2013 North American Plastics Industry Study Report

North American
Plastics Industry Study
2013 Survey Report

Higher Company Performance
& Reshoring Among
Favorable Trends Impacting
North American Processors
plastics.plantemoran.com
Prepared by the Plante Moran

Plastics Industry Team
Copyright 2013 by Plante Moran
2013 North American Plastics Industry Study
Table of Contents
Introduction 02
NEW THIS YEAR 04
SELECT 2013 SURVEY Results
06
TRENDS 09
Trend 1 Company Performance Trends
10
Trend 2 A Resurgence in Mexico
12
Trend 3 Reshoring Trends Create Opportunities

for North American Processors
14
Trend 4 Attractive Company Valuations
16
Participating in our study 19

ABOUT OUR PLASTICS PRACTICE
20
In Closing 22
Partial List of Information Provided
to Survey Participants in Full Report
24
Notice
Plante Moran has
exercised professional care and diligence in preparing this report. However, because the data used
in this report comes from third-party sources and Plante Moran has not independently verified, validated, or audited
any such data, Plante Moran makes no representations or warranties with respect to the accuracy of the information
contained in this report. Plante Moran shall not be liable to any client or any other person or entity for any inaccuracy
or inauthenticity of the information contained in this report or for any errors or omissions in its content, regardless of
the cause of such inaccuracy, inauthenticity, error, or omission. Furthermore, in no event shall Plante Moran be liable
for consequential, incidental, or punitive damages to any person or entity in any manner relating to this report.
Introduction
We are pleased to present the 2013 North American Plastics Industry Summary Report.
Since 1995, Plante Moran has led this study, which serves to gather and analyze the most
empirical data collected in the plastics processing industry in North America.
How the Study is Coordinated
Plastics processors complete a survey template that is

available on our website.
Upon completion of the survey, we generate a customized report that is unique to each
processor who completes our survey template. The survey results are held in strict confidence,
and participating in the study is at no cost to the processors. We collect data from plastics
processors on an ongoing basis throughout a given calendar year and release a summary report
which is available to the public.
Types of Data Collected
Strategic, financial, operational, sales & marketing,

and human resources data.
A potential total of 250 data points per participating company are collected. Please see the
last page of this report for a more detailed listing of data collected. The participants may have
participated from either the 2011 or the 2012 fiscal years, but should they have participated in
both years, only the latest data was included. As a result, data is reported as 2011/2012 data.
Participation
84 companies representing 131 facilities totaling

$3 billion in sales.
Most are U.S. based; however, we have participants from Canada and Mexico as well.
Processes of Participating Companies
Injection molders, blow molders, extruders, and

thermoformers.
Industries of Processors include
Automotive, electronics/electrical, medical, building

construction, packaging, consumer, and many others.
Whats included in the customized benchmarking report?
Survey results, our commentary, and other discussion items.

An 80+ page detailed report is issued to each processor who participates in the study, which
communicates the results of the study and offers our related commentary on many of the results.
The report is board presentation ready and is divided into a few key sections to provide
industry and benchmarking analytics and a report card that grades the participating company
against its peers. Testimonials from our clients are available at our website at:
www.plantemoran.com/industries/plastics.
Whats included in this summary report?

This summary report contains some of the highlights from our survey results recently collected.
It pales in comparison to the 80+ page report received by the processors participating in our study;
however, this report also provides our commentary on the general pulse of the plastics industry
today, key issues being faced, and information about our practice.
New This Year

The plastics industry spoke, and we listened.
We held multiple focus groups this year with various plastics processors to enhance the
overall value of our report to survey participants.
New data includes:
Sales force
structure data
Value proposition
analytics
such as:
Compensation
programs for
sales, marketing
activity
Planning process
utilized
Management
team data
Complexity
management
Value ranking
assessment
Press hours
statistics
++ Uniqueness of process
++ Product development
capabilities
++ Assessment of competitive
environment
Perhaps most importantly, we have added a value ranking assessment that reviews
the various components of value and assigns you a score for comparability and to
calculate your companys relative value.
We appreciate the continued support of all those who participated, including the
continued assistance of the Manufacturers Association for Plastics Processors in
making this survey the benchmark of the plastics processing industry.
For comparison purposes, we aligned the AVERAGE of the statement of operations and the MEDIAN of select benchmarking
analytics versus the successful company performance.
Mean Data by Sales Quartile
<$12.8 Million
>$12.8 & <$20M
>$20M & < $29.8
>$29.8 Million
Successful
Company1
96.4%
98.3%
98.1%
99.0%
98.5%
7.2%
7.8%
5.8%
3.7%
3.9%
(4.0%)
(6.9%)
(4.0%)
(3.0%)
(2.7%)
0.4%
0.9%
0.2%
0.2%
0.3%
100.0%
100.0%
100.0%
100.0%
100.0%
25.3%
33.9%
33.4%
36.7%
24.1%
Purchased Components
7.1%
5.7%
12.1%
10.2%
10.4%
Other Direct Costs
3.7%
2.4%
2.1%
5.1%
2.6%
Direct Labor
11.8%
10.7%
7.3%
8.3%
7.8%
Overhead Costs
25.7%
26.7%
25.7%
23.1%
24.3%
Total Cost of Goods Sold
73.6%
79.4%
80.6%
83.4%
69.2%
Gross Profit
26.4%
20.5%
19.3%
16.6%
30.7%
Selling, General, and Administrative Costs
18.3%
12.8%
11.3%
10.8%
13.7%
Operating Income
8.0%
7.8%
8.0%
5.8%
17.1%
Value Add per Labor Dollar2
$2.06
$2.04
$2.58
$2.59
$3.02
Complexity - Probable Case - Injection3
54,720
384,825
209,908
1,514,700
3,042,600
Press Utilization (based on 24/7) Injection Molding
36%
42%
35%
48%
40%
Two Year Sales Growth
15%
11%
13%
14%
15%
2011/2012 Data
Sales
Production Sales
Tooling Sales
Less: Tooling COGS
Other Operating Revenue
Total Sales
Cost of Sales
Raw Materials
SELECT BENCHMARKING ANALYTICS
1. A Successful Company exceeds 10% return on sales (before interest, taxes, and owners compensation), return on assets of 15%, and sales
growth of greater than 5%
2. Value Add per Labor Dollar = (Sales Purchased Materials)/Total Labor
3. Complexity equals frequently used resins x (active molds
+ inserts) x presses
Additional Quartile Benchmarking

Analytics Available to Those Who
Participate in Our Study:
Number of Full-time Employees
Value add per Press Hour
Employee Turnover
Number of Recorded Work
Injuries per Year
Customer PPM
Internal PPM
Delivery %
Inventory Turns
Earnings Before Interest, Taxes,

Depreciation, Amortization
Return on Net Capital Employed
Return on Assets
% of Sales with Gross Margins
less than 10%
Two-year EBIT Growth
Expected 3-year Growth
Current Ratio
Debt to Equity
Days in Accounts Receivables
Our Observations and Opinions

Our data suggests that many plastics processors have recovered well since the dark days of the
great recession. There are many factors driving the recovery. For this report, we will focus on
four favorable trends that are playing a meaningful part in supporting our positive point of
view regarding the current conditions in the North American plastics industry.
Company performance trends
A resurgence in Mexico
Reshoring trends creating opportunities for

North American processors
Attractive company valuations
TRENDS
TREND 1 TREND 2 TREND 3 TREND 4
Company Performance Trends

Higher Utilization, Productivity,
and Profits
The following graph shows year over year adjustments to productivity as measured by value-add per
employee, equipment utilization percentage, and gross profit margins for the last 10 years.
Cum. productivity change

Cum. GP change
Cum. utilization change
Press utilization and workforce

productivity are at or near
10-year highs. Profits are
also at historically high levels
(although we have seen a
drop in the past two years,
which we attribute to a sharp
increase in product launches).
10
In addition, the number of

successful companies has
doubled. The term successful
company for purposes of this
study refers to any company
that exceeds a 10% return
on sales (before interest and
taxes adjusted for owner
compensation), return on
assets in excess of 15%, and
sales growth greater than 5%.
In most years, fewer than 8%
of the survey respondents meet
this criteria; however, this
year, 16% of the respondents
met this criteria.
Cum. GP change
Cum. productivity change
Cum. utilization change
22.9%
8.4%
2002 2003 2004 2005 2006 2007 2008 2009 2010
2011
2012
6.9%
2002 2003 2004 2005 2006 2007 2008 2009 2010
2011
2012
2002 2003 2004 2005 2006 2007 2008 2009 2010
2011
2012
Higher productivity
Higher profits
Higher utilization
Labor productivity as
measured by value-add
(sales less material and
outside processing) divided
by total full-time equivalents
significantly jumped in
2012. As we all learned,
during the depth of the
recession, companies were
forced to figure out how do
more with less. It appears
that many processors have
The two largest cost drivers for

plastics processors are resin
and labor. Control these two
items and profits are almost
certain to come. Resin pricing
Press utilization increased for

the third straight year. The
top quartile is in excess of
50% utilization for all presses
based on a 24/7 basis. While
press utilization does not
correlate with profitability
as many weak companies
routinely lowball quotes to
keep the presses running, the
reduction of available capacity
During the recession,

companies had to
figure out how to do
more with less.
retained this skillset postrecession. The industry as a
whole also is getting into a
rhythm operationally with the
continued sales growth.
The largest cost drivers:

resin and labor.
during the past 12-18 months
has had only modest increases
compared to recent years. In
addition, a higher percentage
of plastics processors are able
to pass resin cost increases
to customers. Regarding
labor, as suggested above, our
productivity data suggests that
plastics processors continue to
do more with less people (and
subsequently have been able to
manage their labor costs).
Press utilization
increased for the
third straight year.
has brought pricing discipline
to the industry. Interestingly, it
appears the growth is strategic
with a modest reduction in
average complexity levels,
meaning some low volume
customers were priced out of
the company.
11
A Resurgence in Mexico
The following points highlight some of the facts that are contributing to Mexicos recent
positive business trends:
$12.6 billion
Record levels
Foreign direct investment

in Mexico in 2012
Total imports, total exports,

and automotive vehicle sales
Mexican residents to show signs
of growth of the middle class
56% of which was channeled

toward the manufacturing sector
27
Average age of Mexicos citizens
supports continued investment in

manufacturing operations
19
Automotive OEM production

facilities (and growing)
$5.00
Average loaded
hourly wage rate
for manufacturing
operators
Booming industries in Mexico that are driving higher demand for plastics
AEROSPACE
APPLIANCE
AUTOMOTIVE
ELECTRONICS
This industry has recorded growth

of >15% annually in the last 7 years
Mexico will become the 4th largest

exporter and 8th largest producer
by 2015
12
Mexico is the largest producer of

two-door refrigerators in the world
Mexico is the largest exporter of

flat screen TVs in the world
GDP Growth (annual %)

6%
4%
3.4%
2%
1.9%
1.5%
0
-2%
Mexico
USa
-4%
-6%
Canada
2004 2005 2006 2007 2008 2009 2010
2011
2012
2013
source:INEGI
While we have seen the U.S. nicely recover from the great recession, Mexico has experienced an
even stronger recovery, averaging approximately 4% GDP growth since 2010. We are seeing a
related increased level of expansion and migration of plastics companies into this country.
Tooling companies, crane companies, and other supporting businesses are slowly
but surely starting to expand or set up operations in support of this movement.
Goldman Sachs is
Our advice to our clients is that whether or not you are or plan to be in Mexico,
predicting Mexico to be
your strategy needs to include how your organization will operate in lieu of the
the worlds 5th largest
business dynamics created by Mexicos resurgence. If you need more long-term
economy by 2050.
motivation to have your plans include a Mexico strategy, consider that Goldman
Sachs is predicting Mexico to be the worlds fifth largest economy by 2050.
13
Reshoring Trends Create Opportunities

for North American Processors
Particularly in the U.S.
Reshoring trends continue to create new opportunities for U.S.-based processors.
Key drivers for reshoring initiatives are:
Lower energy costs in the U.S.
Continued socio-economic
growth of developing nations
is creating domestic opportunities for molders

in these nations (and consuming existing
production capacity)
Supply chain and logistics risks

such as the longer part ordering lead times,
transit issues, and customs complications
14
We continue to see the gap reduced among costs to operate injection molding machines in the U.S.,
Mexico, and China. This is driven partly by the recent reduction of energy costs in the U.S. and rising
land values in certain markets including Mexico and China. The result of these conditions is that the
cost to operate machines in the U.S. is becoming more globally competitive, in particular, with large
machines. For the past several years, Plante Moran has prepared press rates for various geographic
regions based on inputs from local labor, utility, and real estate sources. Your rates may differ based
on your inputs specific to your operation.
Injection Molding Machine Cost Rates per Hour (USD) 2013

Press Size
(tons)
Indiana
Mexico
East
Mexico
Interior
China
Interior
China
Shanghai
200
$ 41.57
$45.91
$43.63
$29.50
$37.35
1000
$82.42
$97.42
$95.94
$76.14
$89.50
3000
$146.40
$178.66
$176.10
$139.59
$157.86
Economists and energy experts expect the U.S. to continue to have a sizable advantage in its costs
for energy over the next several years. While we expect that plastics applications requiring relatively
high labor content will continue to reap the benefits of being produced in nations
Experts expect the
with lower labor costs than the U.S., we expect U.S.- based plastics processors
U.S. to have a sizable
producing applications with relatively low labor content will continue to take on
more work that was formerly produced in foreign countries. For new programs,
advantage in regard to
we expect less work that has a final destination of the U.S. to be sourced to
energy costs over the
processors in foreign countries as compared to the recent past.
next several years.
15
Investors eager to enter or further invest in the plastics space are creating exit opportunities
for owners, and they have a renewed appetite for businesses in plastics and packaging. P&M
Corporate Finance (Plante Morans investment banking affiliate) reports that a total of 1,463
plastics and packaging deals were completed between 20092012. It further notes that increased
levels of M&A activity during Q2 and Q3 of 2013 indicate continued robust interest in this space,
which bodes well for the potential for similar levels of M&A activity to continue for the next
several quarters. Sellers, including retiring entrepreneurs without a second generation operator,
are realizing attractive current pricing multiples.
In addition, private equity
investors are reaching
inflection points in their
Strategic buyers
comprise the
majority of buying
activity, completing
approximately 50%
more transactions than
financial buyers.
400
350
Number of Deals
Attractive Company Valuations Present

a Favorable Exit Window Finally!
300
250
393
340
80
67
347
60
72
57
61
383
80
68
200
266
150
100
199
218
235
50
0
2009
2010
2011
2012
investment cycles where
they desire to exit and
Strategic
Financial Platform
Financial Add-On
provide returns to their
sources of capital. Add-ons remain an important tool in value creation, with activity driven by
surplus capital. Interestingly, strategic buyers comprise the majority of buying activity, completing
approximately 50% more transactions than financial buyers.
For more information on M&A activity, please visit pmcf.com.
16
The exit window may start looking attractive for those with strong current performance and a
bunch of bumps and bruises from the last recession.
However...
Are you ready for the beauty contest to attract top dollar?
How truly unique are your manufacturing skills?
Do you have acknowledged project and/or design skills
that are admired by your customers?
How competitive are you in the industry?
But Lets Be Honest...

We think highly of ourselves. When we ask companies to rate themselves on the uniqueness of
their manufacturing practices, product and design capability, and their competitive position within
the industry, the average is a 6 or 7 on a 10 point scale. Theoretically, the average should be a 5.
However, the inflated value is probably due to ignorance of our competitors and the market versus
hubris of the respondent. Our customers may have greater perspective of our differences from our
competitors than we do a scary proposition.
17
18
Participating in Our Study

Participating in this study and benchmarking allow you to be brutally honest about
your competitive differentiation. Take the time to identify where you are in the
industry. Participate in trade organizations such as MAPP, SPI, and SPE, and attend
expositions and conferences.
If you are a plastics processing company and you have not already
participated in our study, we recommend that you do.
If you have already participated, please carefully review your
benchmarking report in detail to identify where you really stand.
Highlight the outlier benchmarks are these benchmarks meaningful?
If so, should you identify the reasons for the metric does it support
your value proposition?
Want to participate?
Visit plastics.plantemoran.com
Already a participant?
Review your customized
benchmarking report and
identify where you stand
in the industry.
19
About Our Plastics Practice

our Data
our Industry entrenchment
= Unmatched Value Proposition
Plante Morans plastics practice is widely recognized for having more empirical data in
the molding industry than any other professional services firm in
North America as a result of coordinating the annual North American
We are deeply entrenched
Plastics Industry Study since 1995. Our plastics practice is co-led
in the plastics industry
by Jeff Mengel and Ted Morgan. We are deeply entrenched in the
and regularly participate
plastics industry and regularly participate as presenters at industry
as presenters in industry
organizations and events, such as the Plastics News Executive Forum,
the Society of Plastics Engineers, the Manufacturers Association for
organizations and events.
Plastics Processors (MAPP), and the Society of Plastics Industry.
In addition, members of the Plante Moran plastics team have been featured authors in
industry publications such as Plastics News, Modern Plastics, Injection World magazine,
MoldMaking magazine, Plastics Technologies, and Automotive News.
We utilize the data we collect and our entrenchment in the plastics industry to support more
than 200 clients annually. Services include:
Audit and Tax Compliance
Operational Effectiveness
Strategy Consulting
Technology
++ Press rate studies

++ Market/Customer/Technology
attractiveness studies
++ Advisor to the board of directors or
management
++ Strategic planning
++ Customized benchmarking studies
Due Diligence
++ Controls
++ Infrastructure
++ Implementation
International Advisory
Cost Modeling and Quote
Templates
++ Financial
++ Strategic
++ Operational
++ Technology
20
Press rate studies

Market/Customer/Technology
attractiveness studies
Advisor to the board of
directors or management
Strategic planning
Customized benchmarking studies
Strategy
Consulting
Cost Modeling and

Quote Templates
Audit and Tax

Compliance
Operational
Effectiveness
International
Advisory
Our Services.
Due Diligence
Technology
Financial
Controls
Strategic
Infrastructure
Operational
Implementation
Technology
21
In Closing
Successful companies have a strong value proposition and often support their value
proposition with quoting discipline. Companies that misfire often have high manufacturing
complexity (number of presses, molds, and resins to monitor and schedule) and misaligned
organizational structures. You can impact your enterprise value
today by taking a holistic approach to looking at your business,
We are here to help
surrounding yourself with talent that can keep up with todays pace
you create and
of change, and becoming an adaptive and innovative enterprise.
execute your plan.
We provide a number of materials on our website (http://plastics.
plantemoran.com) to help you assess your organizations level of financial stress and
develop your strategy. Embracing the challenges facing you with a plan is half the battle.
We are here to help you create and execute your plan should you need it.
Jeff Mengel
Ted Morgan
Plante Moran Plastics Industry Team

312.602.3515 (direct)
248.223.8638 (direct fax)
jeff.mengel@plantemoran.com
Plante Moran Plastics Industry Team

248.223.3575 (direct)
248.327.8933 (direct fax)
ted.morgan@plantemoran.com
Visit us on the web: plastics.plantemoran.com
22
23
Partial List of Information Provided

to Survey Participants in Full Report
Participant Report Card
Size Analytics
Productivity Performance
Organizational Design
Operational Metrics
Earnings Performance
Growth Trends
Balance Sheet Health
Value Rating (NEW this year)
A participant report card is your data
compared to our survey population.
Benchmarking Data
Strategy
++ Management Team Dynamics

(NEW this year)
++ Value Proposition Analysis
(NEW this year)
++ Planning Processes Utilized
++ Processing Method(s) Used
++ Total Production Sales Allocated
by Industry
++ Supply Chain Role
++ Sales Growth Expectations
(NEW this year)
Sales and Marketing
++ Amount of Prior Years Sales Lost

in Current Year
++ Pricing and Payment Dynamics
including Pricing Adjustments and
Resin Purchasing Dynamics
++ Sales Force Size and Activities
(NEW this year)
-- Experience level of sales team
-- W-2 vs. Manufacturers Reps ratios
-- Percentage of time spent on new
sales vs. account management
++ Marketing Activities and Budgets
(NEW this year)
++ Quoting Statistics
++ Narrow Gross Margin Sales
++ Large Customer Analysis
Operational Data
++ On-time Delivery Performance

++ Parts Rejected in Parts per Million
++ Descriptive Press Statistics Injection
Molding/Thermoforming/Blow Molding
-- Number of Presses
-- Average Age of Presses
-- Cost Rate per Hour
24
Snapshots
-- Percent Utilization
-- Average Time for Setup
-- Average Number of Setups per Week
++ Descriptive Press Statistics
Profile/Tube/Pipe Extrusion
-- Number of Lines
-- Average Age of Lines
-- Percent of Lines with Down-line
Automation
-- Percent of Lines
Co- or Tri-extruded
-- Percent of Lines with Crosshead
Extrusion
-- Percent Utilization
-- Average Time for Setup
-- Average Time of Setups per Week
++ Shift Activity
++ Tooling Attributes
-- Classification of
Mold Type
-- Source of New Obtained
++ Resin Usage and Consumption
++ Complexity Calculation
Human Resource Statistics
++ Human Resource Deployment

by Department
++ Safety, Attendance & Other HR
Statistics (including union vs.
non-union, healthcare costs, and
other fringe benefits)
++ Press Statistics per Employee
Financial Performance
Sales Size Snapshots
++ Companies with less than $12M in sales

++ Companies with greater than $12M and
less than $20M in sales
++ Companies with greater than $20M in
sales and less than $29.8M in sales
++ Companies with greater than $29.8M
in sales
Processing Method Snapshots

++ Injection Molding Process
++ Extrusion Molding Process
Industry Served Snapshots
++ Transportation (Automotive) Industry

++ Packaging Industry
++ Appliance, Office, & Consumer Goods
Industry
++ Electronics Industry
++ Medical Industry
++ Industrial & Machinery
++ Other Industries
Supply Chain Role Snapshots

++ Process-oriented Processor
++ Value-Added Processor
++ Proprietary Processor
A snapshot is quartile data of specific

portions of our data that can aid in various
analyses your company may perform.
We present approximately 16 different
snapshots in each customized report.
++ Comparative Condensed Balance Sheet

++ Comparative Operating Statement
++ Comparative Component Costs
and Cash Flow
25
About Our Firm

Plante Moran was founded in 1924. We are the13th largest accounting and management consulting firm
in the United States with more than 2,000 staff serving more than 10,000 commercial clients. We have
22 offices in Illinois, Michigan, Ohio, China, India, and Mexico. For 15 consecutive years, we have been
on FORTUNE magazines list of the 100 Best Companies to Work For largely due to our unique culture
and client service approach. A key differentiator for us compared to firms of our size (and larger than us)
is our one-firm firm operating structure. This allows us to work in an environment that encourages internal
collaboration among our staff which, in turn, enhances our ability to offer best-in-class and unified solutions
to our clients. The results are highly satisfied clients and a staff that likes working with one another.
Additional information, including our client satisfaction survey results, can be found at plantemoran.com.

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North American

Plastics Industry Study

2013 Survey Report

Prepared by the Plante Moran

2013 North American Plastics Industry Study

Trend 2 A Resurgence in Mexico

Trend 3 Reshoring Trends Create Opportunities

Trend 4 Attractive Company Valuations

Participating in our study 19

2013 North American Plastics Industry Study

How the Study is Coordinated

Plastics processors complete a survey template that is

Types of Data Collected

Strategic, financial, operational, sales & marketing,

84 companies representing 131 facilities totaling

2013 North American Plastics Industry Study

Processes of Participating Companies

Injection molders, blow molders, extruders, and

Automotive, electronics/electrical, medical, building

Survey results, our commentary, and other discussion items.

Whats included in this summary report?

2013 North American Plastics Industry Study

New This Year

2013 North American Plastics Industry Study

2013 North American Plastics Industry Study

>$12.8 & <$20M

>$20M & < $29.8

Other Direct Costs

Total Cost of Goods Sold

Selling, General, and Administrative Costs

Value Add per Labor Dollar2

Complexity - Probable Case - Injection3

Press Utilization (based on 24/7) Injection Molding

Two Year Sales Growth

SELECT BENCHMARKING ANALYTICS

2013 North American Plastics Industry Study

Additional Quartile Benchmarking

Earnings Before Interest, Taxes,

2013 North American Plastics Industry Study

Our Observations and Opinions

Company performance trends

Reshoring trends creating opportunities for

Attractive company valuations

2013 North American Plastics Industry Study

TREND 1 TREND 2 TREND 3 TREND 4

Company Performance Trends

Cum. productivity change

Press utilization and workforce

In addition, the number of

2013 North American Plastics Industry Study

Cum. productivity change

Cum. utilization change

2002 2003 2004 2005 2006 2007 2008 2009 2010

2002 2003 2004 2005 2006 2007 2008 2009 2010

2002 2003 2004 2005 2006 2007 2008 2009 2010

The two largest cost drivers for

Press utilization increased for

During the recession,

The largest cost drivers:

2013 North American Plastics Industry Study

TREND 1 TREND 2 TREND 3 TREND 4

Foreign direct investment

Total imports, total exports,

56% of which was channeled