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.
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]."