Davis and Schaefer (CONT’D FROM PAGE 12)
“If we make a decision, say to buy a die cutter, we need to understand all the costs. For example, if it’s really going to hum with a load turner in front of it, that information is good to know. You might think you’re doing us a favor by leaving out the extras to make the quote look better, but we’d rather know everything up front because you can only go to the bank once.” Davis urged suppliers to come visit plants, walk the floor, and see operations first-hand. “That’s how you can help us make the right decisions,” he said. “Understand what we need, not just what you’re selling.” Automation And The Human Factor The conversation turned toward technology and the role of AI in the corrugated world, a topic that continues to generate equal measures of curiosity and scepticism. “Everyone keeps talking about AI,” Schaefer said, “but nobody’s really showing us how it changes life inside a box plant. We’ve been using it to write better proposals and streamline data management, but I haven’t seen it speeding up setups or increasing throughput. I’m eager to see if someone figures that out.” Davis shared a similar perspective. “We’re still learn- ing,” he said. “Most independents are part of industry groups, and we trade ideas all the time. If someone cracks the code on using RFID tags to track cutting dies or print plates efficiently, we’ll all want to hear about it. That’s how this community works, we learn from each other.” CONTINUED ON PAGE 16
Schaefer agreed that the pace has changed since the post-pandemic surge but said the slowdown has given way to a kind of steady uncertainty. “During COVID, there was all this pent-up demand, like a spring waiting to release. Now it feels like customers are waiting, not spring-loaded but cautious, looking for the next opportunity to invest,” he said. “It’s hard to tell what’s real with all the information coming at us, but I think by the end of the year we’ll find our footing again.” He described the second half of the year as a time of leveling out: “Not overly optimistic or pes- simistic, just steady.” The Value Of Partnerships From there, Foley steered the discussion toward how associate members can create genuine value for indepen- dents. Both Schaefer and Davis were clear: value doesn’t always come from shaving seconds off set-up times, it comes from understanding what each plant needs. “For us, going from a 15-minute run to a 12-minute run doesn’t add much value,” Schaefer said. “We’re not full, so maximizing uptime on older equipment and supporting emergencies is where the focus is. Drives, operating sys- tems, CAD tables…they’re all going obsolete faster than we can replace them. What we need is the knowledge of who to go to and how to fix it.” Davis added that collaboration starts with listening. “Ev- ery plant is different. There’s no one-size-fits-all,” he said.
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