For years, the standard answer (in the DC, at least) was the warehouse management system. But nowadays, the answer is more and more likely to be a warehouse control system.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
At first glance, Koch Entertainment's DC in Port Washington, N.Y., would seem an unlikely candidate for a software or technology upgrade. Heavily automated by any normal standard, the center is equipped for robotic picking and features an automated storage and retrieval system crane for handling large orders. Nonetheless, when it went to install equipment for filling small orders of CDs and DVDs, the company also invested in more software. The software it chose is what's known as a warehouse control system (WCS); its job will be to control the equipment dedicated to the fulfillment of small orders.
It's not that the Port Washington DC didn't have warehousing software in place. It did. The center has been using a homegrown warehouse management system (WMS) to oversee inventory operations for years. What prompted the investment in a WCS was the desire to keep small orders from clogging the existing automated material handling system, explains Philip Wulff, Koch Entertainment's vice president of distribution. Now that it has the new WCS to run the equipment used to ship, manifest, pack and label small orders, the company is able to keep the two types of fulfillment operations entirely separate.
Koch Entertainment isn't alone. As the size of the average order shrinks in an era of quick replenishment and Internet retailing, many distribution centers find themselves scrambling to keep up with a flood of small orders. Often as not, a WCS turns out to be the solution. "Smaller order quantities introduce more complexity into warehouses. That, in turn, results in the need for computer support to run the operation," says Steve Mulaik, a consultant with The Progress Group in Atlanta.
Not only does today's warehouse control software have the functionality for the job, but these systems are often more affordable than other software packages. They're also faster to install and respond more quickly to the demands of daily operations. "Warehouse control systems let the warehouse handle transactions in real time," says Jack Kuchta, an executive vice president with the consulting firm Gross & Associates in Woodbridge, N.J. "WCS are part of the trend toward flexibility driven by IT [information technology] people so they can add one element of functionality without having to change the whole system."
Traffic cop for the DC
Part of the warehouse control systems' attraction is that they help lighten the load of a DC's existing warehouse management system or even enterprise resource planning (ERP) software, a general business application that also oversees manufacturing and finance.
Though originally marketed as a "best of breed" system with limited functionality, the warehouse management system has, over the years, become the DC's jack of all trades. Along with traditional tasks like inventory management, order fulfillment and shipping, today's systems may also handle forecasting, demand planning, slotting and even labor tracking. "WMS gets involved in business issues ... that aren't related to the work being done on the warehouse floor," says Sam Flanders, president of 2wmc.com, a material handling consulting firm located in Portsmouth, N.H.
Because they're already handling so many other tasks, WMS packages often don't contain the code needed to command complex material handling equipment. And even if they do, they're generally not nimble enough to respond quickly to transactional requests. "When you have a highly automated building, the product flows are so customized that it's not feasible to use a warehouse management system because decisions must be made in real time," says Mulaik. "WMS are not built for speed," adds Stephen Martyn, chief executive officer of Glen Road Systems Inc. (GRSI) in Conshohocken, Pa., the company that supplied the WCS for Koch Entertainment's distribution center.
That's where the WCS comes into play. Warehouse control software is specifically designed to serve as a traffic cop for machines and equipment in the warehouse, coordinating the various subsystems that handle product flow. "The WMS guys are about moving information on logistics and transportation," says Martyn. "WCS is down in the dirty world of PLCs (programmable logic controllers) and subsystems." The WCS, for example, might tell a diverter on a conveyor to direct a case down a specific chute, instruct a robot to pull a package from a storage rack, or signal a label system to stick a label on a package traveling along a conveyor belt. "It coordinates all the work on the floor," says Flanders. "It tells the system what work to do."
WCS in the middle
That ability to control an array of subsystems has become a major selling point for WCS. As technology prices drop, more DCs are going for the "add-ons: " pick-to-light systems, radio-frequency identification technology and voice-directed picking systems, for example. And each of those add-ons requires software to link the equipment to a host computer. All too often, however, companies find that their WMS or ERP system isn't capable of running add-on equipment. "People are putting in ERP packages and they're finding out that when the vendor said we had everything—they don't," says Mulaik.
What's more, the vendors may be reluctant to remedy the situation. In many cases, ERP and WMS vendors are not inclined to make modifications or additions to their software packages to run these bolt-on systems. And even when WMS vendors are willing to write the special code to interface with, say, a voice system, it can be very expensive. Small wonder that companies that find themselves in this situation often turn to a WCS. "It's simpler to deploy and less risk to a company to buy a WCS," explains Flanders of 2wmc.com.
In effect, the WCS sits between the host system—like the WMS—and the add-on equipment. "WCS is technically 'middleware' between the WMS and ERP systems and voice systems and automated conveyors," says Kuchta of Gross & Associates.
But today's warehouse control systems are much more than just an interface between the WMS and the equipment. They can be programmed with the logic to act on the information from the host system and then devise instructions to carry out a specific set of tasks. "While the WMS manages the overall activities in the operation, the WCS software executes the material flow dispatching and routing while it makes storage location decisions as well as manages the execution of order fulfillment," says Ken Ruehrdanz, industry manager at Dematic GmbH & Co. Kg., a global supplier of logistics automation equipment headquartered in Offenbach, Germany.
For instance, the WCS might take information from the WMS on the number of replenishment orders and convert that information to specific instructions for the equipment—say, batching orders to eliminate unnecessary travel for the order selector. Mulaik notes that the WCS can also be programmed to coordinate receiving tasks or group orders together for batch picking.
As often as not, companies find that a warehouse control system can accomplish these tasks much more simply and easily than a WMS or ERP can. As an example, Mulaik cites the case of a retailer that recently installed a WCS to manage the tasks associated with its radio-frequency system. That retailer, which receives 80,000 cases a day, found that the WCS could provide a smoother user interface than its WMS could, he reports. Instead of requiring workers to go through 12 fields to enter data on cases being received, as the WMS did, the WCS was able to handle the task with one screen.
WCS sold separately
In the past, WCS were generally sold as part of a package with the equipment they controlled. Back when the warehouse control system's primary function was to direct the movement of pallets and cases along a conveyor, for example, the companies that supplied the automated material handling equipment also provided the warehouse control system. That's still the case today with many makers of voice and radio-frequency systems, which supply the WCS needed to link their equipment to the WMS.
Take voice technology vendor Lucas Systems Inc. in Sewickley, Pa., for example. Although it does not offer WCS per se, it does provide middleware software bundled into its voice system package to enable the customer to take full advantage of the technology. "We do a software application that would resemble a WCS," says Jason Wilburn, director of marketing for Lucas Systems. The application takes orders from a WMS and comes up with the pick sequence. (Wilburn notes that it can even arrange the pick sequence in the warehouse bay according to the height of the user.)
But the days when warehouse control software was only sold as part of a package are gone. Marketplace demand has led to the rise of a cottage industry selling standalone WCS packages. "WCS vendors are starting to decouple themselves from equipment vendors and becoming separate entities unto themselves," Kuchta says.
Because the WCS makers are independents, their software can run equipment made by a variety of manufacturers. In some cases, the WCS modules come off the shelf pre-built. In others, the WCS provider will configure his WCS to the client's specific needs."Nowadays most WCS installations are not custom jobs," Kuchta reports. "Most WCS are being marketed as stand-alone products having hooks into types of equipment like voice or pick-to-light systems."
Bright future
It's not hard to understand why suppliers of WCS are bullish on their future. The shift away from pallet and case handling toward the fulfillment of small orders creates a wide-open market opportunity for their systems. So does the trend among DCs to knit together networks of complex subsystems.
What's also fueling vendors' optimism is the prospect of a new role for the WCS. It's becoming increasingly apparent that in the future, warehouse control systems will not only drive equipment—but people as well. As they get smarter, WCS are beginning to take on responsibility for coordinating the activities of workers by providing instructions for picking, receiving and put-away.
"It used to be that WCS was just talking to conveyors," says Mulaik. That's now starting to change. "Warehouse control systems are no longer just for automation. We can use the WCS to tell people what to do."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."