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.
Sometimes, all you need is the right partner to solve your logistics problems.
In 2021, global paint supplier Sherwin Williams faced driver and hazardous material (hazmat) capacity constraints: There simply weren’t enough hazmat drivers available in its fleet to maintain the company’s 90% fleet utilization rate expectations for key partner store deliveries while also meeting growing demand for service. Those challenges threatened to become even more acute in the future, as a competing paint supply company began to scale back its operations in the Pacific Northwest, leaving Sherwin Williams with an opportunity to fill the gap.
The paint supplier needed a logistics partner that could help it overcome the shortage of hazmat drivers while also helping to manage its West Coast trailer pools, out-of-region runs, and ad-hoc freight. It also needed a solution that would meet quarterly and annual fleet budgets.
SCALING UP
Enter ITS Logistics, a third-party logistics service provider (3PL) that offers supply chain solutions for drayage, network transportation, distribution, and fulfillment across North America. ITS proposed a combined owned-asset and asset-light approach that would provide Sherwin Williams with the equivalent of 21 additional drivers. The 3PL would leverage its carrier network to overcome the shortage of hazmat capacity while also certifying its own drivers via a three-month process. Further, ITS would help manage Sherwin Williams’ trailer pools and coordinate carriers, providing the paint company with a single point of contact for transportation.
The project would address cost concerns as well: “ITS Logistics aligned its solution with Sherwin Williams’ budgetary cadence and offered a quarterly business review to align on price structure, adding a level of transparency and trust to the relationship,” according to a case study the partners released earlier this year.
The companies soon sealed the deal and launched the program.
Not long after that, Sherwin Williams began to feel the effects of the anticipated challenges in the Pacific Northwest—but the company was prepared. When the competing paint supply company shuttered its operations, causing demand for Sherwin Williams’ products to spike, ITS injected a blend of owned trailers and carrier power to alleviate equipment challenges, cover all locations and regions, and help the paint supplier scale to meet volume.
CLOSING THE GAPS
The project has helped Sherwin Williams rapidly scale its capacity, meet fleet utilization requirements, manage trailer pools, coordinate carriers, and flex to meet spikes in regional demand.
And the results speak for themselves.
“ITS integrating themselves into our fleet was instrumental in helping increase our outbound volume by 18.4 million pounds [year over year] in the last seven months of 2023,” said Ted Taxon, regional transportation manager at Sherwin Williams, in the case study. “This equated to approximately 460 truckloads of extra freight, a large portion of which ITS [handled] on an ad-hoc basis with no operational constraints or quality issues.”
The partnership also helped Sherwin Williams maintain a 90% fleet utilization rate with big box retailers—an increase from less than 70% prior to the partnership’s launch.
Robots are revolutionizing factories, warehouses, and distribution centers (DCs) around the world, thanks largely to heavy investments in the technology between 2019 and 2021. And although investment has slowed since then, the long-term outlook calls for steady growth over the next four years. According to data from research and consulting firm Interact Analysis, revenues from shipments of industrial robots are forecast to grow nearly 4% per year, on average, between 2024 and 2028 (see Exhibit 1).
EXHIBIT 1: Market forecast for industrial robots - revenuesInteract Analysis
Material handling is among the top applications for all those robots, accounting for one-third of overall robot market revenues in 2023, according to the research. That puts warehouses and DCs on the cutting edge of robotic innovation, with projects that are helping companies reduce costs, optimize labor, and improve productivity throughout their facilities. Here’s a look at two recent projects that demonstrate the kinds of gains companies have achieved by investing in robotic equipment.
FASTER, MORE ACCURATE CYCLE COUNTS
When leaders at MSI Surfaces wanted to get a better handle on their vast inventory of flooring, countertops, tile, and hardscape materials, they turned to warehouse inventory drone provider Corvus Robotics. The seven-year-old company offers a warehouse drone system, called Corvus One, that can be installed and deployed quickly—in what MSI leaders describe as a “plug and play” process. Corvus Robotics’ drones are fully autonomous—they require no external infrastructure, such as beacons or stickers for positioning and navigation, and no human operators. Essentially, all you need is the drone and a landing pad, and you’re in business.
The drones use computer vision and generative AI (artificial intelligence) to “understand” their environment, flying autonomously in both very narrow aisles—passageways as narrow as 50 inches—and in very wide aisles. The Corvus One system relies on obstacle detection to operate safely in warehouses and uses barcode scanning technology to count inventory; the advanced system can read any barcode symbol in any orientation placed anywhere on the front of a carton or pallet.
The system was the perfect answer to the inventory challenges MSI was facing. Its annual physical inventory counts required two to four dedicated warehouse associates, who would manually scan inventory to determine the amount of stock on hand. The process was both time-consuming and error-prone, and often led to inaccuracies. And it created a chain reaction of issues and problems. Fulfillment speed is one example: Lost or misplaced inventory would delay customer deliveries, resulting in dissatisfaction, returns, and unmet expectations. Productivity was also an issue: Workers were often pulled from fulfillment tasks to locate material, slowing overall operations.
MSI Surfaces began using the Corvus One system in 2021, deploying a small number of drones for daily inventory counts at its 300,000-square-foot distribution center (DC) in Orange, California. It quickly scaled up, adding more drones in Orange and expanding the system to three other DCs: in Houston; Savannah, Georgia; and Edison, New Jersey. The company plans to add more drones to the existing sites and expand the system to some of its smaller DCs as well, according to Corvus Robotics spokesperson Andrew Burer.
Those expansion plans are based on solid results: MSI’s inventory accuracy was about 80% prior to the drone implementation, but it quickly jumped to the high 90s—ultimately reaching 99%—after the company initiated the daily drone counts, according to Burer.
“We actually had an incident early on where one of the forklift drivers ran into the landing pad, rendering it inoperable for about a week while the Corvus team fixed it,” Burer recalls. “When we restarted the system, we noticed MSI’s inventory accuracy had dropped down to the 80s. But after flights resumed, accuracy quickly improved back to near perfect.” He adds that such collisions are rare as Corvus mounts landing pads high off the floor to avoid impacts but that accidents can still happen.
Overall, the system has helped speed warehouse operations in two key ways: First, the accuracy improvement means that associates no longer waste time searching for missing material in the warehouse. And second, the associates who used to conduct the physical inventory counts have been reallocated to picking and replenishment—creating a more efficient, and optimized, workforce.
A SAFER, MORE EFFICIENT WAREHOUSE
Robot maker Boston Dynamics is well-known for its Stretch and Spot industrial robots, both of which are at work in warehouses and DCs around the world. Earlier this year, Stretch made its debut in Europe, teaming up with Spot at a fulfillment center run by German retail company Otto Group. The deployment marks the first time Stretch and Spot are being used together—in a partnership designed to improve Otto Group’s warehousing operations by increasing efficiency and making warehouse work safer and more attractive to workers.
The partnership is part of a two-year project in which Boston Dynamics will deploy dozens of its warehouse robots in Otto Group’s European DCs. The first location is a fulfillment site operated by Hermes, the company’s parcel delivery subsidiary, in Haldensleben, Germany—a facility that handles as many as 40,000 cartons of goods on peak days.
At the site, Stretch—which is a mobile case-handling robot—autonomously unloads ocean containers and trailers, using its advanced perception system to pick and place boxes onto a telescoping conveyor inside the container or trailer. Spot—a quadruped robot—helps with predictive maintenance by collecting thermal data and performing acoustic and visual detection tasks throughout the facility to reduce unplanned downtime and energy costs. One of Spot’s jobs is to detect air leaks in the facility’s warehouse automation systems; future duties may include conveyor vibration detection, according to leaders at Otto Group.
Both Stretch and Spot will help the Haldensleben facility run more efficiently, especially during fall peak season when volume increases and work intensifies. The addition of Stretch addresses safety and comfort issues as well: Trailer unloading—a process that entails repeatedly lifting and moving heavy boxes inside a trailer, which can be dark, dirty, cold, and/or hot, depending on the weather—tends to be unappealing to workers. Along with reducing the amount of labor required, automating these tasks will have the added benefit for European facilities of helping them comply with EU (European Union) regulations limiting the amount of time workers can spend in those conditions.
Essentially, the robots are making life easier on the warehouse floor and for the company at large.
“Stretch is going to have a ton of benefits for customers here in the EU,” Andrew Brueckner, of Boston Dynamics, said in a recent case study on the project.
The trucking industry faces a range of challenges these days, particularly when it comes to load planning—a resource-intensive task that often results in suboptimal decisions, unnecessary empty miles, late deliveries, and inefficient asset utilization. What’s more, delays in decision-making due to a lack of real-time insights can hinder operational efficiency, making cost management a constant struggle.
Truckload carrier Paper Transport Inc. (PTI) experienced this firsthand when the company sought to expand its over the-road (OTR), intermodal, and brokerage offerings to include dedicated fleet services for high-volume shippers—adding a layer of complexity to the business. The additional personnel required for such a move would be extremely costly, leading PTI to investigate technology solutions that could help close the gap.
Enter Freight Science and its intelligent decision-recommendation and automation platform.
PTI implemented Freight Science’s artificial intelligence (AI)-driven load planning optimization solution earlier this year, giving the carrier a high-tech advantage as it launched the new service.
“As PTI tried to diversify … we found that we needed a technological solution that would allow us to process [information] faster,” explains Jared Stedl, chief commercial officer for PTI, emphasizing the high volume of outbound shipments and unique freight characteristics of its targeted dedicated-fleet customers.
The Freight Science platform allowed PTI to apply its signature high-quality service to those needs, all while handling the daily challenges of managing drivers and navigating route disruptions.
STREAMLINING PROCESSES
Dedicated fleets face challenges that evolve from day to day and minute to minute, including truck breakdowns, drivers calling in sick, and rescheduled appointment times. PTI needed a tool that allowed for a real-time view of the fleet, ultimately enabling its team to adjust truck and driver allocation to meet those challenges.
The Freight Science solution filled the bill. The platform uses advanced analytics and algorithms to give carriers better visibility into operations while automating the decision-making process. By combining streaming data, a carrier’s transportation management system (TMS), machine learning, and decision science, the solution allows carriers to deploy their fleets more efficiently while accurately forecasting future needs, according to Freight Science.
In PTI’s case, Freight Science’s software integrates with the carrier’s TMS, real-time electronic logging device (ELD) data, and other external data, feeding an AI model that generates an optimized load plan for the planner.
“We’re an integrated data analytics company for trucking companies,” explains Matt Foster, Freight Science’s president and CEO. “We’re talking about AI.”
The benefits of the real-time data are difficult to overstate.
“We’ve been able to execute in the toughest of situations because we’ve got real, live data on how long each event is actually going to take and a system to aid and even automate the decision-making process,” says Chad Borley, PTI’s operations manager. “From what traffic patterns we are battling in the morning and evening with rush hour and things like that, to the impact of additional miles to a route, or even location-specific dwell times, it’s been a huge differentiator for us.”
REALIZING RESULTS
A case in point: the collapse of Baltimore’s Francis Scott Key Bridge in March. PTI was scheduled to go live with a new dedicated account in the area just days after the collapse, which would mean rerouting and the potential for longer transit times. Instead of recalculating based on assumptions or latent data, PTI was able to reroute freight based on real-time information and analytics to give the customer timely updates.
“With the bridge going out, that changed our ability to make as many turns a day as the customer would expect,” Stedl explains. “But one of the things Freight Science could do [was to] quickly [assess] how much of an impact that traffic would have [and] what the turns [would] be based on what’s happening on the ground.
“So we were able to go back to the customer and readjust expectations in a real way that made sense, using data. Now expectations can be reset¾we’re not asking for forgiveness when there’s no reason for it.”
The system’s advanced algorithms make load planning more cost-effective and scalable as well. The platform allows PTI to monitor trucks, trailers, and driver hours in real time, recommending additional loads with remaining driver hours that would otherwise be wasted.
And they’re doing it all with much less. Stedl says tasks that used to require five people and hours of work can now be accomplished by one person in mere minutes, improving productivity and profitability while reducing labor and operational costs.
Terms of the deal were not disclosed, but Aptean said the move will add new capabilities to its warehouse management and supply chain management offerings for manufacturers, wholesalers, distributors, retailers, and 3PLs. Aptean currently provides enterprise resource planning (ERP), transportation management systems (TMS), and product lifecycle management (PLM) platforms.
Founded in 1980 and headquartered in Durham, U.K., Indigo Software provides software designed for mid-market organizations, giving users real-time visibility and management from the initial receipt of stock all the way through to final dispatch of the finished product. That enables organizations to optimize an array of warehouse operations including receiving, storage, picking, packing, and shipping, the firm says.
Specific sectors served by Indigo Software include the food and beverage, fashion and apparel, fast moving consumer goods, automotive, manufacturing, 3PL, chemicals, and wholesale / distribution verticals.
Schneider says its FreightPower platform now offers owner-operators significantly more access to Schneider’s range of freight options. That can help drivers to generate revenue and strengthen their business through: increased access to freight, high drop and hook rates of over 95% of loads, and a trip planning feature that calculates road miles.
“Collaborating with owner-operators is an important component in the success of our business and the reliable service we can provide customers, which is why the network has grown tremendously in the last 25 years,” Schneider Senior Vice President and General Manager of Truckload and Mexico John Bozec said in a release. "We want to invest in tools that support owner-operators in running and growing their businesses. With Schneider FreightPower, they gain access to better load management, increasing their productivity and revenue potential.”