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.
You're in the middle of what's already a pretty stressful day at the distribution center when your pager goes off—the executives meeting in the boardroom want you to join them ASAP. The unscheduled request could mean any number of things: Maybe the board is fed up with the charge-backs you keep getting hit with from that big retail customer. Perhaps they finally approved the long overdue expansion plans for your DC. Or maybe—just maybe—they've signed off on that gainsharing program you've been touting.
Not even close. On this day, word comes down that the big guns want to implement RFID technology throughout the DC. To make things worse, there's a deadline looming: It turns out that your biggest customer is demanding that you be RFID-ready within the next nine months ... or else.
After postponing the planned family vacation and reaching for the Advil, you start drawing up a list of equipment you'll need—tags, readers, software ... But when you go to identify potential vendors, you realize you're in uncharted waters. This isn't going to be like buying, say, conveyors or forklifts, where you have plenty of well-established suppliers to choose from. In an emerging field like RFID, the first challenge is figuring out whom to call and where to start. Do you pick your software or middleware first and then go from there? Or should you begin by selecting your tags and/or readers? And in a turbulent market like this, what assurances do you have that the vendors you choose will be around for the long term?
It takes two (maybe three) to tango
If these concerns are keeping you up at night, you're not alone. When respondents to a recent survey conducted by AMR Research were asked what class of vendor was their primary RFID provider, the answers were all over the map. The majority response—the answer selected by almost one-third of the respondents: "Not sure at this time."
That indecision is reflected in the results of the AMR study, which confirms that despite a great deal of activity in the field, no one vendor now dominates the RFID market. As for why RFID technology providers are finding it so difficult to establish leadership, the report's authors point to the broad and diverse nature of the market. RFID, as a technology, ranges from tags and readers to middleware and applications. Because no single supplier can meet all their needs, some early adopters have picked multiple partners across all of these categories as their primary vendors. But that could change. As standards mature, "ecosystems" are likely to develop and selection will get easier for users.
When asked which vendors they would likely consider for RFID deployments, the survey respondents tended to go with companies they knew, putting Symbol and Intermec, both longtime vendors of automatic ID and data collection equipment, at the top of the list. The authors of the AMR report warn, however, that this does not make them the market leaders. The market is still very fragmented, they caution, with the list of the top 20 vendors being rounded out by a variety of suppliers (companies providing tags, readers, infrastructure and applications).
"The market is up for grabs, in our opinion, [waiting] for a leader to …emerge," says Marianne D'Aquila, a research analyst with AMR Research. "What end users are looking for is a clear path to a return on investment and hardware and integration capabilities. You want to have somebody that can integrate all of this ..."
D'Aquila says that the vendors that ultimately prevail in this market will be those that can convince prospective customers that they're more than technical experts, that they're also sensitive to their clients' practical and financial concerns. When asked what key attributes an RFID partner should possess, survey respondents cited the need for deep technical expertise with sound implementation strategies at the lowest total cost of ownership. That would appear to favor larger vendors that can support large implementations and global deployments.
"So much of figuring out RFID is getting the right partners—from the right consulting partners to the right middleware partners to the right application partners," says Eric Peters, chief executive officer of software startup True Demand. "People are really looking for solutions, like how RFID can reduce out-of-stocks or reduce inventory. At the end of the day it's usually not one company, but a collection of companies that make this happen."
The great RFID shakeout
If the situation weren't confusing enough already, it appears that the industry is poised for a shakeout. Oyster Bay, N.Y.-based ABI Research expects a rash of acquisitions and consolidation in the next nine months as consumer demand shifts beyond RFID readers and tags toward more robust and complicated back-office applications.
Recent events bear out ABI's predictions. In July, for example, RFID Ltd. announced that it had acquired Packaged RFID Inc., an integrator of RFID technology for the retail and defense sectors. The combined company will form a new group that will be able to offer RFID integration for small to medium-sized suppliers to Wal-Mart, Target and the Department of Defense.
Erik Michielsen, ABI's director of RFID and ubiquitous networks, believes that the software segment of RFID will also see fast and furious consolidation, as larger players move into areas traditionally dominated by smaller companies. That will force the smaller players to either partner with larger players or come up with new service offerings. For example, Michielsen notes, "SAP [with its Auto ID Infrastructure, which is part of NetWeaver] is pushing down from the enterprise application space and picking up functions traditionally done by OATSystems, Acsis, ConnecTerra, Sun and GlobeRanger."
But these smaller companies are beginning to fight back, Michielsen notes. As the big players begin to encroach on their turf, some have responded by broadening their focus beyond RFID middleware and into data analytics, business intelligence and automation networking, he says. "OAT is pushing up and becoming competitive with some NetWeaver functionality," he reports, "and it's joined in the business intelligence space by T3Ci."
talking 'bout my generation
With the much vaunted second generation of RFID technology about to hit the market, few companies seem much inclined to invest in the earlier versions. But waiting for the new technology to become commercially available (later this year or in early 2006) could be a big mistake. Although they encourage companies of all stages of RFID-readiness to consider Gen 2 technology in their long-range planning, the experts urge suppliers facing their first RFID mandates to get started immediately by experimenting with the technology currently available.
"I'm sure Gen 2 technology is confusing to people," says Ed Matthews, director of information systems at Pacific Cycle. "Gen 2 always seems to be just around the corner—and continues to this day to be around the corner—so it's definitely muddying the waters. I don't think we'll see any decent volume for another six months, so that's part of the problem as some companies are waiting until Gen 2 comes around." (As DC VELOCITY went to press, semiconductor company Impinj announced that it had entered volume production and would fulfill orders exceeding 50 million units for Gen 2 RFID tags by the end of the year.)
Rather than wait, Matthews strongly recommends buying some Class 1 or Class 0 equipment right now. "I don't want to suggest that anybody spend a ton of money on it," he says, "but the biggest thing is just to get some equipment. Go out and buy a reader, a roll of tags and a printer so you can begin to understand the physics around RFID. It's definitely a different world than bar-code scanning."
Most retailers as well as the Department of Defense (DOD) are aware that their suppliers have purchased large quantities of Class 1 or Class 0 tags (Gen 1), and they realize that it will take some time for those tags to work their way through the supply chain. Wal-Mart, for example, has not yet announced a deadline for its suppliers to convert to Gen 2 tags. And although the DOD has confirmed that it will eventually require its suppliers to switch over, it has gone on record stating that it will have a "long phase-out period," possibly lasting as long as two years.
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.