a huge amount of time. Many software options will manage your blueprints and permits in one place, and make it easy to share them so you’re not passing around PDFs or PNGs via email.
When a project runs into a problem, such as necessary materials being unavailable or not enough workers for a project on a specific day, you end up with delays, and that means money wasted.
If you want to increase your bottom line, the best way to do it is to implement a software solution that will make you more organized and efficient.
Have you ever made a huge mistake with payroll, or misplaced a permit you need in order to proceed with a project? That can cause major problems for your business. Software keeps all of this organized and ensures you’re not missing anything.
DP Taylor has a passion for good business software and wants to help software users find the solution that best fits them. He likes to understand people’s personal and business needs and figure out how software can solve problems. When he’s not studying the world of business, he can be found hiking.
We’re firm believers in the Golden Rule, which is why editorial opinions are ours alone and have not been previously reviewed, approved, or endorsed by included advertisers. The Ascent does not cover all offers on the market. Editorial content from The Ascent is separate from The Motley Fool editorial content and is created by a different analyst team. The Motley Fool has a Disclosure Policy. The Author and/or The Motley Fool may have an interest in companies mentioned.
The Ascent is a Motley Fool service that rates and reviews essential products for your everyday money matters.
Copyright © 2018 – 2022 The Ascent. All rights reserved.

source

source

Canopy Workflow introduces new industry-leading automation to streamline and simplify workflow processes for accounting firms
DRAPER, Utah–(BUSINESS WIRE)–Canopy, the leading cloud-based practice management platform for accounting professionals, today announced the availability of new automation enhancements to its Workflow software. Canopy’s Workflow automation helps firms streamline the delivery of accounting services by reducing manual, repetitive processes leading to increased efficiency and accuracy.

By incorporating automation across accounting firms’ workflows, professionals have better visibility of their processes, optimize their time to get more done, and are able to use the time saved to focus on higher-value and more profitable efforts. The robust capabilities of Workflow automation are also extremely effective as a holistic practice management solution, working across the firm to ensure information is retained and the user experience is simplified.
“As accounting firms grow, they experience more complex workflows due to more clients, more internal staff, more projects, and ever-changing regulations. Managing these complexities can be time-consuming, but these new features make that experience significantly easier for firms,” said Larry Furr, Chief Product Officer, Canopy. “These updates are part of our continuous endeavor to make accounting processes as easy as possible for professionals in the industry. Workflow automation will drastically reduce time spent on a myriad of tasks and is built directly within the Canopy Practice Management suite.”
Automation
These new enhancements improve the experience of Canopy’s Workflow by allowing professionals to set automated rules for tasks based on conditions and the desired action. For example, workflow users can choose to assign a team member a specific task directly after a previous subtask has been marked as complete, helping ensure staff only see tasks they are able to work on.
Additionally, these updates will:
About Canopy
Canopy is an award-winning, cloud-based accounting practice management software suite designed to increase efficiency and boost revenue for accounting firms. It offers tools for client management, document management, workflow, and time & billing, as well as specialty compliance solutions that help accountants obtain IRS transcripts and resolve notices quickly. Canopy was ranked by Capterra as the #1 Top Performing Accounting Practice Management Software in 2022 and included in The Women’s Tech Council’s 2022 Shatter list, highlighting Canopy’s inclusive and diverse culture of innovation and well-being. Canopy’s solutions are SOC2 certified and data encrypted to ensure personal information is secure. Connect with us @CanopyTax and https://www.getcanopy.com/.
Jenny Olson
mPR, Inc. for Canopy
310-773-2568
jenny@mpublicrelations.com
Jenny Olson
mPR, Inc. for Canopy
310-773-2568
jenny@mpublicrelations.com

source

source

To log into your PLUS+ account, enter the email address associated with your PLUS+ subscription below:
For PLUS+ subscription assistance, contact customer service.
Not a PLUS+ Subscriber?
Become a PLUS+ Subscriber today and you’ll get access to all Supply Chain Management Review premium content including:

• Full Web Access
• 7 Magazine Issues per Year
• Companion Digital Editions
• Digital Edition Archives
• Bonus Email Newsletters

Subscribe Today!

• Full Web Access. All feature articles, bonus reports and industry research through scmr.com.
• 7 Magazine Issues per year of Supply Chain Management Review magazine.
• Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.
• Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.
• Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That’s less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.
For assistance with your PLUS+ subscription, contact customer service.
* Prices higher for subscriptions outside the USA.
Email: [email protected]
Phone: 1-847-559-7581
Fax: 1-847-564-9453
Mail: Peerless Media, PO Box 677, Northbrook, IL 60065-0677 · USA
Make checks payable to “Peerless Media” for all subscriptions.

Click here to log back in again.
For PLUS+ subscription assistance, contact customer service.
Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.
To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)
Become a PLUS+ subscriber and you’ll get access to all Supply Chain Management Review premium content including:

• Full Web Access. All feature articles, bonus reports and industry research through scmr.com.
• 7 Magazine Issues per year of Supply Chain Management Review magazine.
• Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.
• Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.
• Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That’s less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.
Already a PLUS+ subscriber? Log In Now.
To begin or upgrade your subscription, Become a PLUS+ subscriber now.
For assistance with your PLUS+ subscription, contact customer service.
Please recheck your login information and resubmit below.
For PLUS+ subscription assistance, contact customer service.
Editor’s Note: The following article is the unedited verion of “Realizing the full potential of supply chain resilience surveys,” a feature from the November 2022 issue of Supply Chain Management Review. The original version contains more of the authors’ research.
Abstract
At a time when massive shocks such as the COVID pandemic and semiconductor chip shortages continue to disrupt supply chains around the world, multiple market research and consulting surveys have been conducted to identify supply chain resilience strategies. However, it is difficult for managers to develop actionable strategies based on findings from such surveys, because of a lack of context of the reported decisions and because the results are aggregated over multiple levels. In this article, we analyze how such surveys can be adjusted to reveal more differentiated findings. Two recommendations have been identified: Using the supply chain as the unit of observation and adding questions to understand the operational context of the supply chain. We then illustrate the recommended methodology with three company examples.

Key words: supply chain resilience, consulting surveys, supply chain archetypes, operational characteristics
Business resilience in the context of supply chain management has become a top priority for most companies in response to the massive disruptions caused by the COVID pandemic and subsequent developments such as the chip shortage and bottlenecks in global logistics systems. Many supply chain executives are looking to develop a long-term strategy to increase their supply chain resilience since new uncertainties and major disruptions, such as the Russian invasion of the Ukraine, continue to arise.
This has led many market research and consulting companies to investigate the impact of such disruptions and to explore potential strategies to cope with them. Over the last two years multiple supply chain management surveys have been launched to discover supply chain resilience strategies. However, it has been difficult to develop actionable strategies based on insights from such surveys. This suggests that there is a need to deepen our understanding of how to interpret survey results as well as how to re-design them in order to explore supply chain resiliency.
Surveys on supply chain resilience typically use the totality of all companies in their sample as their unit of analysis, i.e., a typical result would be “x% of all companies regionalize their supply chain”. In some survey reports industry specific differences are analyzed. This can lead to interesting insights for managers and scholars. However, companies operate within idiosyncratic environments and thus there is a need for more differentiated guidance. Executives need to define strategy decisions to achieve resilience at the individual supply chain level, taking the specific challenges and constraints of their company environments into account. Thus, there is a gap between the level of analysis that is needed for decision making to support resiliency and the level of analysis that is typically provided. We call it the “unit of analysis gap”.
In this article, we want to show how this unit of analysis gap can be bridged with two steps, so that executives can benefit most effectively from survey-based insights. The first step does not require any change to the current format of the surveys since it is based on breaking down existing survey insights to the industry level. The second step requires asking additional questions in order to uncover insights at the supply chain level.
Figure 1 illustrates the concept of the “unit of analysis gap”.

Figure 1.
We were given the opportunity to collaborate with Gartner, one of the leading supply chain research and consulting companies, on the development of their 2020 global supply chain agility1 and resilience survey. Their report, “Future of Supply Chain: Crisis Shapes the Profession”2, is based on the results of that survey. We used the published report and additional access to some of the survey data3 to illustrate how survey results can be enhanced through the two steps noted above, leading to more differentiated and relevant insights.

We have grouped our findings into three parts. The first part documents the advantages of this type of survey and why researchers and managers should see them as an important source of valuable information that is relevant to mitigating the risks present in the current supply chain environment. In this section, we outline the conclusions drawn from reviewing the survey data and comparing the results to other survey-based reports.
The second part shows how survey data can be broken down and further analyzed at the industry level. We used additional data, based on the survey responses, that we received from Gartner, to show how further analysis can lead to additional industry-specific insights.
In the third section, we explain our recommendations for how to conduct future supply chain resilience surveys in order to generate supply-chain specific insights. We provide three company examples, whom we interviewed, that illustrate our methodology and our conclusions. The Henkel supply chain example illustrates the value of having a supply chain as the unit of analysis. The two Nike supply chains show that two different supply chain archetypes can exist within one company. Finally, the Infineon supply chain example shows that the operational context of the supply chain in certain industries can limit the option space to such an extent that only one feasible supply chain configuration remains.
Advantages of supply chain surveys
In this section, we discuss how surveys on resilience can support both supply chain practice and research. In particular, we discuss what can be learned from them with regards to resiliency. Consulting surveys and reports are a valuable means for discovering the perspective of practitioners concerning timely topics. Their value is based on the ability of consulting companies to reach a wide pool of respondents and their resources to conduct such surveys in a timely manner. This allows them to quickly generate large data sets that make drawing general conclusions derived from current practice feasible.

We have compared the results of 12 consulting surveys on supply chain resilience from May 2020 to July 2021 (see Appendix A for a summary of survey details) and found that there are some recurring messages in the survey reports. In Figure 2 we have summarized ten insights related to supply chain resilience that we found in multiple independent surveys. For example, all reports mention that a digital transformation through investments in IT infrastructure is a key enabler for becoming resilient. A Deloitte survey4 found that 78% of respondents view enhancing IT infrastructure to be a top operating model priority. In another survey5, 91% of the 715 managers responding strongly agree or agreed to “Effective investments in digital technologies and analytics will help companies recover faster from the impacts of COVID-19”. Moreover, a survey from Allianz6 showed that highly digitized companies took significantly more actions to mitigate disruptions compared to less digitized ones.

We note that 11 out of 12 survey reports conclude that changes to the current supply chain setup are needed for most companies. According to Gartner2, 40% of executives believe that their current supply chain is not able to cope effectively with short- to medium term challenges. Other surveys from our sample found that 65% of respondents7 said that they actively invest in regionalizing and localizing their manufacturing base or that 82% agree with the statement “Our supply chain footprint has shifted notably because of COVID-19”.
Thus, these consulting reports document similar developments when it comes to beliefs and actions of global supply chain managers8. The findings are interesting and relevant as they give an overview and cross-check of how managers think. Moreover, due to the large sample size, the survey results support making general statements about current management thinking. The insights also can be used as a starting point for scholars to examine resiliency in more detail and to develop analytical resilience models.
Generate industry insights through further analysis
In this section, we show how breaking down results to the industry level reveals interesting insights. Being resilient indeed does mean something different for each supply chain, as each company needs to balance different types of risks while minimizing overall costs. The “right” trade-off depends on individual circumstances such as regulatory requirements, geographic supply constraints, partner ecosystems, or risk appetite.

However, this is the first of two steps to bridge the gap between the general conclusions which are oftentimes found in consulting reports and supply chain-specific insights that managers require. Through this first step some questions can be answered. For example, are most companies in my industry implementing the same set of strategies? Do other executives in my industry share my beliefs regarding resilience? Why are some companies not investing in resilience?
Generating industry level insights can be done without any changes to the current format of most surveys, as usually the respondents are asked to specify the industry their company is competing in. We use the Gartner report as an example of how to conduct further analysis that can lead to additional industry-specific insights.

Example: Gartner survey
The annual Gartner survey, which is the survey we analyzed in this paper, is one of the leading and most relevant supply chain surveys, because of its global reach, large sample size, and the quality of its respondents. We observed that 1049 from a total of 1346 respondents work in operations and are a board member, director, vice president, or manager. Moreover, the respondents came from 18 different industries, which represents a good cross-section of all companies, while excluding industries such as Services, Software, and Finance. Thus, the survey is well suited for examining supply chain related topics at a general level.
To identify additional insights, we conducted further analysis through three cross-tabulations of the reported survey questions responses that Gartner provided for us, and which were not included in the survey findings report. All three cross-tabulations can be found in Appendix B9.

Resilience strategy deployment by industry
The first cross-tabulation analyzes industry-specific differences in investment decisions that have already been implemented and are not just intended. The table shows the total number of respondents per industry and how many of them indicated that they were currently investing in one of the sixteen agility and resilience strategies identified in the survey. Respondents that only intend to invest in the next two years were excluded, as intension does not necessarily translate into real action, which is what we want to focus on.

The results of this cross tabulation show that there are significant differences in supply chain resilience strategies that were implemented across industries. For example, only 30% of managers from automotive companies reported that they shifted manufacturing from one region to another, while 61% of high-tech executives reported that they have done so. Moreover, the results show that chemical companies and automotive companies have implemented significantly less in resilience strategies than the other industries.
Chemical companies reported that they have diversified their supply base (-20%points compared to average), increased inventory (-22%pts.), or outsourced (-17%pts.) far less than all other industries to become more resilient. These results can be explained by the particular setup of many chemical supply chains being asset-intensive and continuously flowing. Automotive companies seem to shift manufacturing capacities (-18%pts.), deepen collaborations with key suppliers (-16%pts.), and use demand sensing technology (-18%pts.) far less than other companies.
Their asset intensive production explains the lacking flexibility of production capacities. Having more purely transactional relationships with suppliers might explain why it is especially challenging for the automotive industry to secure enough of the supply-constrained semiconductor chips. We only mentioned some examples as this is not the focus of this article, however, more interesting insights can be found in the data.
Supply chain beliefs by industry
The second cross-tabulation looks at how managers’ beliefs or perspectives concerning factors or trends that can impact supply chain agility and resilience strategies vary by industry. The table is based on fourteen different belief statements and asks managers to agree, disagree or be neutral with respect to each statement.
Over 90% of the High-tech, Logistics & Distribution, CPG, Retail, and Industrial companies have indicated that they will invest in resilience and agility. These are industries where management generally understands and accepts the investments required to be more resilient and agile (see 2.5).
For CPG companies, one reason for investing more might be that they lag behind other industries in terms of agility, as their supply chains have been designed primarily for cost efficiency rather than resiliency or agility in the past (see 2.3). The industries that are doing less to make their supply chains resilient include Aerospace & Defense because national interests and regulation hamper supply chain restructuring (see 2.8, 2.7) or Food and Beverage because customers want local sourcing (see 2.9). However, further automation is needed to facilitate onshore manufacturing to make supply more agile and resilient (see 2.14). Moreover, investments in agility and resilience are simply too costly for Automotive companies and their leadership did not see the need for action at the time of the survey (see 2.4, 2.5).
For Medical Equipment & Devices companies the industry’s current low-cost outsourcing strategy is still largely sustainable and does not require them to act quickly (see 2.9, 2.10, 2.11, 2.13). Chemical companies already are very lean, based on continuous flow operations, and do not see the need to change their supply chain setup (see 2.6).

Overall, it can be observed that there are significant differences in answer patterns depending on the industry. For example, affirmative answers regarding a previous focus on cost efficiency (see 2.3) vary by up to 32%-points, depending on the industry. The same is true for customer preferences for local sourcing (up to 43%pt. difference; see 2.9) or whether the leadership accepts the need for investments in resilience (up to 36%pts.; see 2.5). Thus, it can be concluded that even though basically every respondent (90%) indicated that they will invest in agility and resilience, the underlying motivations and reasons for doing so vary significantly.
Beliefs versus decisions
The third cross-tabulation analyzes how the companies’ supply chain investment decisions are linked to their beliefs or perspectives on supply chain factors and trends. The table combines the answers from the investment decisions and the beliefs to show the split of agreeing and disagreeing to the fourteen statements by investment decision instead of by industry. Our hypothesis was that the actual decisions (i.e., the strategies implemented) tells us something about the underlying beliefs. For example, we expected companies that increased their safety stock levels or reduced their capacity utilization would agree to a greater extent that “our supply chains in the past have been designed primarily for cost efficiency rather than resiliency or agility”.
Surprisingly, the results (see cross-tabulation 3 in Appendix B) do not show that the beliefs are linked to the ultimate investment decisions/actions. For all beliefs, the percentage of respondents agreeing and disagreeing is basically constant across all resilience strategies (standard deviation of 1.5% across all responses). Thus, companies implement different supply chain resilience strategies, but on average have similar beliefs regarding the resilience vs. cost-efficiency trade-off, regionalization, and customer preferences.
This observation indicates that the implementation of a particular resilience investment can have multiple different reasons. For example, regionalization of the supply chain might implicate for a supply chain that previously operated a very lean global setup, the possibility to have more redundancies and diversified location risk. However, another company might want to regionalize its supply chain to reduce the time-to-market or relocate decision making to jurisdictions that are able to better serve the local customers. This suggests that further analysis is needed to understand how beliefs impact supply chain decision making.
The additional insights generated through the three cross-tabulations revealed that more can be learned, even without having full access to the raw data. However, it also showed that some patterns can only be explained through a more granular analysis. Staying at an industry level is not sufficient to understand how decision making for resilience is conducted in practice.
How surveys can provide differentiated answers to managers
In this section, the second step for bridging the unit of analysis gap is described. Based on our collaboration with Gartner, our analysis of the survey data, and our review of current supply chain resilience research literature, we have developed two recommendations for future surveys that can lead to supply chain-specific results. To illustrate our reasoning, we give three real-life company examples based on in-depth interviews with senior supply chain executives.
1. Use supply chain as the unit of observation (instead of company)
We believe that future supply chain surveys will benefit most from using a more detailed unit of observation which allows for a more differentiated analysis of the results (i.e., the unit of analysis is the organization entity that you wish to say something about). However, consulting surveys usually ask respondents to answer the survey questions from the perspective of their company (see Appendix A).
Thus, managers are forced to decide whether they are answering based on an average across all supply chains that are used by their company, which can be very misleading for conglomerates or companies with a wide product portfolio, or whether they are answering from the perspective of one specific supply chain without being able to document which one they are answering for. Both options can distort the results and complicate our understanding of the underlying drivers of resilience (see further details in Cohen et al.10).

Changing the unit of observation to be the supply chain will require clarification at the beginning of the survey, so that respondents do not answer from the perspective of the entire company, but rather do so for a particular, specified supply chain. Ideally, the survey asks the respondents to name the product (group) they are referring to at the beginning of the survey. This will lead to a respondent’s commitment to only one supply chain, for that product (group), and enable more detailed understanding of the results.

Company example: Henkel
Henkel is a global manufacturer of consumer-packaged goods with 20 billion revenue and 179 production facilities in 79 countries. The company is divided into three different business units, each with its own supply chain setup. Due to different setups, each supply chain has its own “point of differentiation” along the value chain (see Figure 3).
The laundry and home care products share the same footprint in terms of sourcing and production locations for scale efficiency reasons and use the same distribution network as all products are sold via retailers and distributors. However, the supply chains are differentiated based on a customer segmentation, resulting in different lead times and service levels.
The beauty care products also share the same production footprint due to similar technology and the resulting economies of scale, but the supply chains are differentiated by distribution channel into retail and direct-to-consumer (DTC) businesses, because personalized products which are directly shipped to the consumer require a different setup. And lastly, the adhesives business unit differentiates its supply chains based on production technology, ranging from local production facilities for construction business customers to a global center of production excellence structure for electronics customers.
This company example shows that a company might have very different supply chain setups across and even within a business unit. As these different setups need different approaches to becoming more resilient it is crucial to use a specific supply chain as the unit of analysis. Otherwise, a manager from this company could have answered the survey in many ways. Only with a survey based on a supply chain, can it be ensured that these overlapping factors are not aggregated into one response.
2. Understand the context
Choosing a more detailed unit of observation can remove some of the “noise” from the data since answers will be specific to one supply chain structure. Moreover, more can be gained by understanding the context associated with the responding managers answer.

There is a general belief that companies in the same industry tend to share the same supply chain resilience strategies. But that is not necessarily true. To understand why that is the case, it is important to realize that in general, industries are mainly defined by the primary product produced or sold. Other characteristics such as the production process or supply-side characteristics typically play a lesser role. Current research, however, suggests that grouping supply chains with regards to supply chain resilience requires similar operational product, process, and market characteristics11. Companies within the same industry can have different supply chain attributes due to factors such as company location, size, age, or number of product groups being offered.
One way to extract this information in a survey would be to ask detailed questions that reveal the operating characteristics of the product (group) with regards to the supply chain setup, market conditions, and product attributes. This approach will lead to more insights. However, this requires the addition of several “setup” questions, which already take up a significant portion of the total response time.

Instead of asking respondents to answer a lot of detailed questions about the operational attributes of their company, we recommend letting managers self-assess and classify their supply chain based on a resilience framework that associates a supply chain into a supply chain archetype which is defined by operational features of the company supply chain. Such self-classification captures the type of supply chain and the corresponding supply chain context for analyzing factors and attributes that influence current supply chain resiliency. This will put the managers’ answers into perspective and enable derivation of more detailed insights, which help companies to understand how to actually achieve resilience. This way, only one or two questions need to be added at the beginning of a survey.
The framework should be simple and easy to understand, so that it allows all respondents to select an appropriate archetype. We suggest using the “Triple-P” supply chain resilience framework12 which matches resilience strategies to supply chain archetypes. This framework requires responding to two questions13:
(1) about how the company’s supply chain(s) are organized and coordinate decision making, (homogeneity of internal supply-chain processes) with answer options “multiple independent supply chains”, “shared services”, “central guidance”; and “one-size-fits-all” and

(2) about how the company’s supply chain(s) coordinate decision making and information exchange with external partners and stakeholders (inter-company integration with other supply-chain actors), with answer options “less dependency/ engagement”, “coordination with key partners”, integrated systems”, collaboration”, and “vertical integration”.
Based on this classification into these two dimensions, three supply chain archetypes can be identified to group supply chains across industries based on their common barriers to achieving resilience and other operational features. Figure 4 summarizes the main results of the framework, adopted from Cohen et al.11. We note that other possible frameworks could be used to classify a supply chain.
Company example: Nike
Nike is a global apparel company focusing on sports and lifestyle clothes that sells $37 billion worth of products, which are produced in more than 600 factories in 54 different countries. The company is operating with essentially two different supply chain structures: a footwear and equipment supply chain and an apparel supply chain. Based on the “Triple-P” framework, the two supply chains belong to different archetypes (type 2 and 3) even though they are both within the same company. We illustrate the importance of understanding the supply chain context by considering how answers would be analyzed in typical consulting surveys versus how they can be interpreted when using the “Triple-P” framework instead.
Consolidated footwear supply chain
The footwear supply chain belongs to archetype 2, partner complexity. It is structured around a consolidated supply base with only a few contract manufacturers that can produce almost the full product portfolio with a limited number of large-scale factories in low-wage countries. Moreover, demand is rather predictable, and the technology is simple. This makes it easy to move production around in case of local disruptions or tariffs. Thus, the focal company collaborates with a dozen key partners after multiple decades of investing heavily in these key relationships to geographically diversify their manufacturing footprint.
Nike decided that further geographical diversification out of South-East Asia would make the footwear supply chain more resilient. Ultimately, the company wants to have production close to all demand hubs, in high-wage countries such as the US or central Europe.

Diversified apparel supply chain
The apparel supply chain belongs to archetype 3, process complexity. It differs with regards to technology, process, supplier relations and market dynamics. Nike is faced with a fragmented supplier market consisting of many specialized plants due to the great variety of materials and the complexity of material processing. Moreover, quickly changing customer preferences (fashion trends, seasonality) hamper long-term partnerships with suppliers.

To make the apparel supply chain more resilient, the company decided to focus on a smaller number of strategic partners with which they try to establish long-term relationships by helping them in the short term with preferred orders and financial aid and in the long run to diversify their product offerings. Geographical diversification is less of a concern as the fragmented market allows the company to easily do business with new production partners in new countries.

Analysis with and without context
Even though the supply chains are set up in different ways, managers from both business units could have selected, for example, the response to invest in “Shifting manufacturing from one country/region to another (including reshoring or nearshoring)” in the Gartner survey, for different reasons.

With the context given above for the two supply chains, it is understandable that a footwear manager would choose this strategy as the business unit tried to geographically diversify their manufacturing base to be in close proximity to final demand. In contrast, a manager from the apparel business unit has the streamlining of supply base activities in mind when indicating, that he/she is investing in shifting manufacturing. Bundling manufacturing capacities at a smaller number of contract manufacturer sites also involves shifting manufacturing capacities across countries.

However, usually the context is missing and therefore the underlying reasons for selecting a strategy remain unknown, as shown in Figure 5. If the respondents would have self-classified their supply chain beforehand, some of that context could have been understood (see Figure 6). In contrast to Partnership complexity, supply chains belonging to the Process complexity archetype usually have regional or even local setups.
Shifting manufacturing for them therefore does not involve re-shoring or diversification reasons. Thus, both business units could have chosen the same investment strategy for different reasons and this example shows that prior classification of the supply chain context could help to learn more about the reasoning behind the selected supply chain strategy.

Thus, using a framework, such as the suggested one, will enable surveys to mitigate the lack of crucial information to understand the underlying reasons for resilience strategy decision making and to compare supply chain setups based on similar operational attributes instead of using industry classifications.
Company example: Infineon
Infineon’s automotive supply chain is an example of the third archetype (type 1, product complexity). Infineon is a large player with $10 billion in revenues and 21 manufacturing sites distributed around the world. The company has basically one supply chain for its roughly 15,000 stock keeping units even though the product and demand characteristics differ.
The existing structure of Infineon due to its high-tech environment, volatile demand, and capital-intensive production, has built-in mechanisms to mitigate risk and resolve supply and demand disruptions as unexpected events occur on a regular basis. One example would be the investments in creating inhouse redundancies for the center of excellence production structure. These limiting factors are faced by all companies in the semiconductor industry which results in having basically one supply chain setup for this industry.
In contrast to the Nike footwear supply chain, Infineon is not about partnering with your core suppliers and contract manufacturers to get closer to the main demand hubs. Instead, strategies for becoming more resilient focus on logistics and distribution rather than production location or capacity. Thus, the company expanded the reach of its regional distribution centers to be able to supply not only their respective region but also the entire world. Moreover, actions such as preparation of master data were taken to enable fast stock transfers between distribution centers.
The Infineon supply chain example shows that the operational context of the supply chain in certain industries can limit the option space to such an extent that only one feasible supply chain configuration remains. For these cases, an analysis on industry level would be sufficient.

Conclusion
We identified some clear messages regarding the treatment of supply chain resilience in consulting survey-based reports and explained why such supply chain surveys are valuable for gaining an understanding about context and common approaches for new and upcoming topics such as the achievement of resiliency.
However, this article also showed that there is a mismatch between what can be inferred from these consulting surveys and what supply chain executives need to know to steer their supply chains effectively. We propose that this “unit of analysis gap” can be closed with two steps. The first step does not require any change to the current format of the surveys, as it breaks down the insights to the industry level based on further analysis of the raw data. An example is given in form of three cross tabulations drawn from a recent Gartner survey on supply chain resilience.
We noted that an industry level analysis alone, will not lead to supply chain-specific insights, which are required to develop a strategy such as resilience. We therefore introduce a second step that requires changing the unit of observation to the supply chain instead of the company. Asking additional questions to understand the context in which supply chain setup decisions are made supports overall understanding and enables differentiated statements to be made at the supply chain level. We propose letting respondents self-classify their supply chain according to the “Triple-P” framework.
This classification provides the necessary context and allows for a more nuanced understanding of why companies have implemented their current supply chain structure and strategy and provides concrete guidance for how to adopt a strategy that promotes resilience.

Three company examples are given to illustrate the three different archetypes. The company examples show how contextual factors, i.e., operational characteristics, determine the supply chain archetype and impact the implemented supply chain resilience strategy. Based on what is known about the barriers for each archetype, this context gives guidance for managers on what to do14. The Nike example illustrates the methodology by contrasting the information with and without using the Triple-P framework.
Thus, the results of this article suggest that the company-based format which is good for general management surveys is not a good fit for generating the insights necessary for a company to develop an effective resiliency strategy. Such surveys would benefit from more granular data. Questionnaire-based surveys that require the respondent to speak for a monolithic company-wide supply chain cannot effectively link operational characteristics to a supply chain-specific strategy. When applying these strategies in practice, managers necessarily run into company or supply chain setup-specific challenges and therefore they need more customized insights in order to develop resiliency strategies that will be successful.
Acknowledgement
The authors want to deeply thank Gartner and especially Geraint John and Kamala Raman for the collaboration on the survey questions of the “Future of Supply Chain: Crisis Shapes the Profession” report from December 2020. Moreover, we appreciate their help and the sharing of results and the aggregated data.
 
Appendix A – Overview Consulting reports
ID Title Company Date Number of responses Scope Unit of observation Unit of analysis
1 Global Supply Chain Survey – In Search Of Post-covid-19 Resilience Allianz Research / Euler Hermes December-20 1181 US, UK, FR, GER, IT Company Country/area & Industry/sector level
2 Supply Chain Resilience Report 2021 Business Continuity Institute (BCI) March-21 173 Global Company Cross-industry level
3 Fast foreward – Rethinking supply chain resilience for a post-COVID-19 world Capgemini Research Institute October-20 1000 Global Company Country/area & Industry/sector level
4 Save-to-thrive Deloitte August-20 1089 Global Company Country/area & Industry/sector level
5 Future of Supply Chain: Crisis Shapes the Profession Gartner December-20 1346 Global Company Cross-industry level
6 Weathering the storm Gartner May-20 236 Global Company Cross-industry level
7 Supply chain resilience report Hubs July-20 1281 Global Company Cross-industry level
8 Supply Chain Resilience In A Post-pandemic World Jabil September-20 715 Mainly US Company Industry level
9 The Resiliency Compass: Navigating Global Value Chain Disruption in an Age of Uncertainty Kearney July-21 360 Global Company Cross-industry level
10 Risk, resilience, and rebalancing in global value chains McKinsey & Company (McK) May-20 605 Global Company Industry level, some company specific
11 Navigating the Supply Chain through the Pandemic Supply Chain Insights (SCI) February-21 118 Global Company Cross-industry level
12 The Resilient Supply Chain Benchmark: Ready for anything? The Economist Intelligence Unit (EIU) May-21 308 US Company Industry / sector level
 
Appendix B
Cross tab 1

Cross tab 2

Cross tab 2 (continued)
 
Cross tab 3

 
Cross tab 3 (continued)

 
Cross tab 3 (continued)

 
Cross tab 3 (continued)

 
Notes
1. In the survey Gartner distinguishes between agility as “the ability to respond rapidly and cost-effectively to short-term changes in demand or supply disruptions” and resilience, “the ability to adapt to structural changes by modifying supply chain, products and technologies strategies”.
2. G. John, P. Manenti, S. Watt, and K. Raman: ‘Future of Supply Chain: Crisis Shapes the Profession: Supply Chain Executive Report’, Gartner,12/2020; available at https://www.gartner.com/en/documents/3994949/supply-chain-executive-report-future-of-supply-chain-cri.
3. The dataset includes the first five questions of the survey regarding supply chain resilience and agility (figure 20-24 in Gartner report). From the 1346 responses, only operations related job functions with a board level, VP/director, or manager/head role were included which resulted in 1049 responses.
4. Omar Arguilar, ‘Save-to-thrive – Enterprise transformation and performance improvement strategies during the COVID-19 pandemic’, Deloitte, 08/2020, available at https://www2.deloitte.com/content/dam/Deloitte/us/Documents/process-and-operations/us-save-to-thrive.pdf
5. Dimensional research, ‘Supply Chain Resilience In A Post-Pandemic World: A survey of supply chain decision makers’, 09/2020; available at https://www.jabil.com/dam/jcr:fef09432-3d00-45f8-9bc3-4da2cee764b1/special-report-supply-chain-resilience-in-a-post-pandemic-world.pdf.
6. Georges Dib, ‘Global supply chain survey – in search of post-covid-19 resilience’, Allianz research and Euler Hermes, 10.12.2020, available at https://www.allianz-trade.com/content/dam/onemarketing/aztrade/allianz-trade_com/en_gl/erd/publications/pdf/2020_10_12_SupplyChainSurvey.pdf
7. R. Gya, C. Lago, M. Becker, and J. Junghanns: ‘Fast Forward – Rethinking supply chain resilience for a post-COVID-19 world’, 24.11.2020; available at https://www.capgemini.com/wp-content/uploads/2020/11/Fast-forward_Report.pdf.
8. This is why Cohen et al. (2021) concluded that the basic roadmap to resilience is understood by managers, see M. A. Cohen, S. Cui, S. Doetsch, R. Ernst, A. Huchzermeier, P. Kouvelis, H. Lee, H. Matsuo, and A. A. Tsay: ‚Putting Supply-chain resilience Theory into Practice’, 2021, Forthcoming in Management and Business Review. https://ssrn.com/abstract=3742616
9. It is worth noting that we were not given access to the raw data that generated them.
10. M. A. Cohen, S. Cui, S. Doetsch, R. Ernst, A. Huchzermeier, P. Kouvelis, H. L. Lee, H. Matsuo, and A. A. Tsay: ‘Understanding Global Supply Chain & Resilience: Theory and Practice’, in ‘Creating Value with Operations Analytics’, (ed. H. L. Lee et al.); 2022, Springer.
11. M. Christopher, H. Peck, and D. Towill: ‘A taxonomy for selecting global supply chain strategies’, The International Journal of Logistics Management, 2006, 17(2), 277–287.
12. M. A. Cohen, S. Cui, S. Doetsch, R. Ernst, A. Huchzermeier, P. Kouvelis, H. Lee, H. Matsuo, and A. A. Tsay: ‘Bespoke Supply Chain Resilience: The Gap between Theory and Practice’, forthcoming in Journal of Operations Management, 2022.
13. More information on the derivation of the framework and regarding the answer options can be found in Cohen et al. 2022
14. Further details on the archetypes, the barriers and the strategies implemented can be found in Cohen et al. 2022
About the authors:
Morris A. Cohen is the Panasonic Professor of Manufacturing and Logistics in the Operations, Information and Decisions Department of the Wharton School at the University of Pennsylvania, in Philadelphia, USA. Email: .(JavaScript must be enabled to view this email address)/*’,’a’,’/’,”,'”‘,’ 117′,’ 100′,’ 101′,’ 46′,’ 110′,’ 110′,’ 101′,’ 112′,’ 117′,’ 46′,’ 110′,’ 111′,’ 116′,’ 114′,’ 97′,’ 104′,’ 119′,’ 64′,’ 110′,’ 101′,’ 104′,’ 111′,’ 99′,’:’,’o’,’t’,’l’,’i’,’a’,’m’,'”‘,’=’,’f’,’e’,’r’,’h’,’a ‘,’= 0)out += unescape(l[i].replace(/^ss*/, ‘&#’));while (–j >= 0)if (el[j].getAttribute(‘data-eeEncEmail_sXWVpuUKdZ’))el[j].innerHTML = out;/*]]>*/.

Shiliang Cui is an Associate Professor of Operations and Information Management in the McDonough School of Business at Georgetown University in Washington, D.C., USA. Email:[email protected]
Sebastian Doetsch is doctoral student at the Chair of Production Management of WHU’s Otto Beisheim School of Management in Vallendar, Germany. Email: .(JavaScript must be enabled to view this email address)/*’,’a’,’/’,”,'”‘,’ 117′,’ 100′,’ 101′,’ 46′,’ 117′,’ 104′,’ 119′,’ 64′,’ 104′,’ 99′,’ 115′,’ 116′,’ 101′,’ 111′,’ 100′,’ 46′,’ 110′,’ 97′,’ 105′,’ 116′,’ 115′,’ 97′,’ 98′,’ 101′,’ 83′,’:’,’o’,’t’,’l’,’i’,’a’,’m’,'”‘,’=’,’f’,’e’,’r’,’h’,’a ‘,’= 0)out += unescape(l[i].replace(/^ss*/, ‘&#’));while (–j >= 0)if (el[j].getAttribute(‘data-eeEncEmail_ARCWagVasp’))el[j].innerHTML = out;/*]]>*/.
Arnd Huchzermeier is Chaired Professor of Production Management at WHU’s Otto Beisheim School of Management in Vallendar, Germany. Email: .(JavaScript must be enabled to view this email address)/*’,’a’,’/’,”,'”‘,’ 117′,’ 100′,’ 101′,’ 46′,’ 117′,’ 104′,’ 119′,’ 64′,’ 114′,’ 101′,’ 105′,’ 101′,’ 109′,’ 114′,’ 101′,’ 122′,’ 104′,’ 99′,’ 117′,’ 104′,’ 46′,’ 100′,’ 110′,’ 114′,’ 97′,’:’,’o’,’t’,’l’,’i’,’a’,’m’,'”‘,’=’,’f’,’e’,’r’,’h’,’a ‘,’= 0)out += unescape(l[i].replace(/^ss*/, ‘&#’));while (–j >= 0)if (el[j].getAttribute(‘data-eeEncEmail_UzPkwhfbnn’))el[j].innerHTML = out;/*]]>*/.
Ricardo Ernst is the Baratta Chair in Global Business and Professor of Operations and Global Supply Chain Management at the McDonough School of Business, Georgetown University, in Washington, DC, USA. Email: .(JavaScript must be enabled to view this email address)/*’,’a’,’/’,”,'”‘,’ 117′,’ 100′,’ 101′,’ 46′,’ 110′,’ 119′,’ 111′,’ 116′,’ 101′,’ 103′,’ 114′,’ 111′,’ 101′,’ 103′,’ 64′,’ 114′,’ 116′,’ 115′,’ 110′,’ 114′,’ 101′,’:’,’o’,’t’,’l’,’i’,’a’,’m’,'”‘,’=’,’f’,’e’,’r’,’h’,’a ‘,’= 0)out += unescape(l[i].replace(/^ss*/, ‘&#’));while (–j >= 0)if (el[j].getAttribute(‘data-eeEncEmail_VOOrRhlSvk’))el[j].innerHTML = out;/*]]>*/.
Panos Kouvelis is Emerson Distinguished Professor of Operations & Manufacturing Management, and Director, The Boeing Center for Supply Chain Innovation (BCSCI), Olin Business School, Washington University in St. Louis, USA. Email: .(JavaScript must be enabled to view this email address)/*’,’a’,’/’,”,'”‘,’ 117′,’ 100′,’ 101′,’ 46′,’ 108′,’ 116′,’ 115′,’ 117′,’ 119′,’ 64′,’ 115′,’ 105′,’ 108′,’ 101′,’ 118′,’ 117′,’ 111′,’ 107′,’:’,’o’,’t’,’l’,’i’,’a’,’m’,'”‘,’=’,’f’,’e’,’r’,’h’,’a ‘,’= 0)out += unescape(l[i].replace(/^ss*/, ‘&#’));while (–j >= 0)if (el[j].getAttribute(‘data-eeEncEmail_SNeOVIVxgk’))el[j].innerHTML = out;/*]]>*/.
Become a PLUS+ subscriber and you’ll get full access to all Supply Chain Management Review premium content!

Subscribe Today!
In this special digital edition from Supply Chain Management Review, we’re bringing together the best of our recent stories…
Thu, January 5, 2023 – 2:00 pm EST 

source

You do not always need a lot of money to start a new business, and there are many business ideas you can pursue that do not require a large upfront investment. If you are considering starting a new business venture but do not have a lot of capital, there are still plenty of options available for you. Read on to discover what kinds of businesses you can start without requiring a large investment in 2023.
If you would like to start a new business without incurring large startup costs, there are many types of businesses you can pursue. Here’s how:

1. Identify a business idea: There are plenty of home-based businesses you can start that are low-cost initially. Doing some research on business ideas that can be operated from home will help you figure out what your options are.if(typeof ez_ad_units!=’undefined’){ez_ad_units.push([[728,90],’smallbiztrends_com-medrectangle-3′,’ezslot_1′,320,’0′,’0′])};__ez_fad_position(‘div-gpt-ad-smallbiztrends_com-medrectangle-3-0’);
2. Conduct market research: After identifying potential businesses, you should consider doing market research to understand their demand and what customers are currently doing. Understanding the industry and customer behavior will enable you to put together a business plan that takes the existing customer base into account and potential marketing materials.
3. Create a business plan: Once you have a great business idea, the next step is to create a business plan. What kind of skills or investments are needed? What kind of business structure would be best? What will you name the business, and how do you plan to attract the target market? You may also need to have a financial plan in place to avoid any personal liability issues. Having a plan ensures that you can start your business right from the get-go and can attract angel investors and other types of capital.
4. Research any investments needed: There are some types of businesses you can start pretty quickly with little to no investment required. However, other types of businesses may require a business license or business insurance to get started. You can also investigate any small business loans that could help you quickly start your business for purchasing equipment or other needs.
5. Promote your business: Once you are ready to go with your idea and have made all the investments needed, promoting your business is key! Reach out to local business communities or residents (depending on the business you offer) to let them know what service or product you are providing and market yourself to build your customer base.

Business Ideas You Can Start With No Money

If you are ready to start your own business but not sure what you can operate with low startup costs, there are plenty of online business ideas and other types of ideas you can pursue on a shoestring budget.
A landscaping business can be a great idea if you are looking for a business where you can interact with many people and set your own hours. You’ll need a little bit of upfront capital to get the right equipment and reliable transportation to get to and from job sites. However, landscaping is great if you’re looking for ideas that are not home-based and where there are minimal costs to get started.

2. Consulting Business

Depending on your industry and your skills, having your own consulting business could be your next business idea. You could work with other businesses to offer your expertise and advice on different issues. Consulting businesses require very little money upfront, especially if done online. You only need a solid internet connection and marketing materials to get started.

3. Social Media Marketing

There are many aspects of social media marketing that you can undertake as a small business. For example, you could offer services such as social media management and building a social media presence on social media accounts for small business owners. It’s an easy business with no money required upfront, just social media experience, so it is relatively low cost to start.

4. House-Sitting Business

Another business model to consider is starting a service business such as house sitting. You can take care of homes while people are away, including keeping an eye on utilities, collecting mail, and watering plants. There are minimal startup costs required to start a housesitting business, but it can be lucrative depending on the area you are in.
Service-based businesses tend to be the best option if you are looking for a low-cost way to start a business. However, a freelance business idea you can consider to make extra cash could be to become a freelance writer. This could include copywriting, website writing, informational writing such as brochures, and other marketing communication, depending on what businesses require.

6. Dog Walking

If you are a fan of dogs, why not offer dog walking services in your local neighborhood? You can start dog walking services without needing a lot of capital, and it can be an immensely useful service for your community. You may need some kind of liability insurance for this kind of business, so it’s best to research local and state regulations before starting.

7. Start your own online store

Starting your own online store is easy, but it may require some startup capital or angel investors depending on the type of products you are trying to sell. For example, you could set up your own website and sell products such as clothing, home decor, artwork, and more.
There are many other types of freelance services you can pursue besides writing, such as website design if you are able to take relevant training. In addition, you can offer your services to other business owners needing a web presence, including basic sites on platforms such as Squarespace, Wix, and others. You do not need a business license to operate a website development business, so it is easy to get started.
If you are a native English speaker or speak more than one language, you could start a business to tutor others as a way to make extra money online. You will need to work with students of different ages and teach them language skills, including practicing speaking with them and taking them through the fundamentals of a language. You could become a tutoring business owner or partner with tutoring platforms to provide your services.

10. Sell online courses

Another opportunity for making money online is selling digital products such as online courses. If you have specific skills and experiences, you can start a business centered around developing and selling courses on your own website or on platforms such as Udemy. You may need to invest a small amount of capital into filming equipment, such as a high-quality camera and mic, but once the courses are filmed, you will be able to make passive income as they sell.

11. Pet sitting or babysitting

Another way to make extra cash is to start a pet-sitting or babysitting business. Again, this type of business may require some kind of liability insurance, business insurance, or business license, but it can be a valuable service that many customers may need depending on your area.

12. Virtual assistant services

If you thrive on being organized and efficient, you can offer your services as a personal assistant or virtual assistant. For example, you could work with real estate agents, business owners, and other professionals who need assistance getting organized and keeping their schedules on track. You can balance multiple clients and build your business as a virtual assistant.
If you are still thinking about what kinds of businesses you can start with no money, there are many local business ideas that you could pursue. Here are some of the best business idea examples for you to consider.

13. Delivery services

Many business owners and residents are always looking for reliable delivery options in their area. You can use your own car to make deliveries and be your own boss. You may need to get a business license and liability insurance for this kind of business, but it should be relatively easy to start.

14. Life coach

Life coaching is a service that many are seeking now, and there is a demand for online life coaches. There are certifications available for life coaching that you could take, and you would be able to connect with clients via Zoom or Skype for your sessions, so it would not require much money to start.

15. Accounting and bookkeeping services

If you are skilled at balancing the books and keeping track of financials, consider offering your services to local business owners. You can start without needing money or office space and provide a helpful skill for businesses seeking additional financial help.
If you are interested in an online business that you can start right away, you could become a podcaster. All you need to get started is a high-quality mic and audio editing software. You can create podcasts about subjects you are passionate about or create podcasts about your own experiences to guide and inspire others.

17. Vlogger

Another option to consider for an easy business to start with no money is becoming a vlogger. Many people operate successful businesses on platforms such as Youtube and Twitch by live streaming and creating vlogs. You may need to invest in equipment such as a camera or a mic, but you can get started immediately with vlogging.

18. Data entry provider

Many businesses are looking for reliable, independent contractors for simple and complex data entry tasks for various needs. These can be completed remotely, so there is no need for offices or any other equipment besides an internet connection and a computer.

19. Translator

Another option for those that speak multiple languages is to offer translation services. Translation services can be offered online or in person and can include services such as live translation, simultaneous translation, and document translation. There are many ways to start a translation business, depending on your level of skill and how much time you have with clients around the world.
There are many businesses that you can start with very little money required. The easiest business to start with no money is a service-based venture such as virtual assistant services, freelance writing, or consulting, as no small business loans are required, and these can be offered online.

Can You Start an Online Business With No Money?

Yes, you can start a successful business with no money online. Many businesses that are service-based can be created online and do not require a significant investment upfront or a business license.

What Is the Most Profitable Business Model to Start Without Capital?

The most profitable business venture to start with no capital is a freelance service such as writing or being a virtual assistant.

How Much Does It Cost to Start a Business?

The amount of money needed to start a business will depend on the service or product being offered. Some service businesses such as landscaping, cleaning, or becoming a podcaster or Youtuber will require a small investment to get the necessary equipment. Some businesses may also require other certifications such as business licenses or liability insurance. Other types of businesses, such as writing or consulting, do not require much money to get started.
YOU MIGHT ALSO LIKE:

• What is Bootstrapping in Business?
• 50 Low Cost Business Ideas with High Profit Potential
• 20 Types of Grants Available
• Where to Get a Loan for Your Small Business

Image: Envato Elements

---

More in: Develop an Idea, Popular Articles Comment ▼

---

Your email address will not be published. Required fields are marked *
Comment *
Name *
Email *
Website

Δdocument.getElementById(“ak_js_1”).setAttribute(“value”,(new Date()).getTime());
Small Business Trends is an award-winning online publication for small business owners, entrepreneurs and the people who interact with them. Our mission is to bring you “Small business success … delivered daily.”
© Copyright 2003 – 2022, Small Business Trends LLC. All rights reserved.
“Small Business Trends” is a registered trademark.

source

Sales Gamification Software
Permanent link to this press release:
Delete press release Edit press release
All 5 Releases

source

Gerta Zaimi
On Sept. 7, Albanian Prime Minister Edi Rama announced in a video statement that a series of damaging hacks of the country’s critical digital infrastructure earlier that summer had been attributed to the Islamic Republic of Iran (IRI), and as a result, his government was terminating diplomatic relations with the Tehran — arguably one of the most profound responses that a sovereign state might take to a cyberattack. Iranian foreign ministry spokesperson Nasser Kanaani condemned Tirana’s decision as “unfounded,” adding that it “only serves the American and Israeli conspiracy.”
But undercutting Kanaani’s denial, just three days later, an Iranian-linked group of hackers calling itself HomeLand Justice targeted a restricted database administered by the Albanian police, before posting the ransacked information to Telegram over the coming weeks.
On Sept. 19, a dozen days after Albania broke off diplomatic relations with the IRI, HomeLand Justice published on its Telegram channel a 47-page document of stolen data. The file contained personal identifying information as well as records of the border crossings of the former general director of the State Police of Albania (Policia e Shtetit), Gladis Nano, and his family.
Less than a month later, on Oct. 3, the same group of cyber actors released another voluminous document, this one over 1.7 gigabytes in size, which exposed 300 identities of persons suspected of criminal acts in Albania. That data dump strongly suggested the hackers had broken into Albania’s sophisticated police communication system called Memex, raising strong concerns about national data protection measures.
More periodic leaks followed. On Oct. 19, the hackers published a file linked to the director of Albanian intelligence, Helidon Bendo, that contained 17 years’ worth of data (2005-2022) from the government’s Total Information Management System (TIMS), again exposing logged entries and exits at the state border. On Nov. 2, the group raised the stakes again by releasing the identities and personal details of 600 Albanian intelligence officers, including their names, emails, and phone numbers. Six days afterward, HomeLand Justice released a video of an Albanian intelligence operation in collaboration with the State Police, which featured footage of then-police chief Nano.
As the Albanian prime minister’s Sept. 7 statement made clear, the early autumn cyberattacks and leaks were not the first time that HomeLand Justice made itself known in the country. Previously, its affiliated hackers had stolen correspondence between ministries, embassies, and even Prime Minister Rama’s emails with Albanian citizens. Each time, the group made these public on Telegram. And on July 15, the offensive cyber actor tweeted that it was planning to carry out cyberattacks against Albania’s digital development and administration body, the National Agency for Information Society (AKSHI). After those summer-time incidents, Albania hired American cybersecurity and software companies Mandiant and Microsoft to investigate.
Iran caught red-handed
Mandiant’s and Microsoft’s reports as well as a separate investigation by the United States’ Federal Bureau of Investigation (FBI) and the Cybersecurity and Infrastructure Security Agency (CISA) all came to the same conclusion: Iranian state cyber “actors” — identified as HomeLand Justice — had taken down the websites and services of the government of Albania in July 2022. Mandiant experts believe that the individuals who carried out these attacks wanted to retaliate against the Albanian government for sheltering the Mujahedin e-Khalq (MEK), an Iranian opposition group currently residing in Manëz, Albania.
The FBI-CISA’s report, in turn, reveals that Iranian proxies apparently gained initial entry into the Albanian state network approximately 14 months before launching its devastating cyberattack last summer. The hackers then maintained continuous access to the network.
Experts in the cybersecurity field assess the IRI’s cyberwarfare capabilities as highly effective, even in comparison to traditionally more sophisticated powers like China, Russia, Israel, or the U.S. And like many of these other powers, Iran’s approach in this domain has been to rely on proxy actors to achieve strategic objectives. It has regularly responded to sanctions or perceived provocations through cyberattack campaigns. Indeed, both of these modus operandi were visible in the case of Albania, which is guilty in the Iranian authorities’ eyes for the accommodations this Balkan country has been giving to the MEK.
MEK and Albania
The MEK was founded in Iran in 1965 by radical Iranian students whose shared ideology combined Marxism and Islam. Between 1980 and 1981, the organization gained popular support and emerged as a political-militant opposition force to the new theocratic regime, at which point its adherents were forced to seek exile abroad, eventually ending up in Saddam Hussein’s Iraq, amidst the Iran-Iraq war (1981-1988).
Under intense lobbying from the group and in return for renouncing violence, the United States removed the MEK from its list of terrorist organizations in 2012, where it had been since 1997. Following Saddam’s toppling, the MEK needed to be pulled out of Iraq. The U.S. asked several countries to offer asylum to the group, including Romania. But worried about the possible security consequences involved, Bucharest demurred, prompting Washington and the United Nations to turn to Tirana.
The Albanian government publicly disclosed parts of this deal in March 2013. In agreement with the American authorities, the transfer to Albania of more than 2,000 Iranian mujahedin began in 2016. Soon thereafter, the MEK built the “Ashraf 3” camp in the Manëz area, between Tirana and Durrës.
Undoubtedly, the MEK’s arrival and regrouping in the small Balkan state could not pass without consequences. Giving shelter to the largest Iranian opposition faction, which presents itself as a future government-in-exile, organizes annual political summits, and allegedly carries out cyberattacks against the IRI, automatically pitted Tirana in a diplomatic dispute with Tehran. Over the years, this conflict metastasized, including into the theater of cyberwar.
The consequences of Albania’s hospitality
After Albania severed diplomatic relations with the IRI in early September, Iran’s foreign ministry stated that the charges leveled against the Islamic Republic would “give full support to a terrorist sect,” referring to the MEK, which “continues to play a role as one of America’s tools in perpetrating terrorist acts, cyberattacks” against Iran.
This implicitly served as an admission of guilt by Tehran for the summer-time cyberattacks as well as confirmed the reason behind them. In fact, Iranian covert activities against Albania had been growing for years since the arrival of the MEK to the Balkan country.
In 2018, Albania expelled Gholamhossein Mohammadnia, then the Iranian ambassador to Tirana, and Mostafa Roudaki, the station chief of the Iranian Ministry of Intelligence and Security (MOIS), describing them as “undesirable elements” involved in “illegal actions against [Albanian] national security.” In 2020, other evictions took place. Two diplomats of the Iranian embassy, ​​Mohammad Ali Arz Peimanemati and Seyed Ahmad Hosseini Alast, were forced to leave Albania and declared persona non grata.
That same year, Danial Kassrae, an Iranian with Italian citizenship, was deported from Albania, accused of espionage on behalf of MOIS to gather information on the MEK. In October 2020, Albanian authorities arrested Iranian citizen Bijan Pooladrag on five charges related to terrorism and tampering with computer data. Last week, Pooladrag was sentenced to 15 years in prison. He was declared guilty of the charge of financial actions with persons or organizations related to terrorism and of participating in a terrorist organization.
In 2021, three Iranian journalists, Mohammad Alavi-Gonabadi, Firouz Baghernejad, and Mohammad Heydar Allauddin, were deported from Albania. All three supposedly worked for MOIS and sought to gather information on the MEK.
In July 2022, the Albanian Special Anti-Corruption Structure (Struktura e Posaçme Anti-Korrupsion, SPAK), an independent judicial entity tasked with investigating high-level corruption and organized crime, at the request of the Special Prosecutor’s Office, detained and interrogated 20 Iranians, all former MEK members, for espionage in the service of the Iranian regime.
Additionally, the annual MEK summit, scheduled to be held later that same month, on July 23-24, at Camp Ashraf 3 in Manëz, was postponed (finally held on Sept. 5) due to an apparent threat of a terrorist attack against the proceedings. The decision was motivated by the Albanian government’s recommendation as well as a July 21 warning from the U.S. embassy that the IRI was allegedly planning to violently disrupt the event. A few days later, the Iranian news agency Fars, which is associated with the Islamic Revolutionary Guard Corps (IRGC), asserted that Iran could attack the MEK in Albania with drones and missiles.
Evidence of Iran’s special operations targeting Albania continued to mount over the following weeks. In August, the Albanian police detained Batool Soltani and her husband, Afshin Kalantari, the former holding dual Iranian-German citizenship, and held them for 72 hours before deporting them to Germany. Albanian police identified them as a national security risk and suspected them of trying to carry out terrorist attacks in the country.
Soltani and Kalantari had come at the invitation of the Association for the Support of Iranians Living in Albania (ASILA), a Tirana-based organization founded in November 2021 that claims to assist former MEK members who left the group as well as to promote cultural exchange between Iran and Albania. However, Albanian authorities have long suspected ASILA of creating an agent network with the goal of obtaining detailed information about MEK members living in the camp in Manëz. At the same time, SPAK is actively investigating ASILA’s ties to the Iranian government. Indeed, ASILA’s own activities are conspicuously promoted online by the Nexhat Association, an organization based in Tehran whose stated aim is “rescuing comrades who are still subjectively and even objectively enslaved by this Organization [the MEK] and to help their suffering families.”
Conclusion
Going forward, Iran’s attacks on Albania can be expected to continue but probably at a lower intensity. This is mainly because Iranian intelligence has lost much of its presence on the ground following the closure of the IRI embassy — a presence built up and cultivated over three decades and one that local proxy networks cannot replace. The main weapon left in Tehran’s hands is, thus, hacking and sabotage of national computer networks.
Albania became an Iranian target in the first place because it agreed to host the Iranian opposition group MEK on its territory, because it is an enthusiastic member of the North Atlantic Treaty Organization (NATO) — which Supreme Leader Ali Khamenei notably vilified last summer, in the presence of Russian President Vladimir Putin — and because Tirana steadfastly stands as one of the key supporters of American interests in the Western Balkans, where the IRI seeks to pursue both covert and overt interests.
Consequently, Albania needs more support in the cybersecurity realm from the U.S. and its allies not only financially but also in terms of improving its domestic knowledge and technology base. Undoubtedly, the Alliance has taken this year’s cyberattacks against Albania seriously, as emphasized in a Sept. 8 statement by the North Atlantic Council: “We will continue raising our guard against such malicious cyber activities in the future, and support each other to deter, defend against and counter the full spectrum of cyber threats, including by considering possible collective responses.”
So long as Albania remains in Tehran’s sights, the country will continue to depend on allied support in the cyberwarfare space.
 
Gerta Zaimi researches International Relations, the Middle East, and the Balkans at the Centro Interdipartimentale di Studi Strategici, Internazionali e Imprenditoriali (CSSII), Università di Firenze, in Italy
Photo by YUKI IWAMURA/AFP via Getty Images
The Middle East Institute (MEI) is an independent, non-partisan, non-for-profit, educational organization. It does not engage in advocacy and its scholars’ opinions are their own. MEI welcomes financial donations, but retains sole editorial control over its work and its publications reflect only the authors’ views. For a listing of MEI donors, please click here.
Sign up to receive the latest publications, event invitations, and our weekly newsletter delivered to your inbox.
languages@mei.edu
202-770-0344
rdooley@mei.edu
202-785-1141 x241
mej@mei.edu
202-785-1141 x205
events@mei.edu
202-785-1141 x202
development@mei.edu
202-785-1141 x203
info@mei.edu
202-785-1141
Middle East Institute
1763 N St. NW, Washington D.C. 20036
 
© 2018 Middle East Institute All Rights Reserved | Accessibility Policy | Built by Social Driver.

source

Powerland, a leading IT infrastructure provider in Canada and a Xerox Business Solutions Company, has been named Canada HPE GreenLake Partner of the Year 2022 from Hewlett Packard Enterprise (HPE) as part of the broader HPE Partner of the Year Awards program.  
Hewlett Packard Enterprise (HPE) announced the winners of the HPE Partner of the Year Awards 2022 in recognition of HPE partners who exemplify commitment and success in delivering value to their customers on their digital transformation journey. This recognition has been given to HPE partners who have achieved exceptional results in financial performance, innovative solutions and meaningful business results. 
“We’re proud that Powerland has been recognized as a strong partner for its infrastructure as a service through HPE GreenLake, which showcases our ability to enhance business outcomes for our growing network of customers,” said Martin Bachant, president, Xerox Canada. “While companies are faced with an increasingly complex suite of services as they continue to prioritize IT services that support and scale their operations, Powerland is committed to managing the technology so that companies can focus solely on managing their business. We are honored that HPE has recognized Powerland’s leadership position in this important category.” 
Xerox acquired Powerland in February 2022 as part of a larger strategy to expand the company’s IT services in North America. Powerland joins Xerox as a Xerox Business Solutions company focused on providing cloud, cyber security, end user computing and managed services locally to clients. Under the Xerox umbrella, Powerland has continued to serve as a strategic partner to HPE, helping to empower customers through efficient solutions that help them meet their business goals and deliver better customer experience. 
“The HPE portfolio and specifically GreenLake has provided a strong complimentary suite of solutions to Powerland’s go to market strategy,” said Ashley Penner, chief executive officer, Powerland.  “We continue to focus on our ‘as a service’ offerings to provide our customers with leading edge technology that can be operationalized and managed on their behalf.”   
“It is an honor to celebrate the winners of the HPE Partner Awards this year as the channel once again has shown the ability to adapt, transform and grow together.” said George Hope, Worldwide Head of Partner Sales, HPE. “Our partner ecosystem remains at our core, and the winners of the partner awards this year have best demonstrated success through partnering with HPE as one team. HPE remains committed to delivering the best partner experience with opportunities for all partners to grow and succeed with us.” 
HPE Partner Awards winners were announced at the HPE Partner Growth Summit that took place on June 27th. A full list of this year’s winners can be found here. 
Learn more about Powerland here and all of Xerox Business Solutions’ offerings here.
About Xerox Holdings Corporation (NASDAQ: XRX) 
For more than 100 years, Xerox has continually redefined the workplace experience. Harnessing our leadership position in office and production print technology, we've expanded into software and services to sustainably power today's workforce. From the office to industrial environments, our differentiated business solutions and financial services are designed to make every day work better for clients — no matter where that work is being done. Today, Xerox scientists and engineers are continuing our legacy of innovation with disruptive technologies in digital transformation, augmented reality, robotic process automation, additive manufacturing, Industrial Internet of Things and cleantech. Learn more at xerox.com.  
About Hewlett Packard Enterprise  
Hewlett Packard Enterprise (NYSE: HPE) is the global edge-to-cloud company that helps organizations accelerate outcomes by unlocking value from all of their data, everywhere. Built on decades of reimagining the future and innovating to advance the way people live and work, HPE delivers unique, open and intelligent technology solutions as a service.  With offerings spanning Cloud Services, Compute, High Performance Computing & AI, Intelligent Edge, Software, and Storage, HPE provides a consistent experience across all clouds and edges, helping customers develop new business models, engage in new ways, and increase operational performance. For more information, visit: www.hpe.com  
-XXX- 
© 1986 – 2022 Xerox Corporation. All rights reserved. Xerox® is a trademark of Xerox Corporation in the United States and/or other countries.

source

Sunshine and clouds mixed. High 48F. Winds SSW at 5 to 10 mph..
Clear to partly cloudy. Low 34F. Winds light and variable.
Updated: December 28, 2022 @ 8:17 am
The Whip Around Wallet is a document storage and management solution for Fleet Managers and Drivers that’s available on web and mobile.

The Whip Around Wallet is a document storage and management solution for Fleet Managers and Drivers that’s available on web and mobile.
CHARLOTTE, N.C.–(BUSINESS WIRE)–Dec 1, 2022–
Whip Around launches new document management solution for Fleet Managers and Drivers, a move designed to improve compliance and ensure their drivers are road ready at all times.
This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20221201005035/en/
The Whip Around Wallet is a document storage and management solution for Fleet Managers and Drivers that’s available on web and mobile. (Photo: Business Wire)
Poorly managed or missing documentation consistently features in the top roadside enforcement violations each year with in-cab documents relating to the driver and asset prone to damage, expiration or misplacement. Companies are liable for the actions of their employees, and can be held accountable if a non-compliant driver is operating an asset or unable to produce the required paperwork during a roadside check. With so much paperwork involved, it’s a challenge for drivers to store and manage it easily on the go, often putting themselves under the risk of scrutiny.
Steve Keppler from Scopelitis Transportation Consulting emphasized the growing issue of paper-based record keeping and FMCSA compliance, “Fleets that use paper-based recordkeeping tend to have more challenges recording data, maintaining records, missing important deadlines, locating proper records on request, and easily identifying compliance gaps in documents and dates. Using an electronic system addresses all of these weaknesses. It helps carriers be proactive to keep them compliant and identify issues early on before they become a problem.”
Whip Around Wallet is available on web and mobile. Documents are safely stored in the cloud and they can be tagged, making it quick and easy for drivers to access all the documentation that they need while out on the road. Accessibility is critical to document management, but the real value of Wallet lies in the ability to set expiration dates, renewal notifications and retention sunset reminders on documents. This dramatically lowers the risk of not meeting compliance requirements and the cost that goes along with it.
“It definitely helps our drivers remain compliant. It’s really easy to use, and made us a lot more organised. We can check that we’ve got all the required paperwork, and if we’re missing something from one truck we can grab it ” – Ryan Weinstein from M&M Waste.
A range of documentation can be stored in Wallet so that it’s easily accessible during a roadside check or audit.
Some of these include:
“With Whip Around Wallet Fleet Managers can have peace of mind that they have set their team’s up for success. It’s another step towards Whip Around’s promise to help customers take control of their fleet maintenance processes, improve safety and compliance, and reduce costs and downtime” – Elizabeth Santorelly VP Product, Whip Around.
To learn more about the Whip Around Wallet, email sales@whiparound.com or call 704 489 3268. Existing customers should contact their Account Manager or email support@whiparound.com for further details.
About Whip Around
Whip Around is a powerful, yet easy-to-use fleet maintenance software solution that connects drivers, mechanics and fleet operators to improve the uptime across their fleet operations. Whip Around operates in North America and Australasia and serves hundreds of thousands of users and assets worldwide across all commercial fleet industry verticals. The company’s mission is to keep the world’s fleets moving by accelerating information.
View source version on businesswire.com:https://www.businesswire.com/news/home/20221201005035/en/
CONTACT: Lauren Yeoman
704.412.3986
Lauren.yeoman@whiparound.com
KEYWORD: NORTH CAROLINA UNITED STATES NORTH AMERICA CANADA
INDUSTRY KEYWORD: COMMERCIAL BUILDING & REAL ESTATE CONSTRUCTION & PROPERTY AGRICULTURE NATURAL RESOURCES ENVIRONMENT OTHER TRANSPORT TRUCKING APPS/APPLICATIONS LOGISTICS/SUPPLY CHAIN MANAGEMENT TRANSPORT MOBILE/WIRELESS OTHER ENERGY SOFTWARE FLEET MANAGEMENT UTILITIES OIL/GAS COAL ALTERNATIVE ENERGY AUTOMOTIVE ENERGY DATA MANAGEMENT PUBLIC TRANSPORT TECHNOLOGY SUSTAINABILITY GENERAL AUTOMOTIVE GREEN TECHNOLOGY
SOURCE: Whip Around
Copyright Business Wire 2022.
PUB: 12/01/2022 07:04 AM/DISC: 12/01/2022 07:04 AM
http://www.businesswire.com/news/home/20221201005035/en
Copyright Business Wire 2022.

Your comment has been submitted.

Reported
There was a problem reporting this.
Log In
Keep it Clean. Please avoid obscene, vulgar, lewd, racist or sexually-oriented language.
PLEASE TURN OFF YOUR CAPS LOCK.
Don't Threaten. Threats of harming another person will not be tolerated.
Be Truthful. Don't knowingly lie about anyone or anything.
Be Nice. No racism, sexism or any sort of -ism that is degrading to another person.
Be Proactive. Use the 'Report' link on each comment to let us know of abusive posts.
Share with Us. We'd love to hear eyewitness accounts, the history behind an article.
Get up-to-the-minute news sent straight to your device.
Please disable your ad blocker, whitelist our site, or purchase a subscription
Sorry, an error occurred.

News from around the State and World. What you need to know for today! Don’t Miss it!
Find out what’s happening around the state with this weekly email alert sent every Thursday evening!
Sign up to get our statewide obits delivered to your inbox daily.
Sign up to receive our daily newsletter about all things business and politics in West Virginia.
Morgantown News Delivered Each Day!
Morgantown News Delivered to Your Inbox Each Week!
Special offers from businesses around your area.
Get the latest headlines on local WVU, College and High School sports!
Get latest breaking news from around the state when it happens.
Daily News, Sports and Events from The ET.
Sign up for the only WV Government and Business newsletter delivered each week!
This week’s most popular news from around the State. Don’t Miss it!
Daily updates from Blue Gold News for WVU sports.
Daily News, Sports and Events for Marion County.
Weekly Fairmont news emailed every Thursday evening!
Daily News, Sports and Events for Garrett County and surrounding areas.
Find out what’s happening in Garrett County with this weekly email alert!
Get the Jackson Star & Herald Delivered to your email everyday!
Get the Jackson News Weekly delivered to your inbox!
Daily news from the Mineral News & Tribune delivered to your email!
Get the news for Mineral County, Keyser and Frankfort delivered to your email on Tuesdays and Fridays!
Daily News, Sports and Events for Preston County.
Weekly email alert sent every Tuesday and Friday afternoon for Preston County!
Get the River Cities Tribune & Register Delivered to your email everyday!
Get the River Cities Tribune and Register Delivered to your email less frequently!
Daily News, Sports and Events for Weston and Surrounding areas.
Weekly newsletter for Weston.
Sign up for local job offers sent to your inbox.
Area listings from Your Bulletin Board with regular updates
Sign up with

Thank you .
Your account has been registered, and you are now logged in.
Check your email for details.
Invalid password or account does not exist
Sign in with
Submitting this form below will send a message to your email with a link to change your password.
An email message containing instructions on how to reset your password has been sent to the e-mail address listed on your account.

Secure & Encrypted
Secure transaction. Cancel anytime.

Thank you.
Your purchase was successful, and you are now logged in.
A receipt was sent to your email.

source