Good things are worth waiting for, a conclusion reached by most of the logistics industry when President Bush finally signed the Highway Bill into law in late July—nearly two years after it was due. The final bill not only guarantees that $286.4 billion will go toward maintaining and improving the nation's transportation system over the next six years, but it also deleted a controversial provision that would have mandated fuel surcharges in the trucking industry.
The fuel surcharge provision was mostly the brainchild of the Owner-Operator Independent Drivers Association, which argued that the surcharge was necessary to force larger truckers and brokers to pass along to smaller operators the fuel surcharges they collect from shippers. However, shipping groups like NASSTRAC and the National Industrial Transportation League put up a powerful fight against the proposal.
John Cutler, the Washington-based general counsel for shipping groups like NASSTRAC and the Health and Personal Care Logistics Conference, says that many shippers already have fuel surcharge agreements in their individual contracts with shippers. A federal mandate likely would have resulted in shippers paying for fuel increases twice.
"The idea of making it mandatory was very troubling," says Cutler. "The legislation required it only in truckload contracts, but who knows if things would have stayed that way. Trucking is largely a deregulated industry, and it seemed inconsistent with deregulation for the government to identify one segment to provide protection against inflation. The provision protected truckers at the expense of shippers and consumers, and that seemed wrong to us."
HOS still in flux
The fuel surcharge victory was offset by Congress' failure to address the hours-of-service (HOS) rules for truck drivers. That means the Department of Transportation's Federal Motor Carrier Safety Administration (FMCSA) must issue a new HOS ruling by the end of September. Truckers and shippers thought they had a new set of rules in place at the beginning of 2004, but a court challenge last year has thrown the regulations into a state of flux.
The FMCSA implemented new hours-of-service rules last January, the first major change to the rules in six decades. But those rules were challenged by several organizations that promote highway safety, led by Public Citizen. The rules were eventually vacated by the U.S. Court of Appeals in Washington, requiring the FMCSA to revisit several sections. The ruling created considerable confusion until Congress passed a temporary extension of the new rules in September 2004. That extension expires at the end of this September or when a revised rule takes effect, whichever comes first.
The court called the HOS rules "arbitrary and capricious" for their failure to consider their effects on driver health. Among their provisions, the rules allow an increase in driving time to 11 hours a day from 10, while at the same time limiting drivers to a 14-hour work day, down from 15 hours, followed by 10 hours off duty. Drivers resting in a sleeper cab can divide their 10-hour required rest period in two. Drivers are limited to 60 hours on duty in a seven-day period or 70 hours in eight days, but can restart the clock after 34 hours off duty.
The court said that the agency had not sufficiently explained the effects the rules would have on driver health. Shippers fear that if the 2003 hours-of-service rules are made more restrictive, they'll be taking a double hit—their costs will go up and service quality may go down.
"While Congress included several initiatives that we believe will improve highway safety, we are disappointed that they failed to codify hours-of-service regulations," says Bill Graves, president of the American Trucking Associations. "We remain concerned that Congress' inaction on hours-of-service will negatively impact overall highway safety and force the revision of a rule that took eight years to write and is successfully serving its intended purpose."
While the revamping of the current HOS rules could contribute even further to the truck driver shortage, some relief is presented in the highway bill in the form of $5 million for new driver training and recruitment. The funds come at a time when the trucking industry is experiencing a nationwide shortage of 20,000 professional long-haul truck drivers. The ATA projects that figure will increase to 111,000 drivers by 2014.
ATA is also concerned that the highway bill continues to allow a limited number of tolls on existing interstate highways. Graves says that ATA believes that tolls are an inefficient funding mechanism that double-taxes motor carriers and causes substantial diversion of traffic to other, less-safe roads.
Expect delays
Overall, most industry observers grade the bill in the B range, although Tim Lynch, president of the Motor Freight Carriers Association, says that too much funding went to pet projects and not enough was done to address highway congestion. He says that the government and industry need to address how funding will be achieved for the next highway bill.
"We need to take a serious look at the whole revenue stream to support the highway program," he says. "Tolls or other fees were not fully addressed in this legislation but they've been put out there seemingly as calling cards to be seriously looked at. Our highway needs and congestion needs are larger than [the budgeted $286.4 billion]. We need to look at where the bottlenecks are. If we have significant congestion in 10 to 20 major metropolitan areas, we need to focus some resources there, particularly if we ask the users of the system to pay for it. Not addressing this will hurt productivity and the competitive position of U.S. manufacturers."
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."