Board Converting News, May 23, 2022

BoardConverting Serving the North American Corrugated and Folding Carton Industries for 38 years May 23, 2022 VOL. 38, NO. 21

Family, Relationships, And Sales Drive Weber’s 129-Year Success BY STEVE YOUNG The roots of Weber Display & Packaging grow deep into the fertile industrial history of The City of Philadelphia. Founded by the entrepre- neur David Weber in 1893 at the corner of Fifth and Locust Streets, the company first made wooden boxes. Later, in a partnership with ma-

SC Congressman Urges EPA To Stop New-Indy Odors According to a local report in The State (SC), a South Carolina congressman is urging the U.S. Environmental Protection Agency (EPA) to stop the odors that have made life diffi- cult for thousands of people who live on both sides of the state line near Charlotte, North Carolina. U.S. Rep. Ralph Norman, a Republican whose 5th District includes York County, told the EPA in a letter that the agency should “pick up the pace” to complete an enforce- ment action against the New Indy paper mill in Catawba, South Carolina. The EPA took en- forcement action against New-Indy late last year, proposing a $1.1 million fine and telling the New-Indy to resolve the issue after nearly a year of citizen complaints about odors. But the enforcement action must be ap- proved by a federal judge, and that hasn’t happened because the EPA has not provid- ed all the information necessary for the judge to sign off on the deal, say attorneys for resi- dents suing New-Indy. The delay has slowed a state enforcement case in South Carolina, in addition to hampering a permanent solution to the odor problem, critics say. “I urge the

chine manufacturer Samuel Langston, Weber developed the first sin- gle-facer to produce single-faced corrugated paper, primarily for the men’s hat industry which was prominent in the Northeast at the time. “Our first product was for a company called Stetson Hats,” said Bob Doherty, Executive Vice President of Sales for Weber. “Every man wore a hat back in the day and our company produced the single-face wrap that protected the hats in shipment.” Expanding with the Philadelphia industrial landscape, Weber in 1925 built a 110,000-square-foot plant at the corner of Richmond and Tioga Streets in the northeast quadrant of the city. “David Weber start- ed making corrugated boxes here and developed a number of different patents all around the world for single facing. He built the business from there,” Doherty said. “It’s certainly a great story about a company that has been in one industry and one location since the late 1800s.” The David Weber Company was considered “a very high quality” CONTINUED ON PAGE 24 The Weber families, from left, Bob Doherty, Executive Vice President of sales; Keira Zambon Bergvall, Accounting Manager; Kevin Doherty, Sales Manager; Jim Zambon, Chief Financial Officer; and Jim Doherty III, Presi- dent and CEO. Not pictured: J. Ryan Zambon, General Manager, Co-Packing Division, and Process Manager.


WHAT’S INSIDE AICC Partners With SFP To Save Members Money, Offer Benefits

6 x x 8 x x 12 x x 26 x x

12 What Every CEO Should Know About Branding 20 SMC Packaging Group Celebrates 50th Anniversary 38 NCC, Domtar, Make Historic

Private Conservation Agreement

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AVERAGE CONTAINERBOARD PRICES The average prices reported are tabulated from prices PAID by various sources throughout the United States the week previous to issue. Prices in some areas of the country may be higher or lower than the tabulated average. The prices tabulated here are intended only for purposes of reference. They do not connote any commitment to sell any material at the indicated average. Transactions may be completed at any time at a price agreed upon by seller and purchaser.

REGION E. Coast Midwest Southeast Southwest

42# Kraft liner

26# Semi-Chem. Medium

$1005.00-1010.00 $1020.00-1030.00 $1020.00-1030.00 $1020.00-1030.00 $1050.00-1060.00 $1023.00-1032.00

Short Ton Del. Short Ton Del. Short Ton Del. Short Ton Del. Short Ton Del. Short Ton Del.

$940.00-990.00 $955.00-975.00 $955.00-975.00 $955.00-975.00 $975.00-995.00 $958.00-978.00

West Coast U.S. Average

The Price is Right

SHEET PRICES BY REGION (AVERAGE) Per 1MSF, local delivery included, 50MSF single item order, truckload delivery. Sheets

E. Coast Midwest South-SW S. CA N.CA/WA-OR US Aver.

200# 275#



$62.69 $82.80

$85.35 119.54

$73.13 101.29












107.46 118.45

114.69 129.32

116.54 137.25 117.82 145.56

141.08 148.46

122.76 131.80

More box makers and brokers are relying on the containerboard pricing in Board Converting News to negotiate their contracts with end users.

CANADIAN SHEET PRICES (AVERAGE) In Canadian Dollars, per 1MSF, local delivery included, under 50MSF single item order, truckload delivery. 200# 275# Oyster UC 275#DW 350#DW $78.56 $99.18 $9.00 $96.32 $105.83 CANADIAN LINERBOARD & MEDIUM The average prices reported are tabulated from prices PAID by various sources throughout Canada. Prices may be higher or lower in various areas of the country. The prices tabulated here are intended only for purposes of reference. They do not connote any commitment to sell any material at the indicated average. Transactions may be completed at any time at a price agreed upon by seller and purchaser. Prices are Canadian $ and per metric ton.


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May 23, 2022

SC Congressman (CONT’D FROM PAGE 1)

Core Competency

EPA to use all the tools at their disposal to expedite the process of achieving permanent action to mitigate odor is- sues stemming from operations at the New-Indy container board facility in Catawba,’’ Norman’s letter to EPA Admin- istrator Michael Regan said. Norman’s letter asked Regan to increase staffing to review some 600 public comments that have been submitted about the proposed enforce- ment case, which will help ultimately “achieve relief’’ for people living near the paper mill. The volume of the com- ments has contributed to a delay in resolving the matter, Norman’s letter said. The EPA’s proposed enforcement ac- tion can’t be finalized until the environmental agency and the U.S. Justice Department review the comments and de- cide what to tell the court, the letter said. In a statement, New-Indy said it had made substantial strides in reducing hydrogen sulfide pollution and had been in touch with Norman’s office. “Congressman Nor- man and his staff have visited the mill several times and we have kept them regularly updated on our progress on odor remediation efforts,’’ the statement said. “Hydrogen sulfide emissions from the facility have been negligible or zero for many months due to upgrades and improvements New-Indy Catawba has made. New-Indy Catawba will con- tinue to cooperate with the federal and state authorities. We strive to be a good neighbor, desirable employer and major economic driver for the region.’’

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May 23, 2022

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AICC Partners With SFP To Save Members Money, Offer Benefits AICC, The Independent Packaging Association, has part- nered with Service First Processing (SFP) to create a new “members only program” with exclusive benefits designed to reduce credit card processing costs while improving service and support. In addition to lowering credit card processing fees, the program gives AICC participants a 10 percent rebate on the net processing revenue SFP gener- ates from their account. The AICC/ SFP program offers: • An annual 10 percent rebate on the net processing rev- enue SFP generates from their accounts. • Free loaner equipment. • Free enhanced online reporting. • A dedicated helpline for AICC members.

• 60-day trial period / 90-day pilot program for members new to credit card acceptance. The average savings for manufacturers and distributors is a 15 percent reduction in processing costs before annu- al rebates. Additionally, program participants have access to electronic payment tools such as: • Accounts Payable Automation: Manage all invoice pay- ments in an easier, more cost-effective way while re- ceiving rebates. • ACH Tools to facilitate quick ACH and E-Check Ser- vices to suit your organization’s needs. • Online Invoicing, to create custom invoices online. Visit . AICC To Host In-Person Seminar: Financial Essentials For Converters

AICC, The Independent Packaging Associa- tion is hosting an in-person seminar, Finan- cial Essentials for the Converter, on Thurs- day, June 2, in Aurora, Illinois. This seminar will help attendees keep pace with today’s financial realities in the corrugated industry. Topics will focus on issues that give senior management a better understanding of fi- nancial strategy. Seminar topics include: • Fundamentals of paper conversion and financial reporting • Basis weights, footage/tonnage conver- sion, evaluating price increases and de- creases • Enhancing reporting with performance measurements • Cost estimation versus variable profit pre- diction • Reconciling actual and estimated results • Creating cost centers and profit centers • Determining key metrics for cost centers • Developing methodology to facilitate profit center measurements • Performance measurement • Company measurements and overall KPIs • Plant measurements • Cost center measurements The seminar instructor is Mitch Klingher, a partner at the CPA firm of Klingher Nadler, LLP, in Fort Lee, New Jersey, where he heads up the firm’s tax and consulting departments. With over 30 years of accounting experi- ence, Klingher specializes in paper conver- sion and packaging businesses and has de- veloped industry-specific financial courses for owners, controllers and other managers. Visit for more information and to register.


May 23, 2022


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Sonoco To Raise Prices On Paperboard Tubes, Cores

Box Shipments ( U.S. Corrugated Product Shipments) Industry Shipments In Billions of Square Feet Month March 2022

Hartsfield, South Carolina base Sonoco confirmed it will raise the price for all paperboard tubes and cores by a minimum of six percent, effective with shipments in the United States and Canada on or after June 10, 2022. “Ongoing market tightness and additional inflationary cost pressures from rising paperboard prices, our primary raw material, along with higher labor rates, make this in- crease necessary,” said Doug Schwartz, Division Vice Presi- dent and General Manager, North America Tubes and Cores. IP Declares Dividend Memphis, Tennessee based International Paper (IP) re- cently declared a quarterly dividend of $0.4625 per share for the period from April 1, 2022, to June 30, 2022, inclu- sive, on the common stock, par value $1.00. This dividend is payable on June 15, 2022, to holders of record at the close of business on May 27, 2022. The company also de- clared a regular quarterly dividend of $1.00 per share for the period from April 1, 2022, to June 30, 2022, inclusive, on the cumulative $4.00 preferred stock of the company. This dividend is also payable on June 15, 2022, to holders of record at the close of business on May 27, 2022.



Percent Change Avg Week Percent Change

2022 2021

37.675 37.992


8.190 8.259


Industry Total

Year-to Date

March 2022



Percent Change Avg Week Percent Change

2022 2021

102.648 102.938


8.019 8.170


Industry Total

Containerboard Consumption (Thousands of Tons)



Percent Change Year-to-Date Percent Change

2022 2021

3.1027 3.0967


8.4866 8.4625


Container Board Inventory - Corrugator Plants (Thousands of Tons)

Corrugator Plants Only


Percent Change Weeks of Supply

Percent Change

Mar. Feb.

2.2693 2.3081


3.4 3.5


Shipping Days




2022 2021

23 23

64 63

SOURCE: Fibre Box Association

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May 23, 2022

A.G. Stacker Hires Cody Brant To Manage Midwest Sales

Midwest converters are encouraged to contact Cody Brant at or (540) 830-0731 to dis- cuss A.G.’s full line of solutions. Additionally, A.G. is cur- rently seeking a Mechanical Assembler, Field Service Technician, Welder, and Electrical Technician to join its growing team. Visit for more information or to apply or call (540) 234-6012.

Weyers Cave, Virginia based A.G. Stacker, custom manu- facturer of corrugated material handling equipment and technology, has welcomed Cody Brant to its National Sales Team as Midwest Territory Manager. In this role, Brant will

oversee and manage sales of equip- ment in Indiana, Illinois, Iowa, Kan- sas, Kentucky, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, and Wisconsin. A native of Chicago, Brant is a highly motivated sales profession- al with a BA in Business Manage-

AICC Announces Midwest Region $5,000 Scholarship

Casey Shaw, Director of Customer Service at Batavia Con- tainer and AICC Midwest Region Director, has announced that the Midwest Region is again offering a $5000 schol- arship to children or grandchildren of full-time employees of companies who are members or associate members in good standing of AICC Midwest Region. The AICC Midwest Region’s objective is to provide fi- nancial assistance to young men and women with their college education and encourage students to strive for higher scholastic ideals. The scholarship will be awarded at the golf outing on Monday, July 18, 2022. The deadline for applications will be June 4, 2022. More information on the golf outing will be released soon. For more information on the scholarship, contact Tim Engle at, (715) 496-0253, or Shari Saeger,, (715) 204-0288.

Cody Brant

ment. He has held numerous business development and sales manager positions at Bobst, W.H. Leary and other well-known manufacturers in the corrugated converting industry. His easy-going personality, tech-savviness and straightforward sales technique make him a great asset to the A.G. Stacker Sales team. “With our customer base growing rapidly in the Mid- west region, we wanted to better support converters there by hiring a local salesperson,” said Tim Connell, Director of Sales. “Cody is the perfect person to fill that gap and we look forward to the impact he will make in the Midwest, for A.G. and our customers.”





May 23, 2022

What Every CEO Should Know About Branding To Better Manage The Human Side Of Business BY JANE CAVALIER We live in an upside world where the old rules no longer apply. Many call it a VUCA world – volatile, uncertain, complex and ambiguous. Mass con- sumerism has been replaced by a new consump- tion paradigm as people are driven by new essen- tialism where things matter less and relationships, experiences and self-being dominate all. In this new world, workers are restless, customers fickle, investors skittish, and the public has an appetite to cancel. In order to rally everyone together to stand behind a company and its path during all the ups and downs, leaders need to draw upon emotions as rationality will not carry the day. They have one tool at their disposal to do this delicate work – the brand. Although often associated with marketing, brands are actually cultural icons that symbolically carry meaning. In just a nano second, they evoke common immediate meaning and emotions across all people. Think BMW, John Deere, Chanel, Apple and American Express. In a world where ev- erything is uncertain, brands can be trusted to stand true. Now, if you don’t have a brand, you can build one. Anyone can. It takes commitment Jane Cavalier

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to people, to tell their story and represent their interests with your brand, not your own. If you create a brand that represents the highest common denominator between your people (customers, employees, investors) and your products/services, then you can forge an enduring powerful partner- ship that will yield surprising dividends for your business. It all begins with understanding the basics of what a brand really means for a business. 1. A Brand Resides in the Mind not in a Logo: Although expressed in a logo and a tagline, a brand is actually a mental construct that gets into the mind and lives in the memory of people. Branding is the process of creating the brand in the minds of people. It is typically done by creating things and experiences that “express” the brand such as marketing materials and product design. Brands also live in the culture. Powerful brands like Nike become social concepts and exist in the culture where they continually give people cues and establish the brand as a part of society. CONTINUED ON PAGE 14


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CEO: Branding (CONT’D FROM PAGE 12)

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2. Brands Set Meaning: Brands give meaning to products. Is an anti-lock braking system (ABS) a breakthrough in per- formance (BMW) or safety (Volvo)? That depends on the brand. The brand is a mental lens that provides immediate meaning. A Snickers bar is a snack. Tiffany means luxu- ry taste and quality. Apple is about unleashing creativity while IBM is about improving productivity. The brand pro- vides context which tells people why a product is import- ant to them. 3. Brands Carry Emotional Power: Like great art, brands are designed to elicit a response, both emotional and ratio- nal. Like art they can enchant and often captivate people which creates desire. Marlboro was the first filter-tipped cigarette and was initially launched as a woman’s cigarette which failed. The same product was re-branded as the ul- timate masculine smoke and with the swagger of the Marl- boro man still remains one of the most powerful brands in the world. Powerful brands are mythologies that evoke emotions that swell to desire.

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4. Brands are Fiction Not Fact: Branding is poetry not jour- nalism. Messaging matrixes and value propositions belong to marketers and are fact-based. Branding is another world that is concept-based. Branding brings out the big gun – an idea. A powerful, transcendent, mind-tweaking idea designed to engage the mind and heart at another lev- el. The idea is what catalyzes new behavior and thinking. When Tide gets clothes clean, it means that Mom and Dad are good parents and conveys that message. The Home Depot is a large hardware store, but the brand makes it a Home Center for any current and aspiring do-it-yourselfer. 5. Brands Defy Logic: When you have a powerful brand, you’ll be surprised by what it can do. You will see strong conviction and commitment across employees, customers and investors despite challenges. People tend to defend the brands they love and stay loyal against all odds – bet-

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CEO: Branding (CONT’D FROM PAGE 14)

Many corporate executives view the brand as simply a marketing asset. Others like Steve Jobs, Bill Gates, Richard Branson and Elon Musk view it as a corporate asset, part of the business strategy. Once built, a powerful brand can be used to wield influence in many circumstances from the Main Street to Wall Street to Capitol Hill. While products and executives may come and go within a company, the brand can endure forever – as long as it is well maintained. In a world of fake news where people are becoming increasingly unmoored and where constant shocks and disruptions seem to prevent ‘normal’ from ever being a re- ality, brands are a reassuring presence that people can de- pend on. Powerful brands nurture, the people that come to work, buy products and invest in companies. Business al- ways comes down to connecting with people on a human level. Powerful brands are creative concepts that stimu- late the imagination and emotions in ways that most CEOs cannot. With a powerful brand, the CEO has a tool to open

ter alternatives, cheaper alternatives, easier alternatives. To achieve that kind of priceless cohesion, you have to build and continually maintain the brand campfire - and make it into a bonfire for the world to see. At John Deere, they say people bleed green because the brand is so deep. 6. Brands Deliver Business Value Multiple Ways: Because powerful brands are sticky, they have the ability to build a moat around the business. Customers remain loyal even in the face of superior performing or lower priced compet- itors. People forgive and forget product and corporate er- rors. People are more willing to try new products, services and experiences from brands they love which accelerates sales. If you have a vision to build an empire, but a brand to amplify the upside and mitigate the downside.

minds, raise hearts, command attention, bring everyone together and protect the business again in a volatile, uncertain, complex and am- biguous world. Jane Cavalier, CEO and Founder of Bright- Mark Consulting, is a nationally recognized brand strategist, board member, blogger and author of bestselling business book The En- chanted Brand (Amazon). She helps organi- zations conquer a changing world with pow- erful brands and reputations. Recognized for creating breakout brands like Snapple and Qwest, Jane has worked with over 100 organizations including American Express, Johnson & Johnson, ExxonMobil and the U.S. Navy. Visit PPC To Host Boot Camp, Drupa-Inspired Trade Show This June, the Paperboard Packaging Coun- cil (PPC) will host PPC Week, a five-day event filled with folding carton insights and educa- tion. Featuring the association’s signature Folding Carton Boot Camp along with a Dru- pa-inspired trade show in Springfield, Mas- sachusetts, the event will give paperboard packaging professionals updates on the latest tools and technology in the industry. The “boxapalooza” will commence with Boot Camp on June 6-7 and will continue with the trade show, featuring supplier case studies, on June 8-10. All programs and trade shows will be held at MGM Springfield. Folding Carton Boot Camp, PPC’s signature “Carton 101” training for industry newcomers,


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will kick off PPC Week, covering topics such as structur- al design and workflow, inks and coating, rotary coating, laminating, digital diecutting, gluing and adhesives, rigid box manufacturing, and more. Instructors will include Judy Arvan of Graphic Packaging International; Laura Brodie of Burt Rigid Box; Eric Frank of Koenig & Bauer; Quinn Garber of River Valley Paper Company; Gayle Harrop of Tamarack Products; Doug Herr of Bobst North America; Harold Leete of HP, Inc; J Maggio of Henkel Corporation; Travis Moellers of IMPACT Converting & System Solutions; Bill Rice of Hei- delberg; Steve Rote of Metsä Board Americas Corpora- tion; Beau Snider of Wikoff Color Corporation; Susie Stitzel of Esko; and PPC’s president, Ben Markens. Next, PPC will host a three-day Drupa-inspired event. The forum will include a mini trade show featuring PPC supplier members who will share the latest technologies as well as comprehensive case studies. The event will also feature a townhall-style discussion of best practices in folding carton converting operations facilitated by PPC Board Chair, Brian Hunt of Southern Champion Tray. In addition to other engaging social events, attendees will have dinner on center court of the national Basketball Hall of Fame. Supplier members that would like to partic- ipate in the trade show should sign up soon, as space is limited. To learn more and to register, visit the PPC Week page at .

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May 23, 2022

SMC Packaging Group Celebrates 50th Anniversary

Springfield, Missouri based SMC Packaging Group, re- cently celebrated its 50th Anniversary with an open house and luncheon for more than 200 customers, suppliers, and community leaders. Kevin Ausburn, Chairman and CEO,

welcomed those in attendance and emceed the program, which included tributes to former and long-time employ- ees and customers and a proclamation of “SMC Packaging Day” by the Mayor of Springfield, Ken McClure. SMC Pack- aging Group team members also conducted tours of the company’s 415,000-square-foot facility.


May 23, 2022

WestRock Releases 2021 Sustainability Report

countable. The measurable targets we’ve put forth in the report demonstrate how we deliver valuable support and innovation to our customers. It captures how we’re helping them reach their sustainability goals while winning in the marketplace.” The report continues to align with Global Reporting Initiative (GRI) and Sustainable Accounting Board (SASB) standards. Visit to read the report. AICC Emerging Leaders To Meet For Workshop In Fort Worth In June AICC, The Independent Packaging Association, with the support of AICC Vice Chair Jana Harris, CEO, Harris Pack- aging and American Carton, and the Emerging Leader Del- egates, are bringing the Emerging Leaders to Fort Worth, Texas, June 8-10, 2022

Norcross, Georgia based WestRock has confirmed the publication of it’s 2021 Sustainability Report, detailing the comprehensive efforts the company is making for, and with, customers to imagine and deliver on the promise of a sustainable future. The report reveals validation of West- Rock’s greenhouse gas (GHG) emissions reduction target by the Science Based Targets Initiative (SBTi) alongside its refreshed sustainability goals. “Sustainability and innovation are fundamental to our vision to become the world’s best paper and packaging company,” said David B. Sewell, CEO. “We’re proud of the major strides we’ve made over the last year by investing in sustainability, supporting our teammates and setting meaningful, transparent targets to hold ourselves ac-

The AICC Vice Chair hosts Emerging Lead- ers (EL) each summer to learn, network, and tour plants around the country. The Emerg- ing Leader Vice Chair Workshop is a favorite among the next generation of leaders repre- sented in the AICC Emerging Leader Program. “I cannot wait to host the EL’s Vice-Chair Workshop,” said Harris. “The theme is ‘Take Charge of Your Career,’ which I feel is a perfect theme for this group of young professionals. I am expecting everyone to have a great time networking, touring three plants, getting pro- fessional headshots done, and learning from AICC’s very own Taryn Pyle, and of course, from one another.” This year attendees will have the opportu- nity to tour American Carton Company, Liber- ty Carton, and Harris Packaging. Additionally, participants will work with AICC Director of Training & Education Taryn Pyle to create a three-year career plan. ELs will identify their career goals, roadblocks they may face, and how to overcome them. This event is open only to AICC Emerging Leaders, and space is limited. The AICC Emerging Leader Program is an exclusive series of training, networking, and leadership opportunities for ambitious young professionals in the paper and packaging industry. Through the Program, young pro- fessionals who are ready to commit to their professional development have the chance to grow into proven, reliable future leaders in their company and in the industry. To learn more about the leadership training offered to Emerging Leaders visit Leader. Visit to regis- ter for the workshop.


May 23, 2022

Truck. Loads. More.

Corrugated printing has gone from basic to beautiful in 10 years. With the explosion of packaging demands and shorter print runs, speed has become the #1 capacity driver.

One of our customers tells us automated complete plate cleaning in < 4 minutes adds 25% capacity in a working week with FlexoCleanerBrush™

He calls it ‘Truckloads More Capacity’. You can do your own math.

Weber Display & Packaging (CONT’D FROM PAGE 1)

1991 and began operations on August 1 of that same year. Today, Weber Display & Packaging is a $95 million com- pany employing 190 people on three shifts and last year producing 720-million-square-feet of board out of its four facilities in the Philadelphia area: its main 110,000-square- foot plant on Richmond Street, an 80,000-square-foot co-packing facility, a 67,000-square-foot just-in-time ware- house, and a recently-opened 30,000-square-foot print- ing, die cutting and finishing site on nearby Ontario Street. Weber also owns a small semi-permanent display division to serve its point-of-purchase customers who frequently require permanent fixtures in their product merchandising. It’s All In The Name Jim Doherty III, the son of Jim Doherty Jr. and now the President and CEO of the company, remembered that his father, when buying the company, wanted to keep the name “Chesapeake Display and Packaging,” but the sell- ers refused. “So my father went back and said, ‘Well, if I can’t have that I want the David Weber name back,’ and they agreed.” The Weber name, said Bob Doherty, had a longstanding reputation in the Philadelphia market and the new owners of the company recognized the value it had with the customer base. “People called it ‘Weber’ when it was Chesapeake,” Doherty said. “They could not get that name out of their heads.” “We took advantage of that,” said Bob Doherty. “We went out to tell the customers, ‘We’re going to be here;

manufacturer of corrugated boxes. Weber served a 100- mile radius in and around Philadelphia, including the pro- duce and seafood industries of southern New Jersey. It was in some way, shape or form, run by members of the Weber family until the 1950s, when the family sold por- tions of it to Chesapeake Corporation and Interstate Con- tainer Company. Chesapeake later bought out Interstate’s shares and became the sole owner of the plant, and it re- mained in Chesapeake’s control and operated under the Chesapeake name until 1991. It was during these Chesa- peake years that the Doherty brothers, Bob and the late Jim Doherty Jr., were involved – Bob as Sales Manager and his brother Jim as an Independent Broker. As Bob Doherty tells the story, Chesapeake had made the decision in the late 1980s to close the plant. The company had faced a prolonged labor strike and the ba- sic infrastructure of the plant was beginning to wear. Jim Doherty Jr. was brokering a lot of business for the plant, and out of concern for the company’s employees and cus- tomers, he attempted to delay Chesapeake’s decision. “At the time Jim thought that we could help employees get other jobs, get customers resituated,” Bob recalled. “But in the end, the conversation started flowing toward, ‘Are you interested in selling?’” After what Bob calls three-to-four weeks of “Wharton [Business] School-style” negotiations, Jim Doherty Jr. assumed ownership of the plant in January BCN(US)202109(o)(出血5mm).pdf 1 2021/9/7 下午 03:50:46











May 23, 2022

Weber Display & Packaging (CONT’D FROM PAGE 24)

future there.” In time, however, Doherty made the decision to come into the business, reasoning, “If I’m going to jump off the cliff, I want to do it now and not 20 years from now.” Doherty says he started in sales to “get his feet wet,” and jokes that “I was on probation after six months due to lack of sales, so they had to move me to production.” Eventual- ly, though, Doherty settled into key roles of purchasing roll stock and converting equipment, responsibilities which he still carries in his role as CEO. Kevin Doherty, Sales Manager, is the son of Bob Doherty and thus succeeds his father in that role. Kevin is a relative newcomer to the Weber team, joining a mere nine years ago following a successful career at Lock- heed-Martin. Said Kevin of his transition into the business: “At Lockheed-Martin, I was one of 130,000 people. Even if I did a good job, I felt as though I were irrelevant. When I looked at what was happening at Weber, I could see that the business was growing. I didn’t really expect to get into it, but I could see it was growing. It is very motivating to be part of the group that controls it.” Jim Zambon is the brother-in-law of Jim Doherty III, hav- ing married his sister Barbara Doherty Zambon. Zambon also began his career at Weber early on – in 1992 – mov- ing from Indiana, where he was a regional manager of a small pharmacy chain. “The company’s first accountant didn’t last very long and Weber needed one,” he said. “Jim Doherty asked me if I was interested in coming aboard.” CONTINUED ON PAGE 28

nothing is changing; we have the same equipment; give us a chance.’” The driving force in the newly established business, however, was Jim Doherty Jr. himself. Bob recalls, “Jim was very inspirational on the plant floor – very inspirational. He got everybody behind him and behind us. He really came across that he was just a Philly guy like all of them – a young guy that grew up in Philadelphia, moved to South Jersey. ‘I have a family just like you guys; this is my money; I need all of you to pull on the rope in the same direction.’ And they did.” A Solid Family Foundation The founders of modern-day Weber Display & Packag- ing found value in restoring a recognized name and the appeal of working in a family-run organization; the next generation is building on this tradition. Jim Doherty III, the second generation of Dohertys to oversee the company, joined his father in the business in 1992. He had his own successful career in residential real estate, and he was re- luctant to come into the family business in part, he said, because he felt his father’s personal sales relationships were unique to him and wouldn’t guarantee future suc- cess. Said Doherty: “I told my father, ‘You’re a broker and all the relationships are with you. If something happened to you, it doesn’t automatically mean that all the business is going to go forward with me.’ So I did not see a bright

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Weber Display & Packaging (CONT’D FROM PAGE 26)

People | Knowledge | Software | Services

Keeping things in the family and family relationships are important to Zambon. His son, J. Ryan Zambon, is the General Manager of the company’s pack-out division and Weber’s Process Manager; his daughter Keira Zambon Bergvall is now the Accounting Manager. Ryan joined the company in 2012 following the start of his career in management consulting. “I went to under- graduate school for operations and information manage- ment, and worked for Deloitte & Touche,” he said of his ca- reer prior to Weber. “I grew up around the family business and worked in the office and on the plant floor over the years on summer breaks and holidays. When the business eventually needed some help in IT, I saw an opportunity to try to take what I had learned inside and outside of Weber to help improve the family business.” Keira Zambon Bergvall, for her part, started in 2015. Af- ter graduating from Villanova in 2014 she became a CPA and worked for the accounting firm KPMG. When Weber’s accounting manager announced her retirement, CFO Jim Zambon asked Keira if she wanted to become a part of the business. “Of course, I said ‘yes!’” she recalled. Other key players on the Weber management team include David de la Rosa, Vice President of Operations. A 40-year veteran of the corrugated industry, de la Rosa joined Weber in 2003 following a long career in production supervision and management with Owens-Illinois, Packag- ing Corporation of America and Southern Container. ‘Design Through Delivery’ How does a 129-year-old company continue to be suc- cessful year after year, generation after generation? “Our mission statement is ‘Design through Delivery,’” says Kevin Doherty. “Our best accounts are the ones who use us for all our strengths.” Those “strengths,” he says, are a 15-per- son sales force, a dedicated team of graphic designers, a co-packing facility, a permanent display division, and a mix of equipment that can satisfy the needs of its diverse mix of food and beverage, pharmaceutical, agricultural and in- dustrial customers. “I don’t think it’s all that common – even among AICC members – for a company to be able to cover such a broad waterfront,” he said. “You’re either making brown boxes or you’re making displays; you’re buying sheets or you’re making board; you’re involved in co-packing or you don’t touch it.” Jim Doherty III adds, “It goes back to my father’s man- tra: He didn’t care if it was a 50-lot or a 10,000-lot. As long as he could serve the customer, he was going to do it. I think that’s pretty much our philosophy; we do that to this day. We are definitely a sales-driven company.” An independent corrugator plant, Weber has a 98-inch Corrugator – a BHS wet end with a Fosber dry end – that produces, B, C and E flutes, as well BC and EB double wall. The company has a strong affiliation with and affinity for Bobst and Marquip Ward United (now BWPaperSys- CONTINUED ON PAGE 30

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Weber Display & Packaging (CONT’D FROM PAGE 28)

adelphia. “We had Triangle around the corner and its own- er, Jack Grollman, and they were printing the “Mona Lisa” directly on corrugated,” he said, referring to the industry’s flexographic printing innovation in the late 1980s and early 1990s. “I wanted to be that. I felt that was the direction we needed to go. In the end we wanted to be everything to everybody, and that was a challenge.” So how does a company excel at producing such di- verse and demanding product mix? “You pay some tuition along the way,” says Kevin. “You learn through stubbing your toe from time to time, but if you have good people and good processes, you find a way.” Process management and automation are key, says Ryan Zambon. “I think that our success is unique in what we’ve been able to offer the marketplace. There will al- ways be a place for value and service. Doing so in the confines of efficient manufacturing will continue to be the challenge,” he said, adding, “whether it’s through automa- tion, technology, or better processes, that’s going to be what Weber will hang its hat on in the future.” Keira Zambon Bergvall agreed, saying, “the ownership of the company has to continue its capital investment, making sure we have the equipment to make things more efficient.” Relationships Are Key It sounds trite to say, but like any independent in the corrugated or paperboard packaging business, Weber be-

tems) converting and finishing equipment. The company’s workhorse printing machines are a six-color Bobst DRO rotary die cutter and six-color MarquipWardUnited rotary die cutter. Rounding out its flexo printing capability are two Bobst flexo folder gluers – a four-color 1228 50-inch and a 3-color 618 Mini Martin – and a 2-color Bobst ExpertCut

flatbed die cutter. A Stock label laminator, a Bobst Master- Cut flatbed die cutter, and a Bobst MasterFold specialty folder-gluer complete the list of current equipment. Weber’s capital investment strategy driven by its “de- sign through delivery” philosophy. Bob Doherty credits Weber’s printing excellence today to its competition early on, namely Triangle Container, now Menasha, also in Phil-


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