David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
To understand the role sortation systems play in the DC, it might help to picture the tangle of railcars and tracks in a busy rail switchyard. Though the average switchyard may look like an exercise in chaos, it's anything but. As the trains roll in, track switches swiftly marshal the incoming railcars and route them to the proper spurs or sidetracks, clearing the way for new arrivals. Much like the switches that keep cars moving at busy rail intersections, sortation systems direct the traffic flow in today's conveyorized DCs. Whatever their type—pop-up, tilt tray, cross-belt, bomb bay—it's the sorters that keep the operation humming, rounding up the Star Wars action figures, flannel shirts, tubes of lipstick and whatever else comes hurtling down the conveyor belts and directing them to hundreds of possible destinations.
In their role as traffic cops for the DC, sortation systems direct products from one conveyor line to another. They can be as simple as a single divert that sends cartons to a processing station or as complex as a system of hundreds of destination chutes arrayed around a high-speed tilt tray or crossbelt track. (See the accompanying box for a description of the most common types of sortation systems and their applications.)
Of course, nowhere is it written that a DC can only use one type of sortation system; many facilities have successfully integrated multiple types of sorters into their operations. One such operation is the Blair Co., a retailer that markets apparel and home dÈcor items. Blair uses a variety of sorting systems in its 875,000-square-foot distribution center complex in Warren, Pa. (the DC actually consists of two adjacent buildings connected by a conveyor bridge). The company ships 50,000 units each day using two crossbelt sorters, a sliding shoe sorter and several pop-up diverters, all from Siemens Logistics and Assembly Systems.
Most items are picked in batches from storage locations and picking areas in the first building. The pop-up sorters located among the conveyor lines are used primarily to divert items to stations where tasks like product personalization and monogramming are carried out.
Once all of the value-added processes are completed, items are conveyed to the second building, where they pass through the sliding shoe sorter, which performs multiple tasks. Some items may pass through this sorter more than once during their journey through the building, being diverted to a different processing area each time. For example, the sorter may first send items picked for multi-line orders to one of the crossbelt sorters for order consolidation. The sliding shoe sorter also diverts single line orders to a bagging area. Once bagged, these are sent back through the sorter again, this time to be diverted to packing stations. Some cartons also pass through the same sorter an additional time to be diverted to sealing machines.
The crossbelt sorters serve as the heart of the distribution system at Blair's DC. The first crossbelt sorter breaks down bulk-picked items into individual orders for packing. This unit replaced a tilt-tray system that was previously installed at the facility. Since crossbelts use a moving belt to divert items, this sorter occupies less space than the old tilt-tray unit, yet still contains a whopping 500 destination chutes.
"This crossbelt sorter sorts on three-foot center lines," explains Tim Harlan, director of operations for fulfillment. "The tilt tray could not sort on that short interval. We were able to reduce the footprint and save money." Harlan adds that the sorter is capable of processing 182,000 items over two shifts each day.
Products for about 10 orders (each order averages just over two units) are sorted into each of the sorter's chutes. A worker situated at the bottom of the chute manually removes items from the chute and packs them into shipping cartons. Many of these cartons will pass through the sliding shoe sorter again for sealing.
The second crossbelt sorter serves shipping needs. Once packed and sealed, all cartons enter this crossbelt shipping sorter at five automatic induction points. This shipping unit sorts items to about 45 destinations, depending on weight and how they will ship. Most products are shipped via the U.S. Postal Service. About 21 of the sorter's destination chutes are assigned to bulk mail centers. These items are gathered and then placed on a truck for delivery to postal sorting facilities in distant cities. (By shipping directly to the bulk mail centers, Blair saves greatly on postal costs.) Other diverts are used for very small items (items weighing under one pound) that are gathered into Gaylord boxes for later processing by the Postal Service, and a few additional lanes are reserved for orders handled by UPS.
"It is unusual to use a crossbelt for shipping," Harlan admits. "We could have gone with a tilt-tray system there," he says, but because the company was already operating a crossbelt in the pack area, it opted to install another cross-belt so that it could consolidate its sorter parts inventory.
Others lean toward tilt trays
The Blair Co. may have chosen crossbelts, but it's equally common for companies that place a premium on high speeds to opt for the tilt tray model. One such company is eToys Direct. This direct-to-consumer toy retailer has two large Beumer tilt-tray systems at its distribution center in Blairs, Va. The facility also has a sliding shoe sorter from FKI Logistex that is used during high-volume periods to send products to staging lanes where they are held for later processing.
The first tilt-tray sorter at eToys Direct consists of 495 trays and is used for assigning batch-picked pieces to individual orders. As totes of batched items approach the sorter, items are removed at 12 induction stations and manually placed onto sorter trays. Scanners read the tray numbers and determine which of the 400 chutes arrayed on each side of the track should receive each item. As the tray approaches the proper chute, the tray tilts and the product falls into the chute. Up to seven orders are accumulated into each chute. A worker then manually divides the gathered items into individual order totes, which then are conveyed to a value-added station (like a gift wrapping center) if needed before being sent on to packing stations. Orders average 3.6 items.
Cartons of packed orders next head to the second tilt-tray unit, which handles shipping tasks. This sorter has 525 trays and feeds 18 shipping lanes. It has a rated capability of performing 8,760 tilts per hour and provides accuracies above 99.8 percent.
So far, at least, it appears that the tilt trays have not only met, but exceeded expectations. "On our best day last year, we shipped 48,000 cartons," reports Kenneth Scruggs, eToys Direct's facilities manager. "And [we] could have handled even more."
all sorts of options
Sorters come in a variety of styles, from simple low-cost systems that handle a few hundred diverts per hour to complex and blazing fast systems that sort up to 10,000 units per hour. Here's a rundown of some of the most popular sorters on the market:
POP-UP SORTERS, which are designed to divert moving cartons or totes to a different conveyor line, are the sorters most commonly found in today's DCs. Systems vary, but basically they consist of wheels embedded below the conveyor's roller surface at the point where two or more lines meet. When a carton needs to be redirected to another line, the embedded wheels pop up from the conveying surface to change the direction of the box to the desired conveyor. Some pop-up wheels are also designed to rotate slightly left or right as the carton encounters them. These steerable wheels allow for higher conveying speeds and can accommodate diverts to either side. Pop-up sorters handle only a few hundred diverts an hour and are designed for low-volume sorting applications. They can be placed anywhere in the DC where conveyor lines are found.
PUSH DIVERTERS consist of an arm or pusher panel placed next to a conveyor that swings or pushes out when a carton approaches. The carton is then redirected to a new conveyor or into a sorting bin. These simple units are low cost and easy to maintain. Like pop-ups, they are used in low-volume applications where only a few hundred sorts per hour are needed. However, they can handle higher amounts when many push diverters are placed side by side, such as in baggage handling operations. It's important to keep in mind that with push diverters, the swing arms come into physical contact with the product, so they should be employed only in those applications where solid packaging is used. Push diverters are not recommended for use with fragile goods.
VERTICAL SORTERS, which are not as commonly used as pop-up sorters or push diverters, are designed for applications where space is at a premium. These small-footprint sorters take advantage of vertical space and consist of layers of belts stacked one on top of another. When there is a need to divert an oncoming product, a conveyor belt tilts to meet the upper or lower belt stacked above or below it. These units offer speeds of up to 2,000 sorts per hour and are well suited for irregularly shaped items, such as golf clubs, garment boxes or multi-sided cartons. They are available in multiple widths for added flexibility.
SLIDING SHOE SORTERS are the most common type of high-speed sorter used in today's distribution facilities. They are capable of delivering up to 10,000 sorts per hour depending on length and speed, which can vary greatly. The basic design consists of a conveying platform that connects to a main in-feed conveyor line. As cartons reach their sort destination, small blocks, known as shoes, slide across the conveying surface to gently push the cartons down another conveyor spur or chute. Sliding shoe sorters are most commonly located in shipping areas for sorting to dock lanes. They can also be used to sort to packing stations, to picking areas and from receiving to processing areas. Many facilities use the same sorter for multiple duties, feeding different process areas each time the carton is sorted. To work effectively, the items sorted have to be suitable for conveying in cartons and totes.
BOMB BAY SORTERS represent an infrequently used, yet effective high-speed sorting option for operations handling non-fragile items. Primarily used in apparel and other soft-goods industries, they consist of a conveying surface that opens at the bottom, like the bomb bay door on an airplane, when products reach their sort destinations. The items drop into a carton, tote or accumulating chute below. They typically represent a lower-cost option than other high-capacity systems, with speeds of up to about 7,000 sorts per hour.
TILT-TRAY SORTERS are among the fastest on the planet, able to achieve rates of 8,000 sorts per hour and above. They consist of a circular conveying path with small trays affixed to the top of the path. Items are placed on the trays either automatically or manually at induction stations. The items move around the circular track until they reach their sort destinations, at which point each tray tilts and the item slides off into sorting chutes. These systems are ideal for catalog and e-commerce applications where batch picking is performed before sorting to a large number of customers. They are also used in packing and parcel applications. In order to work properly with these sorters, items must be small enough to fit on the tray and able to ride without falling off. In other words, apparel is a good fit, bowling balls are not. Though capable of achieving high speeds, tilt tray sorters are complex and expensive systems that require more maintenance than other sorting systems.
CROSSBELT SORTERS are siblings of tilt trays, using the same basic design of a circular track. The main difference is the conveying surface. Trays are not used. Instead, items sit atop small conveyor belts placed perpendicular to the path. When an item reaches its sorting chute, the belts power on to force the product to its destination. This "positive" discharge is a key advantage of crossbelt sorters, giving them the edge over tilt trays in operations that move items that don't easily slide off of a tilt tray. Crossbelt sorters offer sort rates similar to those offered by tilt trays—in the range of 8,000 sorts per hour and above. Purchase and maintenance costs are similar to those associated with tilt trays, which means the decision of which system to use often comes down to the specific application and personal preference.
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."