Need to get RFID-ready in a hurry? Hiring someone to set up a "slap and ship" operation may sound like a good idea. But it's probably not good business.
John Johnson joined the DC Velocity team in March 2004. A veteran business journalist, John has over a dozen years of experience covering the supply chain field, including time as chief editor of Warehousing Management. In addition, he has covered the venture capital community and previously was a sports reporter covering professional and collegiate sports in the Boston area. John served as senior editor and chief editor of DC Velocity until April 2008.
Chris Shult shudders when customers approach him looking for a quick money's-no-object fix for their radio-frequency technology needs. Though he's sometimes tempted to take the easy money, Shult, who is president of Babush Material Handling Systems, says he can't do that in good conscience. He knows that's not in his customers' best interests. They may not want to hear it, he says, but what customers need to do is step back to assess their long-term RFID and material handling needs before they decide on a solution.
"We're seeing people starting to realize that they can't just slap and ship," says Shult, referring to the practice of applying RFID tags to goods just prior to shipping (as opposed to integrating them into an earlier stage of the order fulfillment process). "It's just not a good long-term solution. You'll regret it down the road."
The reason Shult can even make that statement today is that the worlds of everyday material handling and RFID technology are already beginning to converge. In an effort to integrate RFID deeper into their distribution center operations, manufacturers are starting to outfit conveyors, sortation equipment, printers and even forklift trucks with RFID scanners and antennae. The idea is that instead of simply slapping tags on outbound shipments to meet a retailer's mandate, shippers can use the data harvested by the systems to streamline their own operations.
"At the case level what you'll see in 2005 is companies starting to incorporate higher levels of automation in applying RFID tags," says Matt Ream, senior manager of RFID Systems at Zebra Technologies. "In the long term I fully believe that RFID as an enabling technology will impact the way distribution centers operate and how things move through the supply chain. We'll start to see higher levels of automation, with more use of equipment like automatic storage and retrieval solutions. You'll never extract all the value out of RFID without fundamental process changes."
Ream reports that he's starting to see Zebra's customers move beyond slap and ship as they shift to automated print and apply solutions. Automated print and apply solutions allow shippers to meet mandates from Wal-Mart and other retailers without the added labor that manual slap and ship operations require.
Pimp my ride!
In the end, however, it may be the humble lift truck that provides the long-awaited RFID breakthrough, offering users a way to achieve that legendarily elusive return on their RFID investments. That's because the hottest ride on the DC floor these days isn't a forklift tricked out with a shiny new shock impact monitor—it's the truck outfitted with its own RFID tag reader. If that sounds like science fiction, it's not. These trucks are already in use in pilot programs; and they're already saving their users money.
Genco Supply Chain Solutions, for example, has been using RFID-enabled lift trucks as part of a pilot program for some months now. In a partnership with Sears and Intermec, Genco has shipped more than 35,000 pallets with near-perfect read rates. Buoyed by the pilot's success, Genco, which provides third-party logistics services, is preparing for a full rollout of the technology at its 208,000-square-foot distribution center in McDonough, Ga., later this year.
"We've totally abandoned pOréals," says Pete Rector, senior vice president of strategic initiatives for Genco, referring to dock door stations equipped with scanners that read RFID tags as outbound shipments pass through. "We'll only put in a pOréal if we have to." Rector says the mobile RFID system has the advantage over the traditional pOréal in several ways. For one thing, it promotes accuracy—RFID-enabled forklifts alert their drivers if they attempt to load an item onto the wrong truck. For another, it's cheaper— Genco believes that outfitting a one-million-square-foot facility with mobile RFID equipment will cost some $250,000 less than setting up pOréals. With pOréals, Genco estimates, it would pay about $6,000 per door to RFID-enable 160 dock doors. By contrast, outfitting approximately 60 lift trucks will only cost it about $8,000 per truck. Furthermore, Rector believes Genco will need fewer forklift trucks at each DC.
Given the potential savings, it's no surprise that mobile RFID has caught Wal-Mart's eye. At its test lab in Bentonville, Ark., the mega-retailer is currently testing an RFID-enabled forklift that would read tags on pallets and transmit data through a wireless network to a warehouse management system, which sends data on inventory to other business applications.
Others are likely to follow suit. Several top 100 Wal-Mart suppliers are said to be considering dismantling their dock door pOréals in favor of mobile solutions. And Dick Sorenson, director of product management for LXE, reports that his customers are starting to ask for forklift based solutions. LXE has partnered with Intel and Sirit to produce forklift-mounted RFID data collection solutions for use in warehousing and distribution. The company expects to begin marketing these solutions during the fourth quarter.
"A lot of these companies are starting to look beyond slap and ship for a way to take advantage of RFID in their internal operations," says Sorenson. "Not surprisingly, as soon as you push back from the dock door, most everything gets moved on forklifts, so we've had lots of interest from our customers in finding a forklift solution. The real goal is to get the operator out of the business of data collection. The real potential of RFID ... is to automate the data collection process and [free up] the forklift driver to [concentrate on moving] products."
Going mobile
The folks at International Paper certainly hope the RFID-enabled forklift trend catches on. The company has developed and rolled out what it says is the first commercially available radio-frequency identification forklift through its Smart Packaging business unit. "We now offer the forklift as a product line extension for use with palletized products. The forklift reads electronic product code (EPC) pallet tags and tracks every warehouse product movement," says Scott Andersen, technical director for International Paper's Smart Packaging business. "Our forklift solution combines the use of RFID to identify the pallet's contents with the use of RFID and other proprietary technologies to monitor and report the location and condition of the forklift in real time."
The company says the solution will work for any customer and offers a cheaper alternative to warehouse RFID deployments. The mobile forklift solutions, it says, will help customers increase their inventory accuracy, reduce lost shipments and improve their overall supply chain operations. Mobile RFID will also eliminate the need for RFID pOréals at every dock door, saving thousands of dollars. The solution is able to identify and track products on board the forklift from loading to unloading. With an automated shipping and receiving process, forklift operators can focus on driving the trucks instead of manually scanning bar codes. And despite early doubts about the accuracy of RFID read rates, that apparently hasn't been a problem here. IP reports that its RFID lift-truck solution has successfully captured 5 million EPC reads in its nearly two-year commercial existence.
Will RFID-equipped forklifts someday become mainstream? LXE's Sorenson believes they will, assuming companies can be weaned from slap and ship. "As companies move beyond pure compliance operations," he says, "it becomes evident that a robust, reliable implementation for forklift-based operations is required."
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."