John Johnson joined the DC Velocity team in March 2004. A veteran business journalist, John has over a dozen years of experience covering the supply chain field, including time as chief editor of Warehousing Management. In addition, he has covered the venture capital community and previously was a sports reporter covering professional and collegiate sports in the Boston area. John served as senior editor and chief editor of DC Velocity until April 2008.
Steve Sellentin has little sympathy for consumer goods manufacturers chafing under RFID mandates from giant retailers like Wal-Mart. For them, compliance is a snap, he says. You just tag a dozen or so items and the customer goes away happy. Sellentin's customers aren't so easily satisfied. He fully expects that his company will be required to tag as many as 50,000 products by the end of the year.
Sellentin is vice president of sales at Government Scientific Source (GSS), the largest dedicated distributor of scientific equipment and supplies to federal, state and municipal laboratories as well as the Department of Defense (DOD). Like all DOD suppliers, GSS has been required to affix RFID tags to all DOD-bound shipments since Jan. 1 (although the government is still not ready to receive tagged shipments). That requirement is likely to expand before long. GSS expects to receive notices from the Defense Logistics Agency (DLA) and the Navy any day now requesting that he begin sending them RFID-tagged shipments. (For now, only cases and pallets will require tags, although the government is examining item-level tagging as well.)
When the government does pull the trigger, GSS will be ready. "We're just waiting for them to push the button," says Sellentin, who is using Gen 2 equipment and tags purchased from Symbol Technologies for 35 cents apiece. Sellentin estimates that up to 25 percent of GSS's shipping volume could be affected in the beginning. Eventually, up to 80 percent of its products—everything from cloth ing to food and medicine to lab equip ment and supplies—may fall under the requirement if the practice spreads to agencies like the Department of Energy, which is examining how it can best use RFID.
Anything goes
It's probably safe to say that GSS's RFID compliance program is unprecedented in its scope. In fact, some consider it to be the largest tagging venture by a single company to date. GSS carries 1.2 million different products—items ranging from commodity supplies like latex gloves to million-dollar pieces of robotic equipment. Sooner or later, all of them will require RFID smart tags. "We're tagging everything from 50-cent test tubes and vials to plate readers and weapons of mass destruction," says integrity and the product [would Delayed gratification Sellentin.
What has made the job particularly challenging is the nature of some of the products GSS ships. For example, the company ships large volumes of temperature-controlled liquid chemicals to the DLA. In the RFID world, those shipments, which combine liquids and metals (the chemical containers are packaged in boxes wrapped with insulating foil), represent what amounts to a double whammy.Metal reflects RF signals, and liquids absorb them, compromising the accuracy of tag reads.
"I wasn't worried about tagging a case of test tubes," says Sellentin. "My concern was tagging a case of temperature-controlled life sciences chemicals. If that tag doesn't read, the carton will be diverted for manual processing. While it's sitting there, it could lose its temperature integrity and the product [would be] ruined."
Anxious to avoid that scenario, Sellentin called in experts from systems integrator epcSolutions and Zebra Technologies. The team solved the problem by applying the RFID smart label to a rubber plate placed on the foil-wrapped boxes, which provided enough of a buffer to shield the smart label's tag from the interference inside.
While that resolved the metal and liquid problems, there was still the temperature-controlled aspect to consider. Many of the products that GSS ships are frozen, often stored at -40 degrees Celsius. No one knew how the tags would be affected by extreme temperatures. To find out, Sellentin's team froze a batch of RFID tags to see how they would react. "We didn't know what to expect," he says, "but they passed with flying colors."
Delayed gratification
Right now, GSS is still awaiting word from the DOD as to when it should begin shipping products with the smart tags. Sellentin expects that word will come sometime this month. Although it's continuing to prepare for a full-scale implementation, GSS will initially apply smart tags only to the shipments it's required to tag. To identify those shipments, epcSolutions software will check the shipto address for all products arriving at GSS's distribution centers. If the address is for a DOD facility that requires RFID, the software will direct the shipment labeling system to produce a smart label, which will be manually applied to the carton and immediately verified using a handheld interrogator. RFID-tagged shipments will be verified a second time through an RFID pOréal reader immediately before leaving the GSS distribution center.
To date, GSS has handled RFID labeling as a stand-alone operation. However, the system ultimately will be upgraded so that GSS can integrate its smart labeling operations with its inventory control and warehouse management systems. At that point, GSS will also be able to produce advance ship notices automatically.
For all its investment in training and RFID equipment, GSS doesn't expect to see immediate benefits. (The government, however, stands to gain by automating and simplifying an archaic and inefficient receiving system.) Right now, the best GSS can hope for is a faster turnaround on payments from the government.
Nonetheless, Sellentin believes the effort will pay off down the road. "Having the capability to do this will only help to make us a value-added player with our suppliers and with the U.S. government," he says. "That's why we're doing this."
As it gains more experience with RFID, GSS hopes to incorporate the technology into its internal DC processes. GSS itself deals with more than 250 major suppliers and manufacturers, and processes millions of separate line items. "[W]e face many of the same challenges as the U.S. government," Sellentin points out. "We also have to figure out how to receive materials from all these folks and have it done right."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.