Finally, some essential infrastructure should be treated as a public function. The U.S. has essentially outsourced transmission planning to firms that earn more when they spend more. When this system fails to produce cost-effective transmission, states and the federal government should step in and play a more direct role in planning, financing, and paying for high-voltage transmission. States could, for example, create or expand transmission authorities to participate directly in financing and project development. At the federal level, the Department of Energy and FERC can designate priority transmission corridors, support financing, and directly solicit project proposals for large projects that would help supply get online and increase wholesale market competition. Federal regulators have typically been reluctant to get more directly involved in planning and paying for transmission, but current federal programs authorize billions of dollars of direct financing that could be used to bypass utility-led processes altogether.
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Petersen of course is committed to helping his customers through the mess. But what frustrates him is how the crisis pulls him away from his AI strategy goals. One of the things that Flexport does for customers is provide customs brokerage, handling the complicated documentation required to move goods internationally. Flexport previously had an automated system that filled out the paperwork with around a 5 percent error rate, after which a compliance team double-checked the documents, lowering the error rate to 1.8 percent. Last November, Flexport began using a cutting-edge “AI auditor.” The error rate dropped to 0.2 percent. “We had this wake-up call,” he says. “It’s like, wait, it’s not that AI is cheaper—it’s just way better.”