Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
It's hard to imagine trying to manage all the pieces of today's sprawling supply chain without relying on information systems. And the larger and more dispersed the supply chain, the more complex the task of selecting and implementing systems appropriate to your needs.
Not very long ago, anything that involved computers was more an art form than business. The artistes involved had their own language(s), and relatively few people could translate anything they said into plain English. The technology was complex, sometimes deliberately so. Even today, customers often find there's a gap between what they believe they need and what the vendors are selling. Dr. John Maeda, a computer science expert, has said "Everything I touch doesn't work."
Fortunately, systems have gotten better and more user friendly. But buying still requires a careful review process. Whenever a change in information systems is undertaken, there is the promise of success (whether the promise comes from a vendor's representative or from the internal IT department) and the risk of failure. What is the best predictor of success? Commitment. By that we mean the dedication of the entire organization, from senior management to the hourly worker. New systems work well only when people want them to. And the best system in the world can be brought to its knees by people who don't want it to work.
There are other factors in a successful installation, of course. Information technology must be closely coordinated with operations. Ample training must be provided. The system must be thoroughly tested. And if you're purchasing the software, the right supplier must be selected.
Unfortunately, IT initiatives sometimes fail. One common cause of failure is political unrest within the user organization. Other common causes include poorly prepared specifications and insufficient education and training. Failure to manage expectations can also doom an installation; if left unchecked, "scope creep" can extend development and installation times beyond any reasonable limit. And sometimes the downfall is lastminute modifications; these are seldom done well under pressure.
That said, selecting and implementing warehousing, transportation, global trade or other logistics software need not be overwhelming. What's required is an understanding of the potential benefits and risks, and a deliberate selection process that keeps the focus squarely on business requirements, not system bells and whistles.
What's also required is a clearly stated description of requirements. That means avoiding technical jargon and describing your needs in plain English. For example, if you were creating a sample checklist describing the requirements of moving product from inbound staging to storage location, the list might include directed put-away, exception handling, updating of inventory records, confirmation of put-away and crossdocking. The technical requirements are the responsibility of IT and the software provider.
The requirements definition must consider
customization. What is the ratio of standard code to customer-specific code? A 90/10 answer leads to a very different development approach than a 10/90 ratio.
Make or buy?
Once you've drawn up a list of requirements, you're ready to proceed with the software selection process. There are several decisions to make along the way. The first: should you make it or buy it?
Those who elect to write their own are often looking for greater security as well as exclusivity and the opportunity to customize the solution to highly specific operating requirements. Some choose the in-house route because they're unable to find an outside source at the right price; others because they can't find the specific skills needed from an outside supplier. It's important to keep in mind, however, that in-house development often costs more and always takes longer than buying a system. There is a high failure rate. Sometimes availability of resources is a challenge, although in recent years the use of offshore resources has been an increasingly popular option.
Those who buy (or more frequently these days, tap into systems online) do so to save time or to save money—or to provide scalability against future growth. We should note, however, that the possibility of failure does not disappear in the "buy" alternative.
If youdecide to outsource, you then face a new set of choices. For example, you must decide whether you want an enterprise system or "best of breed" software—warehouse management systems (WMS) or transportation management systems (TMS). Enterprise systems—integrated software packages that are designed to handle most of the functions of a business—have over time added increasing supply chain functionality, competing with those focused on particular segments of the supply chain such as warehouse management. At the same time, vendors of best-of-breed software have also extended their systems' scope by developing modules that can be integrated into a basic system, or purchased as a stand-alone package. These include labor management, load building optimization, warehouse simulation, slotting optimization, transportation optimization and yard management modules.
Choosing a software vendor
Once you've decided what you want and have collected proposals from vendors, it's time to sit down and assess the responses. This task may take longer than you expect, since it usually requires a team to evaluate every feature of the proposal. Be sure to allow plenty of time for sending follow-up questions to the vendors so you can make certain you completely understand their proposals.
As you consider questions to ask the prospective vendors, here are some tested examples:
What is your primary business?
Can you supply us with customer references?
How much support service is programmed into your proposal?
If things don't work out, how do we unscramble the eggs?
As you qualify vendors, there is one question that is more important than any other—and you should pose some variation of that question to both software vendors and their customers. Here's what to ask the vendors: If I handed you $500,000, how would you use it to further develop your product?
Here's what to ask a vendor's existing customers: If you could spend $500,000 on enhancements to this product, what features would you add or improve?
When you've narrowed the field to no more than three finalists, schedule demonstrations and customer site visits so you can see how all of the programs' features work. If members of your decision-making team are located in more than one city, Web conferencing can be a vital part of the demonstration.
Help is at hand
Fortunately, as the supply chain technology market has taken off, both trade associations and independent analysts have begun publishing reference guides to help prospective buyers sift through their options. Two such references are the Council of Supply Chain Management Professionals' annual software guide (www.cscmp.org) and Selecting Warehouse Software, published in 2004 by independent consultant Phil Obal (www.idii.com). Companies also have the option of retaining management consultants to guide them through the software selection process.
As you begin to narrow your choices, check to see if there are user groups for the software packages you're considering. These groups can be great sources of information both during the initial selection process and later on, as you get under way with your installation.
Managing the supply chain is essentially a straightforward business, even in the more complex global networks. Don't let systems make it complicated when it doesn't have to be. If a vendor or advisor can't explain an IT product or service in plain language and make a clear case for its benefits, consider that a red flag. Get rid of that contractor and find someone who can.
States across the Southeast woke up today to find that the immediate weather impacts from Hurricane Helene are done, but the impacts to people, businesses, and the supply chain continue to be a major headache, according to Everstream Analytics.
The primary problem is the collection of massive power outages caused by the storm’s punishing winds and rainfall, now affecting some 2 million customers across the Southeast region of the U.S.
One organization working to rush help to affected regions since the storm hit Florida’s western coast on Thursday night is the American Logistics Aid Network (ALAN). As it does after most serious storms, the group continues to marshal donated resources from supply chain service providers in order to store, stage, and deliver help where it’s needed.
Support for recovery efforts is coming from a massive injection of federal aid, since the White House declared states of emergency last week for Alabama, Florida, Georgia, North Carolina, and South Carolina. Affected states are also supporting the rush of materials to needed zones by suspending transportation requirement such as certain licensing agreements, fuel taxes, weight restrictions, and hours of service caps, ALAN said.
E-commerce activity remains robust, but a growing number of consumers are reintegrating physical stores into their shopping journeys in 2024, emphasizing the need for retailers to focus on omnichannel business strategies. That’s according to an e-commerce study from Ryder System, Inc., released this week.
Ryder surveyed more than 1,300 consumers for its 2024 E-Commerce Consumer Study and found that 61% of consumers shop in-store “because they enjoy the experience,” a 21% increase compared to results from Ryder’s 2023 survey on the same subject. The current survey also found that 35% shop in-store because they don’t want to wait for online orders in the mail (up 4% from last year), and 15% say they shop in-store to avoid package theft (up 8% from last year).
“Retail and e-commerce continue to evolve,” Jeff Wolpov, Ryder’s senior vice president of e-commerce, said in a statement announcing the survey’s findings. “The emergence of e-commerce and growth of omnichannel fulfillment, particularly over the past four years, has altered consumer expectations and behavior dramatically and will continue to do so as time and technology allow.
“This latest study demonstrates that, while consumers maintain a robust
appetite for e-commerce, they are simultaneously embracing in-person shopping, presenting an impetus for merchants to refine their omnichannel strategies.”
Other findings include:
• Apparel and cosmetics shoppers show growing attraction to buying in-store. When purchasing apparel and cosmetics, shoppers are more inclined to make purchases in a physical location than they were last year, according to Ryder. Forty-one percent of shoppers who buy cosmetics said they prefer to do so either in a brand’s physical retail location or a department/convenience store (+9%). As for apparel shoppers, 54% said they prefer to buy clothing in those same brick-and-mortar locations (+9%).
• More customers prefer returning online purchases in physical stores. Fifty-five percent of shoppers (+15%) now say they would rather return online purchases in-store–the first time since early 2020 the preference to Buy Online Return In-Store (BORIS) has outweighed returning via mail, according to the survey. Forty percent of shoppers said they often make additional purchases when picking up or returning online purchases in-store (+2%).
• Consumers are extremely reliant on mobile devices when shopping in-store. This year’s survey reveals that 77% of consumers search for items on their mobile devices while in a store, Ryder said. Sixty-nine percent said they compare prices with items in nearby stores, 58% check availability at other stores, 31% want to learn more about a product, and 17% want to see other items frequently purchased with a product they’re considering.
Ryder said the findings also underscore the importance of investing in technology solutions that allow companies to provide customers with flexible purchasing options.
“Omnichannel strength is not a fad; it is a strategic necessity for e-commerce and retail businesses to stay competitive and achieve sustainable success in 2024 and beyond,” Wolpov also said. “The findings from this year’s study underscore what we know our customers are experiencing, which is the positive impact of integrating supply chain technology solutions across their sales channels, enabling them to provide their customers with flexible, convenient options to personalize their experience and heighten customer satisfaction.”
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Two European companies are among the most recent firms to put autonomous last-mile delivery to the test with a project in Bern, Switzerland, that debuted this month.
Swiss transportation and logistics company Planzer has teamed up with fellow Swiss firm Loxo, which develops autonomous driving software solutions, for a two-year pilot project in which a Loxo-equipped, Planzer parcel delivery van will handle last-mile logistics in Bern’s city center.
The project coincides with Swiss regulations on autonomous driving that are expected to take effect next spring.
Referred to as “Planzer–Dynamic Micro-Hub w LOXO,” the project aims to address both sustainability issues and traffic congestion in urban areas.
The delivery vehicle, a Volkswagen ID. Buzz battery-electric minivan, will feature Loxo’s Level 4 Digital Driver navigation software, a highly automated solution that allows driverless operation. The van was retrofitted to include space for two swap boxes for parcel storage.
During the two-year pilot phase, Loxo’s Digital Driver will navigate a commercial vehicle several times a day from Planzer’s railway center to various logistics points in Bern's city center. There, the parcels will be reloaded onto small electric vehicles and delivered to end customers by Planzer’s parcel delivery staff.
Following the completion of the pilot phase, Planzer and Loxo will build on the program for rollout in other Swiss cities, the companies said.
The partners said the project addresses the increasing requirements of urban supply chains and aims to ensure the “scalability of their disruptive solution.” With largely emission-free delivery, it contributes to greater levels of sustainability for the city as a living space, they also said.
“The uniqueness of this project lies in the fact that it will have a direct impact on society,” Planzer’s CEO and Chairman Nils Planzer said in a statement announcing the project. “We didn't just want to integrate automated technology into existing systems, we wanted to develop a completely new concept and a new business model.”
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.