Late last year, the outgoing Congress adopted—and the president signed—a bill aimed at improving security at the nation's ports. Called the Security and Accountability For Every Port Act (SAFE Port Act) of 2006, the bill calls for the installation of radiation detection equipment at major ports and establishes several other pro grams designed to tighten control over container freight destined for the United States.
But the bill did not go far enough for some members. And the newly empowered Democrats, flexing their muscle when the new Congress con vened in January, pushed a bill through the House that included even tougher freight security lan guage in the first 100 hours of the session.
Some of the provisions of that measure, HR 1—Implementing the 9/11 Commission Recommendations Act of 2007, have shipper and carrier groups plenty worried. In particular, they are concerned that a provision mandating inspection of 100 percent of containers bound for the United States within five years could seriously disrupt trade while adding little in the way of real security. It would also require the use of "smart" seals on container doors that would provide some sort of notification in the event of unauthorized entry—a technology some say does not yet exist. The bill also mandates inspection of aircargo shipments. (See the accompanying story.)
The concern over the container inspection requirement centers on cost and technological feasibility. Some 12 million containers arrive at U.S. ports every year from around the world; inspecting every single one of them before they left the port of origin would be a formidable task.
"There are huge technological and logistical problems that the House bill ignores," argues Eric Autor, vice president and international trade counsel for the National Retail Federation. "If it is not done properly, it could seriously disrupt global trade, particularly in the poorest countries. The technology is not cheap. How can the poorest countries afford the technology, and if they cannot, what impact will that have?"
At press time, it appeared that a similar bill would soon get attention in the Senate. Doug Sibila, chairman of the International Warehouse Logistics Association (IWLA) and president and CEO of Ohio-based transportation and storage specialist People's Services, said that the group feared that Democrats might push a bill with provisions like those in HR 1.
Autor said he doesn't expect the Senate bill to include the provision for 100 percent inspection, but added that he does worry that some senators may try to attach amendments inserting the requirement. In anticipation of Senate action, Peter Gatti, vice president of the National Industrial Transportation League (NITL), wrote to all U.S. senators in January outlining the league's concerns.
In that letter, he argued that a major provision of the bill regarding container cargo and air cargo "would divert valuable resources from existing security programs that have proven to be effective and would significantly disrupt commerce, without reasonably improving security."
Gatti contended that even if it were possible to implement the requirements, they did not offer the benefits proponents suggest and could come at a high cost to the economy.
"Our concern is that even if the employment of such technology is feasible, reliance on such an approach would provide a 'false sense' of security and would result in legitimately safe cargo being delayed," he wrote. Gatti added that the security seals that the law would mandate were not yet available. Further, requiring the seals could decrease security if containers were delayed until port workers could assure that compliant seals were in place and working. He contended that the delays the requirements would impose would "have serious adverse impacts on companies' 'just-in-time' supply chains and, in turn, the U.S. economy."
At present, about 5 percent of inbound containers are inspected. Autor reported that on average, the release time for containers held for inspection is about two weeks, an indicator of how serious delays could become should 100 percent of the containers be required to undergo inspection.
Not ready for prime time?
The shippers and trade organizations are essentially unanimous in agreeing that port security must improve. Most support the existing multi-layered approach, which includes shipper registration programs, strict documentation rules, pre-screening of containers before loading in foreign ports, and other steps aimed at weeding out high-risk freight.
Gatti wrote that the existing approach was designed to ensure that any high-risk cargo would be inspected, and was a better approach than the proposed inspections. He pointed out that the SAFE Port Act adopted in October requires 22 major U.S. ports to install radiation detection equipment this year and calls for the development of technology for "non-intrusive" cargo inspection. The law requires 100 percent screening, as opposed to inspection, of all cargo containers bound for the United States, with inspection of all containers considered high risk.
Matt Schor, director of homeland security solutions for WhereNet Corp., a supplier of logistics visibility and control systems that was recently acquired by Zebra, says that any technology installed on containers would have to be robust enough to withstand 20 or more scans a year for the decade-long life of an ocean container. "No one has focused on whether a technology can withstand being repeatedly scanned like that," he says.
Schor reports that while WhereNet and other technology developers are working on solutions that capture supply chain and logistics data, demands for tools that can detect nuclear material, for example, make product development difficult. "What it comes down to is that the rules of the game are changing," says Schor. "You almost have to go back to the drawing board. It's going to slow things down."
Scanning technology is already available. Schor points out that all trucks loaded on trains for transport through the tunnel connecting England and France are scanned. In addition, several terminals in Hong Kong scan all incoming cargo containers. But the technology is not cheap.
Autor says using the Hong Kong experiment as justification for expanding screening is problematic. "First, Hong Kong is wealthy and has the resources to do this," he says. "Secondly, no one is looking at these scans." The United States faces a different set of challenges, he says. "We have 12 million containers coming into the United States each year.
We need a system in place—not only human, but technological—to be able to examine these scans and take appropriate action. Our experience with the computer systems at Customs does not fill us with too much confidence. ACE is still not fully implemented and it was authorized 13 years ago." (ACE—the Automated Commercial Environment—is an initiative to automate Customs' systems and processes.)
Autor argues, too, that widespread use of "smart" seals won't be feasible until some technological hurdles can be cleared. "We need a system that is effective—one that can operate in the bowels of a vessel. We cannot have a system that results in a lot of false positives. It has to be … able to detect any breach, not just opening the doors. And it has got to be cheap. We are talking tens of millions of containers. The seals cannot cost $10 each. There are not any seals out there that meet those requirements. It is a real technological problem."
"The question is how to minimize risk," says Sibila, adding that many Democrats do not understand the impact the proposed law would have on businesses. "There's a misunderstanding between 100 percent inspection and 100 percent screening."
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]."