George Weimer has been covering business and industry for almost four decades, beginning with Penton Publishing's Steel Magazine in 1968 where his first "beat" was the material handling industry. He remained with Steel for two years and stayed for two more when it became Industry Week in 1970. He subsequently joined Iron Age, where he spent a dozen years as its regional and international machine tool editor. He then re-joined Penton Publishing as chief editor of Automation Magazine and in 1993 returned to Industry Week as executive editor. He has been a contributing editor for several publications, including Material Handling Management, where his columns and feature articles regularly generated lively discussion in the industry. He has won various awards from major journalism organizations. He has covered numerous trade shows here and abroad and has spoken to various industrial and trade groups on the current issues and events of the day as they impinge on business. He remains convinced that material handling technology and logistics are two of the major sources of productivity improvement today and in the future for all industries.
Jim Sampey, vice president of operations for Cox Target Media, admits he knew little about automated storage and retrieval systems before undertaking a major project in the company's vast new manufacturing and distribution facility in Largo, Fla. "I was just a business guy trying to solve some problems," he says.
But today, Sampey has become fully conversant with the workings of automated storage and
retrieval systems (AS/RS) and a host of other factory automation technologies. In fact, when the
operation gets under way next month, he'll be in charge of one of the most advanced print processing facilities the industry has ever seen. Over the past four years, Cox Target Media, which produces the well-known blue Valpak direct marketing coupon envelopes, has re-engineered what was
once a largely manual process into a fully integrated high-tech system that automates the printing,
storing, tracking, and distribution of 500 million envelopes and 20 billion coupons a year.
Sampey received much of his education on automated storage and retrieval by working with Salt Lake City, Utah-based Daifuku America Corp., which installed an eight-story AS/RS in the new 10-acre plant and distribution facility. That AS/RS, which is sheathed in translucent panels called Kalwall, features four 80-foot tall robotic cranes that roll on monorails through narrow, 50inch aisles at speeds of up to 30 mph. The cranes, which operate automatically throughout the night, are lit up and are easily visible through the translucent panels from the nearby highway. In fact, the facility is fast becoming a kind of tourist attraction.
A shift in purpose
Cox Target Media's decision to incorporate an AS/RS into its distribution operations exemplifies one of the major trends in the market today. When AS/RS were new to the industrial scene, the primary user market in the United States was manufacturing. But that has shifted over the years."Today the market is more distribution-centric than 30 years ago," says Mike Kotecki, senior vice president of HK Systems of New Berlin, Wis.
Dick Ward, executive vice president of professional development and managing executive of the Material Handling Industry of America's AS/RS Division, agrees with that assessment. "Manufacturing remains a vibrant domain for AS/RS," he says, "but more and more activity is in order picking and storage in DCs."
The systems used in today's DCs can be roughly divided into two categories, according to Ward. First, there are the fixed aisle or classic type. Classic AS/RS systems use cranes in high-rise aisles formed by racks and may move pallets automatically up and down the system or use operators on the cranes to pull parts out of storage. The other category consists of equipment that features rotating mobile storage bins rather than fixed aisles. These systems include both vertical and horizontal carousels and vertical lift modules.
The ever-expanding array of AS/RS equipment has opened the door to the technology's use by companies of all sizes. "We've put in systems 100 feet tall and small types as well," says Kotecki, who points to his company's automated VNA (very narrow aisle) systems and rotating fork technology as examples. "[AS/RS technology is] not just for Kraft Foods anymore," he says. "It's now available to the common man."
tips on automating a warehouse
Planning on investing in new AS/RS technology or upgrading what you have? Here are some tips from Dan Labell, president of Westfalia Technologies:
Buy high-quality equipment. You may be tempted to choose equipment based on price, but that could prove costly in the long run. Low-quality equipment that causes a lot of downtime is no bargain.
Think long term. Be realistic about the projected return on investment. Because an AS/RS has a 20-plus year life, don't expect a 12-month payback.
Get the whole team involved. Bring operating personnel into the discussions early on and make them a part of the project team before the system goes online.
Think proactively. Preventive maintenance is far less expensive than reactive repair. Talk to the experts who design the equipment and follow their recommendations.
Demand proof from vendors. Don't accept vendors' verbal assurances that their equipment is suitable for your application. Insist that they show you a successful installation of their equipment in an environment similar to your own.
Dan Labell, president of York, Pa.-based Westfalia Technologies, says that's been his experience as well. "We just built a system for a relatively small company in Leon, Mexico, called La Hacienda," he says. "It is a regional distributor of frozen vegetables. Another I would point to is Hershey Ice Cream in Hershey, Pa. Both these companies justify their use of AS/RS by throughput, not size."
While the systems' initial cost still might give buyers pause, the systems do have a reputation for hardiness. Some AS/RS installations over 30 years old are still running and running well—although they may have been upgraded in terms of controls and software, and at times metal fatigue requires that racks be replaced.
"Reliability has always been high with these systems," Kotecki says. These days, systems are produced with sealed bearings and off-the-shelf components. That means new systems will probably last even longer than those erected in decades past, he adds.
New AS/RS or update?
Given the systems' reputation for longevity and reliability, how does a DC manager decide whether it makes more economic sense to upgrade the old system or invest in a new one?
That decision should be dictated by the company's business needs, say vendors. "We have systems that have been operating since the late '60s," Kotecki says, "so you can keep an Edsel running. But if your business changes or other factors change, it might be time to look at different machinery."
"Usually there are three reasons to consider modifying or upgrading a system," adds Labell of Westfalia. They are obsolescence (especially of electronics), performance (speeds, for example), and excessive wear and tear of the structural components.
Most manufacturers and many systems integrators are happy to help with the analysis. "We will look at the data and ask the basic question: Are they a good fit for a new system or an upgrade?" says John King, Daifuku's vice president of marketing.
Barry Desprez, Daifuku's manager of proposals, urges managers to take the time to educate themselves about the possibilities before consigning the old equipment to the scrap heap. "In many cases, upgrades are more appropriate than new projects and can include such [options as outfitting the system with] new electronics and software."
Mike Khodl, director of supply chain services for Grand Rapids, Mich.-based Dematic Corp., agrees that with unit load systems at least, the most cost-effective option may indeed be a major overhaul. "There are situations where we might go in and gut the older system, leaving the racks and cranes and installing new software and electronics," says Khodl. "This can mean a terrific increase in productivity without the expense of a new system."
But there is a caveat. "Unit load technology doesn't fit all kinds of warehousing," he says. "In situations where a lot of orders involve split cases or totes, we might recommend carousel technology, even though we don't manufacture any ourselves."
Slow but vital
In fact, split case picking applications, combined with the growing need to manage slow and medium movers, have driven brisk sales of carousel equipment in recent years, according to Ed Romaine, vice president of marketing for Remstar, a Portland, Maine-based carousel maker. "This part of the distribution business is huge," he says. "Consider that 80 percent of your material is slow and medium movers. Say you have 100,000 SKUs. Twenty percent move fast, 80 percent don't. This is one big reason for the popularity of the carousel alternative."
Remstar and other carousel makers say they spend a lot of their time integrating their equipment into existing systems to kick performance up a notch. "We develop products to bring older equipment up to par," says Romaine. "Carousels are very high density; they are great for that 80 percent. And by using carousels, you can optimize multi-zone picking. Often this all means two-thirds less cost than conveyors and less labor."
As an example, Romaine points to a facility Remstar equipped for American Crane and Tractor Co. In the past, American Crane and Tractor had used standard mezzanine shelving, pick carts, and paper pick tickets to fill orders. But as the company grew, it became clear that the system was reaching the limits of its capacity. "We couldn't throw any more bodies at the situation without people tripping over each other," says Terry Hunsinger, the company's inventory control manager.
After evaluating its options, American Crane and Tractor decided the best solution would be to switch from picking orders to picking parts, or zone picking. First, the company divided the warehouse into nine zones and assigned each order picker to a single zone. Then, it went in search of a technology that could accommodate its plan. It found the answer in the form of horizontal carousels.
Right now, the facility is using carousels only in the zones that house high-volume, small- to medium-sized parts. But it has already noticed a marked difference in performance between the carousel-equipped zones and their noncarousel- equipped counterparts. Labor requirements have fallen in the zones where carousels have been introduced, says Hunsinger, while picking rates have soared. In fact, order pick times have dropped so much that the non-carousel-equipped zones suffer by comparison, he reports. "The other zones are constantly playing catch up with the carousel zones."
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."