Rediscovering the Wildcat Strike in an age of Global Supply-Chain Sensitiviy and Social Network Organizing

How Workers are Using Globalization Against Walmart
25 October, 2012 – By Matthew CunninghamCook – truthout

The recent Walmart strikes — beginning first among warehouse workers in California, then spreading to others in Elwood, Illinois, and finally to Walmart retail stores across the United States — raise the possibility that workers may be able to crack the anti-union wall at the country’s largest employer. The new momentum seems likely to spread among many more workplaces to come. But these wildcat strikes are a reminder that, if American workers are to have a better-organized future, they will have to better understand where their corporate opponents are vulnerable.

The Walmart strikes are part of a significant reevaluation of organizing strategy by labor unions and activists in the context of the continuing decline of unionism in the United States — where fewer than 7 percent of workers in the private sector belong to a union. As Nadine Bloch pointed out two weeks ago, such wildcat strikes on multiple levels of the supply chain at Walmart are unprecedented, and groups like OUR Walmart and Warehouse Workers for Justice are planning to escalate the campaign in the coming weeks.

Over the past three decades, there has been a tremendous shift in the work lives of almost everyone in the United States wrought by processes of globalization. With the deregulation of trade in favor of multinational corporations (exemplified in trade deals such as NAFTA), and the emergence of hyper-specialization, most major commodities are now produced with components manufactured all over the world, selected through a competitive bidding process that aims to extract the maximum profit.

Few have expressed this brave new world better than former General Electric CEO Jack Welch, when he said to Lou Dobbs in 1998, “Ideally, you’d have every plant you own on a barge.” The 1 percent, that is, could move the points of production at a whim to wherever the cost of labor was cheapest and the regulatory environment was weakest.

Walmart led the retail industry’s embrace of this system, though most other retailers now follow the post-globalization model as well. In the past, most retail operations would take place at regional or national population centers, with considerably higher transit costs that made local and higher-priced labor a necessity. But with the increasing automation of ports — as well as the deregulation of containerization in 1984 and of the trucking industry at the end of the 1970s — the global and national supply chain transit costs have been reduced. The increasing mobility of production and distribution has spelled disaster for the once-powerful trade unions. Rather than relying on a stable pool of labor, the key to Walmart’s success has been getting low-cost goods to customers at precisely the right moment according to microanalysis of market patterns. But that is also what makes it so vulnerable to work stoppages. …more