With millions of muggles waiting for the latest Harry Potter volume to hit the bookstores (or their doorsteps), the people charged with its distribution relied not on magic, but on careful planning and painstaking execution.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
There is magic in literature, the kind of magic that engages and entrances a reader and draws him or her into the characters' lives. And in some books, like Harry Potter and the Half-Blood Prince, magic is deeply entwined in the plot's twists and turns as well.
Whether or not that explains the phenomenon that is Harry Potter, there's no denying that the series written by J.K. Rowling has resonated with readers around the world. The publishing phenomenon continued this summer. On July 15, fans of Harry Potter flocked to bookstores around the nation to await the stroke of midnight, when the sixth book in the series would go on sale. Within 24 hours, 6.9 million copies of the book were in customers' hands.
While the books' appearance at the stroke of midnight may have seemed another bit of magic, something much more mundane was at work. The responsibility for ensuring that stores had books to sell on July 16—but not before—required not magic, but careful planning and execution among its publisher, Scholastic, and Scholastic's printers and distribution partners. Given the project's scale—an initial printing of 10.8 million books—and the stipulation that every one of those books be kept under wraps until the release date, it's a story worth telling all its own.
It's all in the planning
The job of planning for the distribution of Harry Potter and the Half-Blood Prince fell to Andrew
Yablin, who is vice president of global logistics for Scholastic. It was not his first experience with Harry. Yablin also headed up the logistics effort in 2003, when the fifth book in the series, Harry Potter and the Order of the Phoenix, was released.
Yablin credits meticulous planning, which began in January, for the smooth rollllout. "I think the biggest key to our success, because we knew that this was going to be quite large, was the pre-planning that went into the whole thing," he says. "Plus I was fortunate enough to have the same team members both internally and from all the providers—it was a veteran team."
For Scholastic, the team included Yablin; Francine Colaneri, vice president of procurement, who oversaw manufacturing; and Ed Swart, direcr of operations for the Scholastic Trade Division. "Watching a team that's been together before come together again and build on opportunities from the last time was an unbelievable experience," Yablin says. "For the three of us, it was quite an interesting challenge time the print-and-bind schedule to what sales needed and to what would work on the distribution and logistics side."
The carriers that would haul all those books also took part in the planning. Terry Budimlija, who headed up the Harry Potter team for Yellow Transportation, reports that for Yellow, the process began in January. "We had multiple discussions, conference calls and such to talk about the details, delivery dates and what Scholastic expected from Yellow. What we needed was information ahead of the product. Our detailed planning couldn't begin until we had information on shipments, consignees, delivery dates— information that allowed us to electronically sort into service centers and distribution centers."
Early on in the process, Yablin and his colleagues visited each of the eight U.S. binderies that would produce the book to ensure their shipping processes met Scholastic's strict requirements. "The three of us went to every one of the binderies and put on a presentation on exactly how things were going to happen. Whether it was coming out of bindery A or bindery F, it had to be handled exactly the same way," Yablin says. Scholastic went so far as to create a standard operating procedure that detailed everything from how pallets were to be shrink wrapped to the steps to be taken to ensure that shipments were handed off to the correct driver.
Yablin and his team also made site visits to the carriers' offices, traveling to both J.B. Hunt's headquarters in Lowell, Ark., and Yellow Transportation's headquarters in Overland Park, Kan., to work out in detail when and how the books would be moved. The team also remained in close communication with its other distribution partners, like Combined Express, a Pennsylvania-based third-party logistics service provider that managed all the appointments, deliveries and routing for Hunt and United Parcel Service (UPS).
Carriers get on board
Though Scholastic printed more copies this time than it did with the fifth volume (whose initial print run was a mere 6.8 million), its carrier base was smaller this time around. Yablin says he chose to use a single truckload provider to maximize the payload in his truckload shipments. Hunt ended up handling every one of the 10.8 million volumes in the first printing, including those that moved through Scholastic's own distribution center into the Yellow or UPS systems. That amounted to about 1,000 truckloads. "The last time we weren't able to maximize payload because we had various providers with different tare weights on their vehicles,"Yablin says."This time we worked with Hunt specifically on getting the same equipment, and we were able to take some of our payload targets up to overcome some of the cost increases." Those included diesel fuel costs that ran about a dollar a gallon higher than in June 2003, for the previous Harry Potter release, plus increases in base rates for all carriers. "We needed to maximize transportation capacity," Yablin notes.
Apparently he succeeded. "With Hunt's help, we averaged over 79,000 pounds on every truckload," Yablin reports. (The maximum allowed on most U.S. highways is 80,000 pounds.) "That takes a lot of pre-planning, a lot of skill. We kept everything legal, but we kept it right at the legal max. Once we knew the book's specs and weight, we were able to max out the loads. I think we brought the payload up almost 8 percent on average from the last book to this book, which was really phenomenal."
Safe and secure
Hunt had the task of carrying all the books from the binderies and staging them for delivery to DCs run by major customers like Amazon.com and Barnes & Noble, as well as to Scholastic's DC in Jefferson City, Mo. But it also had another, more daunting responsibility: safeguarding those books between the time they were printed and the release date. The enormous number of books involved and the time it took to produce them increased that challenge. Scholastic's printers began producing the books in late May, a full month and a half before they went on sale, lengthening the period of exposure.
The books could not linger for long within the binderies, which had little storage space. So the team had to come up with a different solution. Because the copies would move mostly in truckload quantities, the team decided to pre-position a lot of truckloads, using the trucks as rolling storage in Hunt's secure yards.
But the books didn't stay there for long. Two or three days after the presses started up, shipments of books began to move out. At that point, keeping those shipments secure while positioning them for delivery became the carrier's responsibility. "We told them that security was job number one on this project," Yablin says. "There was an eight- to 10-week period where we had to keep this under wraps. We absolutely mandated that everything would stay on the trailers. I didn't want to take it off and put it in another facility."
This time around, the job was made easier by technological tools that weren't available in 2003. "I think technology has come a long, long way in a short period of time," says Yablin.
Those technological tools included Qualcomm's OmniTracs satellite tracking system and its OmniExpress wireless fleet management system, which are installed on Hunt's tractors to help the carrier keep tabs on shipments in the yards or on the road.
Hunt also equips its trailers with the FleetView wireless trailer management system sold by Texas-based Terion, a business-to-business wireless communication company. That system, which provides trailer location and event status information, became an important tool in safeguarding shipments after they were loaded.
Yablin explains that Hunt programmed the system on each truck to indicate the route from the bindery plant to the destination yard, so that it would trigger an alarm if the truck strayed off course. But even after the trailers reached their destination, the Terion system remained activated. "Once a trailer was dropped in the secure yard, there was a geo-fence put around it," Yablin says. That meant the Terion system would send an alert if a trailer moved as little as 10 feet, he explains. "That was a tremendous advance from where we were just two years ago."
Over and out
Another of Hunt's responsibilities was to move truckloads of the Harry Potter book from the binderies to the Scholastic distribution center in Jefferson City, Mo. There, the books were staged for shipment via Yellow Transportation or UPS.
"We tried to make that process as close to cross-docking as we could," Yablin says. "We had our own procedures in the facility to keep the books out of the commingled storage rack. But we definitely tried to time it so that as soon as a Hunt truck arrived, the cargo was quickly loaded onto another vehicle and sent back out."
Much of that activity took place late in the process. For instance, Yellow collected the 750,000 books it would handle in some 2,000 shipments in late June. Those shipments, almost all carton pick orders, were scheduled based on the transit times Yellow needed to deliver books on Thursday, July 14, two days before they went on sale.
Though it handled less total volume than Hunt did, Yellow found that its job still presented plenty of challenges. The carrier had scheduled deliveries in the 48 contiguous states, plus Alaska, Hawaii and Puerto Rico.
Yellow was essentially responsible for two waves of deliveries: the first to small distributors or resellers that then shipped the books to other customers, and the second to small booksellers, drug stores and small retailers. The bulk of those deliveries were executed on Thursday, July 14, with a handful on Friday. Some shipments were as small as half a dozen cartons.
"Every single delivery was pre-positioned out to the destination terminals by Wednesday night. It all happened on Thursday, and we were able to move everything by road. We did not use any air," Yablin says. "By following their lead in getting products to the outer islands, Hawaii and up to Alaska, we released on time to minimize cost and keep the loads secure but also get them in position. In a lot of cases, we were able to load LTL direct to densely populated areas like Los Angeles and Boston and New York. We were able to load those in Missouri so that we wouldn't have to open the trailers until the delivery day. They were actually route loaded, so that we didn't have to touch it. We reduced our security risks significantly by eliminating the need to go through any of their DCs."
It helped that Yellow was able to determine how its trucks would be loaded well in advance of the books' release date, says Budimlija. "Once we had a spreadsheet that had all the information, we were able to lay that on top of our network and put together a plan for loading trailers with the highest level of security we could. We were able to load 95 percent of the shipments to destination service centers or destination DCs. That minimized handling."
Most of Yellow's work took place on the weekend before the book's release, with shipments timed to reach destination terminals on Wednesday for the Thursday deliveries. Shipments to more distant locations, like Hawaii, Alaska and Puerto Rico, had moved earlier in the month.
Part and parcel
Along with Hunt and Yellow, the third carrier that participated in Scholastic's big rollout was UPS. Yablin says that although UPS played a relatively small role in the process, it was nonetheless a crucial player. The average order size was larger this time than for the 2003 release, he explains, so economics dictated that a larger share of shipments would move via LTL than by parcel delivery. "But it was still critical to have the small-package service provider," he says. For Scholastic, UPS handled shipments to some of the smallest retailers, as well as residential deliveries for books ordered directly from Scholastic, about 1,300 deliveries for a total of 16,000 books.
Both Yellow and UPS had a team working in the Scholastic DC for several days. "We had their teams on the ground verifying count and address and order," reports Yablin. "We shipped carrier load and count: We did not want any problems with the count because of the security issues that would arise if something showed up at its destination short. We wanted to make sure the carrier was absolutely 100-percent responsible."
the end of the journey
Scholastic's logistics staff undoubtedly heaved a huge sigh of relief once all the copies of Harry Potter and the Half-Blood Prince had been delivered safely into their customers' hands. But that was by no means the end of the journey for many of those books. Once Scholastic's job was over, the millions of copies delivered to customers' DCs or fulfillment centers still had to be shipped out to retail stores or for residential deliveries.
Amazon.com, for example, says it received more than 1.5 million advance orders for the book, all of which had to be delivered to customers as soon as possible after the hour of release. Amazon worked with UPS and the U.S. Postal Service to deliver hundreds of thousands of copies of the book to buyers on Saturday, July 16. (Amazon also made deliveries of the book to customers in the United Kingdom, Canada, Germany and Japan.)
Both Amazon and Barnes & Noble chose UPS to deliver a large share of their books, says Andrew Yablin, Scholastic's vice president of global logistics. "Although we weren't paying the freight for those shipments, we did work diligently with Amazon and Barnes & Noble and UPS to make sure security measures were in place."
The process was more complicated than it might appear, says Steve Holmes, a spokesman for UPS. "We had to create individual plans for Scholastic, Amazon and Barnes & Noble," he reports. "We needed to make sure we had the assets in place and we had to do a good bit of planning on security.
UPS also worked closely with the U.S. Postal Service for the residential deliveries on Saturday. UPS delivered books to post offices around the country on Friday for delivery the next day—a process that required a great deal of communication. Among other things, the postal service provided UPS drivers with letters explaining the plan in case of any confusion at local post offices. The carriers also came up with a contingency plan for UPS drivers to deliver any packages refused by a post office directly to the recipient.
Other carriers played a role in the book's last-mile distribution as well. For example, Con-Way Transportation handled 4,000 LTL shipments of the book for Levy Home Entertainment, the book distribution arm of Chas. Levy Co. Levy Home Entertainment serves as a supplier to a number of large retail chains, including Best Buy, K-Mart, Meijer, Shopko, Stop & Shop, Target and Wal-Mart. Like Hunt, Yellow and UPS, Con-Way had to come up with ways to accommodate the need for tight security. For example, Con-Way says it had to arrange for shipments stored in its DCs in Hillside, Ill.; Salem, Va.; and Clearfield, Utah, to be held in secure, locked facilities prior to their release for final delivery.
A move by federal regulators to reinforce requirements for broker transparency in freight transactions is stirring debate among transportation groups, after the Federal Motor Carrier Safety Administration (FMCSA) published a “notice of proposed rulemaking” this week.
According to FMCSA, its draft rule would strive to make broker transparency more common, requiring greater sharing of the material information necessary for transportation industry parties to make informed business decisions and to support the efficient resolution of disputes.
The proposed rule titled “Transparency in Property Broker Transactions” would address what FMCSA calls the lack of access to information among shippers and motor carriers that can impact the fairness and efficiency of the transportation system, and would reframe broker transparency as a regulatory duty imposed on brokers, with the goal of deterring non-compliance. Specifically, the move would require brokers to keep electronic records, and require brokers to provide transaction records to motor carriers and shippers upon request and within 48 hours of that request.
Under federal regulatory processes, public comments on the move are due by January 21, 2025. However, transportation groups are not waiting on the sidelines to voice their opinions.
According to the Transportation Intermediaries Association (TIA), an industry group representing the third-party logistics (3PL) industry, the potential rule is “misguided overreach” that fails to address the more pressing issue of freight fraud. In TIA’s view, broker transparency regulation is “obsolete and un-American,” and has no place in today’s “highly transparent” marketplace. “This proposal represents a misguided focus on outdated and unnecessary regulations rather than tackling issues that genuinely threaten the safety and efficiency of our nation’s supply chains,” TIA said.
But trucker trade group the Owner-Operator Independent Drivers Association (OOIDA) welcomed the proposed rule, which it said would ensure that brokers finally play by the rules. “We appreciate that FMCSA incorporated input from our petition, including a requirement to make records available electronically and emphasizing that brokers have a duty to comply with regulations. As FMCSA noted, broker transparency is necessary for a fair, efficient transportation system, and is especially important to help carriers defend themselves against alleged claims on a shipment,” OOIDA President Todd Spencer said in a statement.
Additional pushback came from the Small Business in Transportation Coalition (SBTC), a network of transportation professionals in small business, which said the potential rule didn’t go far enough. “This is too little too late and is disappointing. It preserves the status quo, which caters to Big Broker & TIA. There is no question now that FMCSA has been captured by Big Broker. Truckers and carriers must now come out in droves and file comments in full force against this starting tomorrow,” SBTC executive director James Lamb said in a LinkedIn post.
The “series B” funding round was financed by an unnamed “strategic customer” as well as Teradyne Robotics Ventures, Toyota Ventures, Ranpak, Third Kind Venture Capital, One Madison Group, Hyperplane, Catapult Ventures, and others.
The fresh backing comes as Massachusetts-based Pickle reported a spate of third quarter orders, saying that six customers placed orders for over 30 production robots to deploy in the first half of 2025. The new orders include pilot conversions, existing customer expansions, and new customer adoption.
“Pickle is hitting its strides delivering innovation, development, commercial traction, and customer satisfaction. The company is building groundbreaking technology while executing on essential recurring parts of a successful business like field service and manufacturing management,” Omar Asali, Pickle board member and CEO of investor Ranpak, said in a release.
According to Pickle, its truck-unloading robot applies “Physical AI” technology to one of the most labor-intensive, physically demanding, and highest turnover work areas in logistics operations. The platform combines a powerful vision system with generative AI foundation models trained on millions of data points from real logistics and warehouse operations that enable Pickle’s robotic hardware platform to perform physical work at human-scale or better, the company says.
Bloomington, Indiana-based FTR said its Trucking Conditions Index declined in September to -2.47 from -1.39 in August as weakness in the principal freight dynamics – freight rates, utilization, and volume – offset lower fuel costs and slightly less unfavorable financing costs.
Those negative numbers are nothing new—the TCI has been positive only twice – in May and June of this year – since April 2022, but the group’s current forecast still envisions consistently positive readings through at least a two-year forecast horizon.
“Aside from a near-term boost mostly related to falling diesel prices, we have not changed our Trucking Conditions Index forecast significantly in the wake of the election,” Avery Vise, FTR’s vice president of trucking, said in a release. “The outlook continues to be more favorable for carriers than what they have experienced for well over two years. Our analysis indicates gradual but steadily rising capacity utilization leading to stronger freight rates in 2025.”
But FTR said its forecast remains unchanged. “Just like everyone else, we’ll be watching closely to see exactly what trade and other economic policies are implemented and over what time frame. Some freight disruptions are likely due to tariffs and other factors, but it is not yet clear that those actions will do more than shift the timing of activity,” Vise said.
The TCI tracks the changes representing five major conditions in the U.S. truck market: freight volumes, freight rates, fleet capacity, fuel prices, and financing costs. Combined into a single index indicating the industry’s overall health, a positive score represents good, optimistic conditions while a negative score shows the inverse.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
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."