To hear their managers tell it, america's dcs are getting better all the time. Asked how well their DCs are doing today, respondents to our third annual metrics survey offered an upbeat picture of facilities where the commitment to service is strong, the operating stats are good looking, and performance is above average, to borrow a phrase from a popular public radio program.
The numbers appear to bear them out. The results of the study, which was conducted among members of the Warehousing Education and Research Council (WERC) and readers of DC VELOCITY, did indeed indicate improvement over the 2005 study's findings. When asked how their customers rated their DCs' performance in five key service areas—including percentage of "perfect" orders—respondents overwhelmingly reported that their clients thought they were doing an average or above average job.
But when we examined the data more closely, a somewhat different picture emerged. For example, we ran some calculations to see how closely respondents' perceptions matched their actual performance against the Perfect Order Index. The results showed that some of those "perfect orders" weren't so perfect after all.
DC performance was only one of many subjects covered in the 2006 survey, which was conducted by Georgia Southern University and Supply Chain Visions. The study also collected data on what activities DC managers measure and how they measure them, which we then analyzed by type of industry, supply chain structure, and overall corporate strategy. (Download a copy of the full results of the 2006 survey.)
Annual performance review
So how well are America's DCs performing these days? It appears that they're continuing to make strides. Operating statistics provided by the survey respondents confirmed that DC performance in 2006 compared favorably to 2005's. As Exhibit 1 shows, performance (as measured against 14 key metrics) either held steady or improved. In only one case (units picked per hour) did performance dip. More encouraging still, the areas where improvements were made all centered on customer service: percentage of orders shipped complete, average time from order placement to order shipment, fill rate per line, order fill rate, and order picking accuracy. But that's only part of the story. Comparing a DC's performance against benchmarks—whether industry averages or "best practices"—provides an incomplete picture of its service at best. The true test is how the customer perceives the service.
To learn as much as possible about how well DCs are serving their customers, we used two different data-gathering approaches—one direct and one not so direct. The first was to simply ask respondents how their customers rated their DCs' performance. To be precise, the survey asked them to indicate how their customers viewed their performance in five key customer-focused areas—fill rate, ontime delivery, percentage of orders shipped complete, percentage of accurate invoices, and percentage of perfect orders. The responses proved to be a model of consistency. In every case, close to 80 percent of the respondents said their customers considered their performance to be either "average" or "above average."
Statistically, of course, it's highly improbable that 80 percent are actually performing at an average or above-average level. But it's not impossible. It seems safe to assume that the study's respondent base—members of a professional association like WERC and/or regular readers of professional journals like DC VELOCITY—is skewed toward the highest-performing segment of the industry.
It's also possible, however, that some of the respondents have stumbled into what we call the 50-percent trap. To explain the 50-percent trap, we like to use the analogy of how parents interpret their children's grades.
When presented with an all-Bs report card, most parents assume that their offspring are average, if not above-average, students. But that's not a realistic assumption.
In any given class, 50 percent of all students perform at an above-average level and 50 percent below average. It's unlikely, however, that half the class is receiving As or Bs and the other half Cs or Fs; the grades are far more likely to be clustered in the middle. So while parents may think their B students are average, the reality is that the B, and particularly the B minus, students are actually performing well below the 50th percentile mark.
And so it may be with warehouse or DC performance. Managers may not be aware of it (or willing to admit it), but the fact remains that nationwide, 50 percent of all facilities— though perhaps not those represented in our survey—are performing below the midpoint level.
The POI doesn't lie
Recognizing that the respondents might have difficulty providing an objective assessment, we also tried a second, less direct, approach to determining how well DCs are serving their customers. Using the performance data respondents had provided, we calculated the respondents' compos- ite score on what's known as the Perfect Order Index (POI).
The Perfect Order Index is a widely recognized measure that incorporates four critical customer service elements: order completeness, timeliness, condition and documentation. In other words, to be considered perfect, an order must arrive complete, be delivered on time, arrive free of damage, and be accompanied by the correct invoice and other documentation.
To calculate a given company's score on the Perfect Order Index, you simply take those four metrics (expressed as percentages) and multiply them together. For instance, a supplier that ships 95 percent of its orders complete, 95 percent on time, 95 percent damage-free and with the correct documentation 95 percent of the time would earn a score of 81.5 percent (95 x 95 x 95 x 95).
So how did the respondents' DCs score on the Perfect Order Index? As Exhibit 2 shows, the composite results were a less-than-perfect 84.46 percent. What this means is that slightly more than 15 percent of all orders shipped are marred by some sort of failure.
What's "on time" anyway?
As for what accounts for those "failures," the survey data suggest that part of the problem may be confusion (or disagreement) among DCs and their customers about whether orders are "on time" or not. It may sound like a simple enough determination, but our survey indicates otherwise.
To begin with, there's the distinction between shipped on time and delivered on time. DCs are much more likely to interpret "on time" as meaning shipped on time than delivered on time. That stands to reason. It's far easier for a DC to document when an order leaves its dock than to obtain reliable data on when it's delivered.
Customers, however, look at it differently. They're not so much interested in when an order leaves the supplier's dock or what happens to it along the way as in when it arrives. For most customers, "on time" means delivered on time. But even if DCs could be persuaded to abandon the "ontime shipment" metric in favor of "on-time delivery," there's still another problem. Even the customers themselves don't agree on what constitutes an "on-time" delivery. Nearly 69 percent of the survey respondents reported that their various customers defined "on-time delivery" differently.
How much variation could there be? Quite a bit, it seems. As Exhibit 3 shows, customers define "on time" at least six dif- ferent ways. The majority of the respon- dents (63.1 percent) reported that their cus- tomers considered a shipment to be on time if it arrived on the requested or agreed-upon day. But other clients seem to be much more exacting. For example, for 26.9 percent, "on time" means delivery within 30 minutes of the appointed time. And for 4.3 percent, it means delivery within 15 minutes of the appointed time. Still others define "on time" as "No line down time" or "By 4: 00 p.m." All this variation may go a long way toward explaining why suppliers sometimes have difficulty delivering "on time."
Room for improvement
Overall, what we see from this survey is encouraging. It appears that more companies are concentrating on their performance against customer-focused metrics than in the past, and that their performance against those metrics is improving.
But the survey also indicates that some DCs, at least, may not be performing as well as they think they are. To those DCs, we recommend taking the following three steps to improve performance:
Broaden your perspective to include measures that are strategic/cross functional in nature and that focus on the customer's perception rather than your own internal measures.
Accept that no company can be "best" at all things. Almost everyone turns in "below average" performance in one area or another.
Make an honest attempt to assess your operations from the customer's point of view. Keep in mind that the "aver- age" performance you might have thought was a "B" is real- ly a "D."
Our second call to action is to urge industry groups to get involved. Associations can provide a valuable service to their members by working with their constituencies to gather and disseminate benchmark data.
In the meantime, we invite readers' comments, suggestions, and insights into the research and their own use of performance metrics. We can be reached by e-mail: Karl B. Manrodt at Kmanrodt@georgiasouthern.edu, Kate L. Vitasek at kate@scvisions.com.
a look at the survey respondents
Talk about a study in contrasts. Last year, 380 DC executives responded to our annual metrics survey. This year, the total was a whopping 900. Almost as soon as the survey invitations went out, replies began pouring in from DC executives across the country. The response was particularly strong among C-level executives. The percentage of top executives (senior vice presidents, CEOs, CFOs and presidents) participating in the survey soared to more than 27 this year, compared to 11.4 last year.
What accounted for the difference? The survey's length may have been a factor. Last year's questionnaire asked respondents to rate their DCs' performance against a set of 55 metrics. This year, we cut the number of metrics to a more manageable 35, and the response rate more than doubled. Coincidence? We think not.
As for the respondents themselves, they came from companies of all sizes across a wide range of industries. Exactly half said they worked in manufacturing/distribution. Just over a quarter (26 percent) came from the third-party warehousing industry, and 13 percent reported that they worked in the retail industry. The remainder were scattered across other sectors: carriers, utilities, life sciences and the government.
The survey also asked respondents to indicate their "location" in the supply chain—that is, whether their direct customers were end users, retailers, distributors/wholesalers, or manufacturers. As it turned out, most were either at or very close to the end of the chain. Roughly 60 percent indicated that their customers were either retailers or the products' end users. Some 20.1 percent reported that their primary customers were manufacturers, and the remaining 21.6 percent sold to distributors.
In terms of company size, the respondents' businesses turned out to be equally distributed among the survey's size categories. About onethird worked for businesses reporting annual sales of less than $100 million, about one-third reported that their companies' sales fell into the $100 million to $500 million range, and the remaining third reported sales in excess of $500 million.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.