Latest news with #StanleyBlack&Decker
Business Wire
7 days ago
- Business
- Business Wire
VTEX Leads the 2025 B2B Paradigm Combine: Sets the Highest Gold Standard in Enterprise and Secures Full Category Honors
NEW YORK--(BUSINESS WIRE)-- VTEX (NYSE: VTEX), the backbone for connected commerce, earned medals in all 24 categories across Enterprise and Midmarket editions of the Paradigm's 2025 Combine Reports. However, earning medals across every category is only part of the story. VTEX set a new gold standard in B2B commerce by securing 16 Gold medals, the highest total in this year's Paradigm B2B Combine, reflecting excellence across critical enterprise criteria including a rare Gold for Total Cost of Ownership in both the Enterprise and Midmarket reports. Earning medals across every category is only part of the story. VTEX set a new gold standard in B2B commerce. While Others Rushed to Shout, VTEX is Always First to Deliver Value While others rushed to echo general claims and broad takeaways, VTEX is leading with clarity on its measurable performance. In the 2025 Paradigm B2B Combine Reports, created by leading B2B commerce analyst Andy Hoar, VTEX increased its Gold medal count by 33% year-over-year, signaling standout marks across B2B decision-maker priorities, including operational control, speed to value, and enterprise-ready execution at scale. Enterprise Edition: Gold in 8 of 12 categories (highest platform achievement). Ability to Execute • Customer Service & Support • Total Cost of Ownership (TCO) • Vision & Strategy • Integrations • Operations & Infrastructure • Promotions Management • Marketplaces • Transaction Management. Customers spoke highly of VTEX's integrated ecommerce/OMS/Marketplace solution and low Total Cost of Ownership (TCO). Silver: Sales & Channel Enablement. Bronze: Content & Data Management, Site Search, Partner Ecosystem. Midmarket Edition: Gold in 8 of 12 categories (matches Enterprise performance). Outperformed two ' best-of-breed ' platforms in marketplace capabilities. Silver: Sales & Channel Enablement. Bronze: Content, Site Search, Partner Ecosystem. The VTEX Gold Standard: Powering Enterprise B2B Leadership Stanley Black & Decker: VTEX's composable B2B platform and native OMS gave Stanley Black & Decker the tools to power bulk ordering, real-time pricing, and guided selling across its field sales operations. With a custom headless app built on VTEX, the company streamlined workflows and reduced manual errors, transforming productivity. bisco industries: 55% of B2B enterprises sell on marketplaces. Using VTEX's built-in B2B-ready marketplace engine, bisco industries launched a 4 million -SKU marketplace with 60,000 attributes, doubling catalog conversion and cutting development costs, solving a key need. United States Electrical Services, Inc. (USESI): Unifying manual systems and retiring legacy technology, USESI successfully addressed one of the main pain points shared by 81% of B2B buyers' experience struggling with outdated systems Whirlpool: Whirlpool's VTEX deployment delivered rapid onboarding and strong SLA adherence allowing the company to launch multiple brands and storefronts in record time, halving support tickets after migration, and meeting the high platform reliability expectations of 84% of B2B buyers. Dani Jurado, VTEX EVP for North America, said: 'Technology is no longer the barrier holding B2B companies back. At VTEX, we know success means more than just migrating off outdated or outgrown systems without disruption. It's about enabling scalable B2B models designed to meet modern buyer expectations, deliver self-service efficiency, and support adaptable infrastructure that scales alongside your business. Backed by platform reliability and AI embedded where it truly drives value, our B2B enterprise customers count on us as strategic partners, empowering their teams to seize new opportunities with confidence.' The gold rush of B2B enterprise recognitions reflects the results VTEX delivers daily for B2B leaders. Global manufacturers, distributors, and other enterprise B2B organizations rely on VTEX to manage growing complexity at scale. That is why VTEX is the only vendor recognized as a Customers' Choice in Gartner's Voice of the Customer Digital Commerce Report for two consecutive years. VTEX sets a new standard for modern commerce by delivering secure speed, clarity, and execution without compromise or user complexity. For B2B companies navigating rising expectations, now is the moment to act. VTEX is the partner powering the next era of B2B enterprise commerce. For more information and to read a free copy of the Paradigm B2B Combine report, click here. ABOUT US: VTEX (NYSE: VTEX) VTEX is the backbone for connected commerce for enterprises that move fast, adapt faster, and demand results. Built for both B2C and B2B brands, VTEX powers agentic commerce workflows by unifying a complete ecosystem of solutions: Sales App, Pick & Pack, Data Pipeline, Retail Media, and Security Shield work together to remove friction, connect teams, and accelerate growth. This isn't just software. It's a pragmatic composability, enterprise-grade platform that's trusted by over 2,400 brands including Carrefour, Colgate, Sony, Stanley Black & Decker, and Whirlpool. VTEX supports more than 3,400 active storefronts across 43 countries.(FY ended December 31, 2024). For more information,
Yahoo
10-07-2025
- Business
- Yahoo
Stanley Black & Decker's Quarterly Earnings Preview: What You Need to Know
With a market cap of $10.7 billion, Stanley Black & Decker, Inc. (SWK) is a global manufacturer of tools, outdoor equipment, and industrial solutions. Known for iconic brands like DeWalt, Black+Decker, Craftsman, and Stanley, New Britain, Connecticut-headquartered company operates in over 60 countries and serves both consumer and industrial markets. SWK is all geared to post its fiscal 2025 Q2 earnings on Tuesday, July 29, before the market opens. Ahead of the event, analysts expect SWK to report a profit of $0.40 per share, down 63.3% from $1.09 per share reported in the year-ago quarter. However, it has exceeded analysts' earnings estimates in all of the past four quarters, which is impressive. 2 ETFs Offering Juicy Dividend Yields of 20% or Higher Nvidia Scores Another Sovereign AI Win. How Should You Play NVDA Stock Here? Dear Amazon Stock Fans, Mark Your Calendars for July 8 Markets move fast. Keep up by reading our FREE midday Barchart Brief newsletter for exclusive charts, analysis, and headlines. For the current year, analysts expect SWK to report EPS of $4.56, up 4.6% from $4.36 in fiscal 2024. Looking ahead, analysts expect its earnings to surge 23.5% year-over-year to $5.63 per share in fiscal 2026. Over the past year, SWK shares have plunged 11.8%, significantly underperforming the S&P 500 Index's ($SPX) 11.7% gains and the Industrial Select Sector SPDR Fund's (XLI) 22.7% surge over the same time frame. On Jul. 8, shares of Stanley Black & Decker jumped 3.4% after Wolfe Research upgraded the stock from 'Underperform' to 'Peer-Perform.' While the upgrade wasn't accompanied by a price target, analyst Nigel Coe noted that demand for Stanley's products appears to be at or near a trough, suggesting a potential rebound, especially if the Federal Reserve cuts interest rates. Moreover, analysts remain moderately bullish about SWK stock's future prospects, with a "Moderate Buy" rating overall. Among the 16 analysts covering the stock, seven recommend a 'Strong Buy,' seven suggest a 'Hold,' and two suggest a 'Strong Sell.' SWK's mean price of $82.77 implies a premium of 15.5% from its prevailing price level. On the date of publication, Kritika Sarmah did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on
Malaysian Reserve
30-06-2025
- Business
- Malaysian Reserve
Stanley Black & Decker Announces Leadership Transition Plan
Christopher Nelson, Chief Operating Officer and Executive Vice President and President of Tools & Outdoor, to Become President and Chief Executive Officer and Member of the Board effective October 1 Concurrently on October 1, President and Chief Executive Officer Donald Allan, Jr. to Become Executive Chair of the Board and Chair of the Board Andrea Ayers to Become Lead Independent Director The Company Continues to Expect Second Quarter EPS Performance Better Than Its 2025 Planning Assumption from Q1 2025 Earnings Call NEW BRITAIN, Conn., June 30, 2025 /PRNewswire/ — Stanley Black & Decker (NYSE: SWK), a worldwide leader in tools and outdoor, today announced that its Board of Directors has named Christopher Nelson as the Company's next President and Chief Executive Officer, effective October 1, 2025. Mr. Nelson currently serves as Stanley Black & Decker's Chief Operating Officer and Executive Vice President and President of the Tools & Outdoor business. He will succeed Donald Allan, Jr., who has served as CEO since July 2022. Mr. Nelson will join the Board of Directors upon assuming the CEO role. This leadership transition is the culmination of a thoughtful and comprehensive succession planning process that was undertaken by the Board. As part of the transition, effective October 1, 2025, Mr. Allan will become Executive Chair of the Board, and Andrea Ayers, current Chair of the Board, will become Lead Independent Director and continue to chair the Executive Committee. Mr. Allan is expected to retire on October 1, 2026, at which time the Board intends to revert to a governance structure of Independent Board Chair. Ms. Ayers said, 'Don has made an indelible impact on Stanley Black & Decker, and we are deeply appreciative of his leadership over the past 26 years. His tenure with the Company and as CEO will be defined by his strong connection to our business, our customers and our brands, along with his tireless work to position the Company for lasting success. As the architect of our transformation strategy, Don has been instrumental in simplifying the business and has been a stabilizing force during a very challenging period. Don will be an important resource to Chris, the Company and the Board as he continues his journey with Stanley Black & Decker as Executive Chair.' Mr. Allan said, 'I am grateful to have had the opportunity to serve as CEO of Stanley Black & Decker and work alongside an extraordinarily talented and resilient team. Together, we have made numerous achievements, including successfully transforming Stanley Black & Decker into a more streamlined, focused organization with a durable portfolio of iconic brands and businesses that are poised to deliver sustainable market share gains. As we approach the end of our supply chain transformation and look ahead to the next horizon, the Board and I believe now is the right moment to initiate this transition. I am fully committed to supporting Chris and the Company in my role as Executive Chair, and I am confident that Stanley Black & Decker is in excellent hands under Chris' leadership.' Ms. Ayers added, 'Chris is ideally suited to lead Stanley Black & Decker through our next phase of growth. On behalf of the Board, we look forward to working with him even more closely in his role as President and CEO. As a key member of the executive leadership team and a seasoned global leader, Chris has played a pivotal role in streamlining and optimizing the Company around our core businesses and strong portfolio of global brands. His leadership, strategic vision, commercial expertise and unwavering focus on end-users will continue to be invaluable to all our stakeholders.' Mr. Nelson said, 'I am honored to become President and CEO of Stanley Black & Decker, an iconic American Company with a proud legacy and an incredibly bright future. Over the past two years, I have had the privilege of working closely with Don and the leadership team, gaining a deep understanding of the needs of our customers and end-users, as well as the unique opportunities ahead for our Company. I am energized by the opportunity ahead and look forward to working together with the Board and our teams around the world to deliver on the amazing potential for our brands and innovation in the marketplace. I am confident we have created a strong foundation with our transformation that positions the Company for sustainable long-term growth and value creation.' 2025 Planning AssumptionsStanley Black & Decker continues to expect Second Quarter GAAP and Adjusted EPS performance better than its 2025 Planning Assumptions from the Q1 2025 earnings call, consistent with Company statements at an investor conference in May. About Christopher NelsonMr. Nelson is a seasoned leader with over 25 years of executive leadership, product development, innovation and growth transformation experience. He joined Stanley Black & Decker in 2023 as Chief Operating Officer and Executive Vice President and President of the Tools & Outdoor business. Since joining the Company, he has played a pivotal role in streamlining and optimizing the Company around its core businesses and strong portfolio of brands, while advancing the strategic roadmap for the Company's $13 billion Tools & Outdoor business. Prior to joining Stanley Black & Decker, Mr. Nelson was President of Carrier's flagship heating, ventilation and air-conditioning segment, where he led the global commercial and residential product and service portfolio. Before joining Carrier, he held leadership roles with the U.S. Army, Johnson & Johnson and McKinsey & Company. Mr. Nelson holds a bachelor's degree from the University of Notre Dame and a master's degree in business from Cornell University. About Stanley Black & DeckerFounded in 1843 and headquartered in the USA, Stanley Black & Decker (NYSE: SWK) is a worldwide leader in Tools and Outdoor, operating manufacturing facilities globally. The Company's approximately 48,000 employees produce innovative end-user inspired power tools, hand tools, storage, digital jobsite solutions, outdoor and lifestyle products, and engineered fasteners to support the world's builders, tradespeople and DIYers. The Company's world class portfolio of trusted brands includes DEWALT®, CRAFTSMAN®, STANLEY®, BLACK+DECKER® and Cub Cadet®. To learn more visit: or follow Stanley Black & Decker on Facebook, Instagram, LinkedIn and X. Investor Contacts: Dennis Lange Christina Francis Vice President, Investor Relations Director, Investor Relations (860) 827-3833 (860) 438-3470 Media Contacts: Debora Raymond Vice President, Public Relations (203) 640-8054 Non-GAAP Financial MeasuresThe Company has provided expectations for Adjusted earnings per share, or Adjusted EPS, which is a Non-GAAP financial measure. Adjusted EPS is diluted GAAP EPS excluding certain gains and charges. The Company considers the use of Non-GAAP financial measures relevant to aid analysis and understanding of the Company's results and business trends aside from the material impact of certain gains and charges and ensures appropriate comparability to operating results of prior periods. Consistent with past methodology, any expectations of forecasted EPS excludes the impacts of potential acquisitions and divestitures, future regulatory changes or strategic shifts that could impact the Company's contingent liabilities or intangible assets, respectively, potential future cost actions in response to external factors that have not yet occurred, and any other items not specifically referenced previously under '2025 Planning Assumptions' from the Q1 2025 earnings call. CAUTIONARY STATEMENTCONCERNING FORWARD-LOOKING STATEMENTS This document contains 'forward-looking statements' within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All statements other than statements of historical fact are 'forward-looking statements' for purposes of federal and state securities laws, including, but not limited to, any goals, projections, guidance or planning assumptions regarding earnings, EPS, income, revenue, margins, costs, sales, sales growth, profitability, cash flow or other financial items; any statements of the plans, strategies and objectives of management for future operations, including expectations around our ongoing transformation; future market share gain, shareholder returns, any statements concerning proposed new products, services or developments; any statements regarding future economic conditions or performance; any statements of beliefs, plans, intentions or expectations; any statements and assumptions regarding possible tariff and tariff impact projections and related mitigation plans (including price actions, supply chain adjustments and timing expectations related to such plans); and any statements of assumptions underlying any of the foregoing. Forward-looking statements may include, among others, the words 'may,' 'will,' 'estimate,' 'intend,' 'could,' 'project,' 'plan,' 'continue,' 'believe,' 'expect,' 'anticipate', 'run-rate', 'annualized', 'forecast', 'commit', 'goal', 'target', 'design', 'on track', 'position or positioning', 'guidance,' 'aim,' 'looking forward,' 'multi-year' or any other similar words. Although the Company believes that the expectations reflected in any of its forward-looking statements are reasonable, actual results could differ materially from those projected or assumed in any of its forward-looking statements. The Company's future financial condition and results of operations, as well as any forward-looking statements, are subject to change and to inherent risks and uncertainties, such as those disclosed or incorporated by reference in the Company's filings with the Securities and Exchange Commission. Important factors that could cause the Company's actual results, performance and achievements, or industry results to differ materially from estimates or projections contained in its forward-looking statements include, among others, the following: (i) macroeconomic factors, including global and regional business conditions, commodity availability and prices, inflation and deflation, interest rate volatility, currency exchange rates, and uncertainties in the global financial markets; (ii) laws, regulations and governmental policies affecting the Company's activities in the countries where it does business, including those related to, taxation, data privacy, anti-bribery, anti-corruption, government contracts, trade controls, including but not limited to, tariffs, import and export controls, raw material and rare earth mineral controls and other monetary and non-monetary trade regulations or barriers; (iii) the Company's ability to predict the timing and extent of any trade related regulations, restrictions, trade barriers, tariffs, raw material and rare earth mineral controls as well as its ability to successfully assess the impact to its business of, and mitigate or respond to, macroeconomic or trade, tariff and raw material import/export control changes or policies (including, but not limited to, the Company's ability to obtain price increases from its customers and complete effective supply chain adjustments within anticipated time frames), and (iv) availability and price of raw materials, rare earth minerals, component parts, freight, energy, labor and sourced finished goods. Additional factors that could cause actual results to differ materially from forward-looking statements are set forth in the Company's Earnings Release dated April 30, 2025, its Annual Report on Form 10-K and in its Quarterly Reports on Form 10-Q, including under the headings 'Risk Factors,' and 'Management's Discussion and Analysis of Financial Condition and Results of Operations' and in the Consolidated Financial Statements and the related Notes, and other filings with the Securities and Exchange Commission. Forward-looking statements in this press release speak only as of the date hereof, and forward-looking statements in documents that are incorporated by reference herein speak only as of the date of those documents. The Company does not undertake any obligation or intention to update or revise any forward-looking statements, whether as a result of future events or circumstances, new information or otherwise, except as required by law.
CNET
20-06-2025
- CNET
Follow These Expert Tips to Store Your Electric Yard Equipment the Right Way This Summer
Summer is here, and that means it's finally time to enjoy your garden once again. But getting the most out of your outdoor space means maintaining it, and that means having the right tools. Between lawn mowers, string trimmers and other important lawn gear, you probably have a familiar problem -- how do you keep your electric tools safe when you aren't using it? You need to make sure that your tools are ready when you need them, and that means doing more than just throwing them into a shed and forgetting about them. Lawn mowers, string trimmers, pole saws and other garden essentials have become increasingly electrified in recent years. Acccording to a report by AP News, 'Stanley Black & Decker, a leading maker of outdoor products, estimates that the volume of electric-powered landscaping equipment that North American manufacturers shipped went from 9 million units in 2015 to over 16 million last year, an over 75% increase in the past five years.' While maintenance for battery-powered equipment is less involved than that for their gasoline counterparts, there are still some steps you should follow to make sure your gear is ready now that peak mowing season is upon us. How to store electric yard and outdoor equipment I spoke with experts from some of the top brands of electric outdoor equipment to learn the best tips for properly storing battery-powered outdoor equipment. While the tips below are a good starting point for getting your electric equipment ready for summer, it's always important to check your equipment manufacturer's recommendations to ensure proper care is taken. 1. Keep your battery charged Battery-powered leaf blowers are perfect for quick clean-ups around the patio Chris Wedel/CNET Battery care is paramount in ensuring the power cell can function properly and output the correct voltage and amperage to operate a device. While you may think CNET's top-performing, battery-powered lawn mower, the Ego Power Plus 21-inch Select Cut XP or a chainsaw such as the Husqvarna Power Axe 350i, can be placed in a shed and be fine, there are necessary steps you should take to ensure the battery isn't damaged over time. 'Before putting your battery away, make sure it's charged to around half capacity, ideally between 40 to 50%,' said Chris Richert, product manager for handheld battery tools at Husqvarna. As an example of different equipment requiring different storage solutions, robot lawn mowers have non-removable batteries and usually have special instructions for how to store them during prolonged periods out of use. Angel Feng, the global PR manager at Mammotion, maker of the excellent Luba 2 mower, said, 'It's crucial to fully charge the batteries before storing them, as this helps prevent deep discharge. Store the equipment in a cool, dry place, ideally at temperatures between 32 degrees Fahrenheit and 68 F (0 degrees Celsius and 20 C). It's also advisable to check the batteries periodically and recharge them every few months to maintain their health.' 2. Cleaning and inspection Battery-powered yard equipment allows for the freedom of gas versions but without the fumes or noise. Chris Wedel/CNET Outdoor yard equipment can get dirty after cutting trees, branches, grass, weeds and more. The heavy-duty work can also cause damage and dings on the tools. So, taking the extra time to thoroughly clean the tool and check that nothing vital is damaged is important. This will ensure that when summer rolls around, your tools are ready for all of the outdoor projects. Dan Vessell, residential product manager at Husqvarna, echoed this. 'Cleanliness of your equipment before storage helps keep them in optimal condition,' Vessell said. 'Remove any dirt, debris, or grass clippings that may have accumulated during use,' Milwaukee Tool Senior Manager of Product Marketing Katy Springfield said. 'This helps prevent corrosion and ensures that your equipment is in top condition when spring arrives.' Milwaukee has grown from a tool company to an all-around battery-powered equipment brand. Chris Wedel/CNET Springfield added that the extra work can prevent corrosion. 'After cleaning, inspect each piece of equipment for any signs of damage, such as worn-out components,' she said. To clean your battery-operated equipment, Vessell suggests using warm water, mild detergent, and a soft-bristled brush. Also, be sure to dry the equipment before putting it away to prevent rust. Springfield also cautioned against using oil and solvents on your batteries because' these can make the plastic casing brittle and prone to cracking, which poses a risk of injury,' she said. 3. Maintenance and storage A dedicated storage shed is great for yard equipment to keep it clean and any debris out of your garage. Chris Wedel/CNET With batteries charged to the proper levels and the equipment cleaned up, it's time to store it. Smaller, removable batteries can be much easier to store as these types take up less space and are more manageable. But this doesn't mean it's OK just to leave the batteries anywhere. I keep all the outdoor equipment I can in a Keter Artisan storage shed. While it's ventilated and dry, and keeps everything secure, it isn't insulated from the cold. So, if you, like me, live in an area that experiences drastic temperature fluctuations, you'll need to find another place to store your batteries during colder months. 'Store the battery in a temperature range of 41 F to 77 F to avoid extreme conditions that can impair performance,' Richert said. 'A dry, frost-free area is best,' He adds that you should avoid areas where temperature fluctuates, such as attics and garages. Instead, consider bringing them indoors or to a cool, dry area like a heated garage or well-ventilated shed. Removing the batteries from the tool and charger is also best to avoid damage or overcharging.
Yahoo
05-06-2025
- Automotive
- Yahoo
A Trump Tariff Case Study: Can the U.S. Again Be the Power Tool King?
My DeWalt 20-volt cordless drill/driver combo set is a beaut—powerful, smooth, comfortable in the hand, and not too expensive; I got it on sale for about a hundred bucks. It's also a tribute to the wonders of the transnational supply chain, its components traversing the earth before they came together and found their way to my door. The drill and driver were made in Mexico, but their batteries were made in China, as were the battery charger and the handy tote bag that came with it. DeWalt, a brand familiar to every woodworker and DIY enthusiast, is a division of Stanley Black & Decker, a global conglomerate headquartered in Connecticut that owns brands including Craftsman, Porter-Cable, Bostitch, and many others. In 2024, it sold $15.4 billion worth of tools. While the company does some domestic manufacturing, its power tools—drills, saws, routers, and the like—are all made abroad. The same is true of most of the power tool brands you'll find at your local Home Depot or Lowe's; many started as American companies but are now part of multinational corporations that do little manufacturing in the United States. Your Milwaukee reciprocating saw and Ryobi sander may sound like they come from the U.S. and Japan, but both companies are owned by Techtronic Industries, which is headquartered in Hong Kong. Your dad called his circular saw a 'skilsaw,' but Skil is now owned by Chervon, a Chinese company. This is just the kind of industrial production President Trump would love to bring back to the U.S., and that, he assures us, tariffs will produce. It's part of a vision for what the American economy should be, where we make stuff again, a world-leading industrial machine humming with capability and power. That goal is shared across the political spectrum; you'd be hard-pressed to find a politician of either party who would say we shouldn't make more things in America. Unfortunately, there are serious impediments to achieving reindustrialization on a large scale, and Trump's policies are just about the worst way to go about it. The woodworking tool industry—what it is today and how it has changed in recent decades—offers a revealing window into the obstacles this effort will face. As a hobbyist woodworker for the last 20 years, I've accumulated a lot of tools. If you asked how many I have, I'd echo the quip gun owners often say: more than I need, but not as many as I want. A tour through my shop goes around the world—a couple of Japanese handsaws, a chisel set from the Czech Republic, a sander made by a German company but built in Malaysia, a table saw blade from Italy. The big machines—the table saw, jointer, and planer (the latter two are used for flattening and truing boards)—have American brand names but were built in Taiwan, which for years has been the place toolmakers go to find the skilled but relatively inexpensive labor that allows them to produce tools at lower cost than they can domestically. And lots of knickknacks from China. When I started woodworking 25 years ago, Chinese tools were mostly junk. That's no longer true; as in so many industries, the quality of Chinese manufacturing has rapidly improved, to the point where some of what is produced there is on par in quality with what is made in Europe or the U.S.—if those products are made in the U.S. at all. So what woodworking tools are still made here? The big companies may make some accessories here, but for the most part, the industry is confined to small manufacturers of relatively high-priced, niche products that don't even try to compete on price. For instance, I own a nice hand plane made by WoodRiver, the house brand of the retail chain Woodcraft; right now it sells for around $175. It was made in China, but it's solid quality, unlike some Chinese planes you can get on Amazon for 50 bucks. If you want to buy a similar American plane, you can get one from Lie-Nielsen, which does its manufacturing in Maine. It will cost you $385. I like my plane, but I'm told that using a Lie-Nielsen plane is almost a religious experience. When I told Deneb Puchalski of Lie-Nielsen about my plane, he scoffed. 'You know what that WoodRiver is? That is a direct copy of a Lie-Nielsen plane,' but made in China with cheaper labor and less exacting standards. There are other manufacturers that have carved out a similar space in the market. Woodpeckers, which manufactures in Ohio, makes measuring and marking tools, along with a variety of jigs and fixtures. It is considered the gold standard of quality; if you need a combination square that's accurate to 0.001 inches and has a host of innovative features, that's the brand you'd choose. It will also cost you $179.99. The last combination square I bought was made by Irwin Tools, which has been bought and sold many times since it was founded in 1885. Today, Irwin is another subsidiary of Stanley Black & Decker. My basic Irwin square, which was made in China, cost me $15. It may not spark joy, but it works the major spending bills Joe Biden signed—the Inflation Reduction Act, the CHIPS and Science Act, the bipartisan infrastructure law—his administration fashioned an industrial policy built on manufacturing, centered on both critical technologies such as semiconductors and 'place-based' interventions targeting struggling areas to create high-tech centers that could spur an area-wide revival. It may be some time before we know just how successful that strategy was (and it may depend on how much of it Trump decides to dismantle). But it was focused and limited. If we decided that we wanted to reshore production of a wider variety of goods—including something like power tools—could we do it? The answer is a qualified yes: We could, but it would have to be done methodically, and it would take a long time—years or even decades. The Chinese manufacturing system that today seems so powerful developed over an extended period, through a combination of determination, substantial government support, and an almost limitless supply of inexpensive labor. A retired manufacturing engineer told me that when his company began moving production to China two decades ago, they encountered a mirror image of their domestic challenges: When they needed to make an alteration to their domestic U.S. production, the key question was whether more labor would be involved; material costs were trivial in comparison. Their Chinese partners were only concerned about material costs and dismissed any concerns about labor; they could always hire plenty of workers for very little. Over time, China developed integrated manufacturing hubs that enable quick production of things like power tools: a company that makes motors, another company that makes injection molds, another that makes springs and screws, all working together and ready to contract with large corporations to produce their products. We still have that kind of integrated system in some sectors like autos, but much of it has departed. As for woodworking equipment, 'very little of it is made in the United States anymore, because the companies that made that stuff took their manufacturing overseas so they didn't have to pay American wages,' says Puchalski. We could rebuild those manufacturing ecosystems in the U.S., but we can't just wish it into existence. 'It took time to send all this stuff over to China, and it's going to take time to retrieve it all,' says economist Susan Helper of Case Western University, who served in senior roles in the Obama and Biden administrations, including managing industrial strategy. Tariffs can play a role in that process, but they would have to be carefully designed and predictable enough to allow businesses to do long-term planning. They would have to remain in place to give the domestic industry time to develop, and account for the fact that even American manufacturers often need to import materials from overseas. Lie-Nielsen, for instance, gets iron ore from Canada. 'Sourcing material is always an issue, particularly with the political environment today. That could become crippling' if tariffs go too high, Puchalski says. 'Companies like ours that are relatively small are going to be hit the hardest.' Since foreign labor will be cheaper than American labor for the foreseeable future, any domestic manufacturer that wants to be competitive on price will have to get more out of each worker, which means automation. And that means creating fewer jobs than we might like. The Trump administration has circled around that problem. 'President Trump is interested in the jobs of the future, not the jobs of the past,' said Treasury Secretary Scott Bessent recently. 'We don't need to necessarily have a booming textile industry like where I grew up again, but we do want to have precision manufacturing and bring that back.' Precision manufacturing can offer good jobs, but not as many. In fact, this entire debate seems animated by a vision of a bygone time. 'Manufacturing jobs in the past have been good jobs,' says Susan Helper. 'I think that's less to do with something inherent in the nature of manufacturing and more to do with the time period in which the U.S. became a manufacturing power, which was also one in which unions were able to organize.' That ensured good wages and benefits. But the 'manufacturing wage premium'—the degree to which factory workers make higher wages than similar workers in other kinds of jobs—'has eroded quite significantly.' Not only that, she adds, 'it was never true that all manufacturing jobs were good jobs. Some of them were pretty terrible.' Just ask the women of the Triangle Shirtwaist Factory. Without unions, working in a factory isn't necessarily better than working in a Walmart or a Starbucks. And if we aren't talking about vital national security interests (relevant in the case of, say, semiconductors), there may be a limit to how much we want to invest in bringing production of goods like power tools back to the U.S., especially if it means drastically higher prices in the short run. Businesses will respond rationally to the incentives they have. Executives at Stanley Black & Decker said on their latest earnings call that they are migrating some of their manufacturing—the products destined for the U.S.—away from China to mitigate the risks associated with ongoing trade tensions. They didn't say where they were migrating it to, but Mexico—where my drills were made—is a good bet. At the end of our conversation, I told Puchalski that I've always wanted a Lie-Nielsen plane, but the purchase has been stuck in the 'someday' category. 'Someday could be tomorrow,' he said, assuring me that once I got one of their gorgeous American-made tools, I'd never go back. I'm sure he's right, but I haven't been able to bring myself to spend the money just yet.
