In the pharma sector at least, the great RFID debate isn't about payback on the technology. It's about the merits of high-frequency vs. ultra-high-frequency tags.
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.
There's a great debate brewing in the RFID technology sector, and for once it doesn't involve consumer goods manufacturers and their prospects for payback on RFID investments. This time, the debate involves the pharmaceutical industry and the frequency of the RFID tags used to identify, track, and trace drugs (particularly individual bottles of drugs) from manufacture to delivery.
On one side of the divide are those who back high-frequency (HF) tags; on the other, supporters of ultra-high-frequency (UHF) technology. Backers of HF tags claim they offer more accurate read rates than their UHF counterparts and are less susceptible to interference from metal and water. They also like to point out that the HF tags' smaller, tighter read ranges cut down on the risk of unwanted reads from tags on nearby objects.
Proponents of UHF tags counter that interference problems from water and metal have been largely resolved. They also point out that UHF tags, which offer faster reads than their HF counterparts and can operate over longer distances, are already in widespread use in case- and pallet-tagging applications. Companies that have UHF readers and hardware in place might be reluctant to invest in HF readers as well.
All these arguments have merit, which will make it difficult, if not impossible, for the industry to settle on a standard. But that leaves pharmaceutical manufacturers with a difficult choice: wait for the dust to settle or forge ahead on their own.
Complicating matters is growing regulatory pressure on drug makers to provide drug "pedigrees" to help track their products. Considered the most effective weapon against theft and counterfeiting, drug pedigrees document a drug's chain of custody as it moves through the supply chain—something many believe is best done via RFID. Right now, 15 states have drug pedigree requirements, and another 12 have legislation pending or are likely to introduce measures this year. Though some states will accept paper pedigrees, at least one, California, will require electronic documentation, known as an "e-pedigree," beginning in January 2009. The Food and Drug Administration (FDA), too, would like to see the industry move to full-scale adoption of RFID-based e-pedigrees, though it has not mandated the technology's use.
Given the regulatory climate, it's no surprise that several large pharmaceutical companies have decided they can't afford to wait. As the battle over frequencies rages, they're moving forward with their RFID programs in preparation for becoming compliant with impending pedigree requirements. They're expanding their tagging programs to include more product lines. They're rolling out the technology to additional production facilities. And, perhaps most significantly, they're refining their procedures for harvesting tracking data from the tags.
Safe and secure
One drug maker that's pressing ahead with its RFID tagging program is Purdue Pharma, which produces the wellknown— and often counterfeited—pain killer OxyContin. Purdue announced earlier this year that it will integrate Impinj's Gen 2 UHF RFID tags into its high-speed pharmaceutical packaging lines. Purdue recently concluded a low-volume pilot and was scheduled to have the technology ready for productionlevel deployment as early as this month.
Purdue is already something of a veteran where RFID is concerned. The manufacturer has been using UHF RFID tags to track OxyContin and another potent painkiller, Palladone, for more than two years now. However, the company did not achieve the results it had hoped for with the earlier generation of the technology (EPC Class 0 chips). It's making the switch to the new Gen 2 tags with the expectation of boosting throughput rates, read rates, and programming reliability.
Up until now, Purdue's tagging capacity has been limited to small batches. But as it moves forward with its plans, Purdue will expand its tagging operations to include two entire packaging lines for four different types of bottles for OxyContin. It will also expand its program beyond itemlevel tagging to include the case level.
Purdue's latest RFID effort is part of a push to boost supply chain efficiency and security. "We are working to implement innovative solutions that will enhance security within the supply chain," says Aaron Graham, a former law enforcement agent who serves as vice president of corporate security and chief security officer at Purdue Pharma. "The Impinj RFID technology has been selected as an integral part of our packaging line improvements to help the company establish an e-pedigree process that will significantly improve the delivery of products from the factory to the pharmacy counter."
Getting ahead of the game
Another drug manufacturer that's not waiting around for the HF/UHF debate to be resolved is Wyeth Pharmaceuticals. Wyeth is in the midst of retrofitting a high-speed bottling line at a plant in Puerto Rico so it can start applying RFID tags to a strategic product SKU.
Tom Pizzuto, Wyeth's director of RFID technologies, says the company may eventually apply as many as 750,000 HF RFID tags to individual bottles of the new drug. In the meantime, Wyeth will continue to use UHF tags at both the case and the pallet level. Later this year, Wyeth plans to outfit one of its U.S. distribution centers to take inbound and outbound RFID reads.
Like Purdue Pharma, Wyeth is already a seasoned RFID user. A supplier to Wal-Mart,Wyeth got its introduction to RIFD when Wal-Mart handed down its now-famous RFID mandate. It has been shipping tagged cases of painkiller Advil to the mega-retailer's DCs for some time now.
Though its first foray into RFID was driven by a customer's mandate,Wyeth says things are different this time. The current tagging initiative reflects the company's strategic decision to begin preparing for what it sees as the inevitable tightening of drug tracking requirements. "This is a case of Wyeth looking at [drug pedigree laws] in California and Florida, and also the FDA's interest in this, and internalizing all that to realize we need to start down this path," says Pizzuto. "That's why we initiated this pilot."
The more, the merrier
In the meantime, Pfizer is also stepping up its commitment to RFID. The giant pharmaceutical concern, which has been tagging all bottles of Viagra since the end of 2005, has extended RFID to a second product line. It will be tagging over-the-counter pain reliever Celebrex at both the case and pallet levels by the end of 2007. Although the company doesn't have immediate plans to tag individual bottles of Celebrex, it says it may re-evaluate that decision at a later date.
Pfizer uses HF tags on individual bottles of Viagra, but like many manufacturers, it uses UHF tags to identify cases and pallets. It will do the same with Celebrex, using UHF Gen 2 tags to track cases and pallets of the arthritis remedy. But tagging cases of Celebrex will be a much more complicated process than tagging Viagra, which is produced on a single production line in France. Celebrex will be produced on four high-speed lines at Pfizer's manufacturing facility in Puerto Rico. The company expects the first RFIDenabled cases and pallets to roll off the manufacturing line by the fourth quarter. Tagged product could work its way to wholesalers and pharmacies by the end of the year or early in 2008.
"We wanted to roll out the technology being applied to Viagra somewhere else, and Celebrex far outsells Viagra," Byron Bond, director of trade operations and customer service for Pfizer, told attendees at the RFID Healthcare Industry Adoption Summit in November. "Within the next four to six years, we expect to have something close to a universal track and trace [e-pedigree system], so we realize we need to spread our RFID capabilities into other areas."
Bond didn't say how many RFID tags the Celebrex line will consume, but the number will be significantly higher than the number Pfizer uses for Viagra, given Celebrex's extremely high volume. Although Bond says prices for tags have dropped 20 percent since it started tagging Viagra, he says it is still too costly to tag the millions of individual bottles of Celebrex.
Bond also announced that Pfizer is in the midst of initiating an e-pedigree pilot with trade partners using Viagra, and will also change the tag placement on its cases from the top of the case to the side. In addition, Pfizer now plans to rigorously pursue the operational efficiencies to be gained from RFID relative to shipping and receiving, both internally and externally. The company has also had discussions with the U.S. government about using RFID to improve the customs process for Viagra that enters the country from France.
Cardinal's numbers
Like Purdue, Wyeth, and Pfizer, Cardinal Health has decided to get a jump on the e-pedigree development process. But it's taking a slightly different route. While many pharmaceutical companies have taken a hybrid approach to tagging (using HF tags for items and UHF tags for cases and pallets), Cardinal Health is concentrating its efforts solely on UHF technology.
Late last year, Cardinal announced the results of a pilot program to test the feasibility of using UHF RFID technology for tracking and tracing at the unit, case, and pallet levels. As part of the program, it also looked at ways to use the tags to collect data needed for e-pedigrees.
Cardinal placed RFID tags on the labels of brand-name solid-dose prescription drugs, and then encoded the EPC standard data on those tags during the packaging process. The products were shipped to a Cardinal Health DC in Findlay, Ohio, where the data were collected and authenticated as workers handled products under typical operating conditions. From Findlay, the tagged product was sent to a pharmacy, where further tests of read rates and data flow were conducted.
Data from the pilot indicate that it is indeed feasible for RFID tags to be inlaid into existing FDA-approved pharmaceutical label stock, and that tags can be applied and encoded on packaging lines at normal operating speeds. Online encoding yields were 95 percent to 97 percent, and fine tuning of the process is expected to produce yields that approach 100 percent.
Cardinal Health executives note that although the overall test results were positive, there are some hurdles to overcome before the UHF RFID tracking technology can be adopted industry-wide. The challenges include achieving case-level reads in excess of 99 percent at all case-reading stations and achieving unit-level read rates in excess of 99 percent when reading from tote containers at DC and pharmacy locations.
Sometimes, all you need is the right partner to solve your logistics problems.
In 2021, global paint supplier Sherwin Williams faced driver and hazardous material (hazmat) capacity constraints: There simply weren’t enough hazmat drivers available in its fleet to maintain the company’s 90% fleet utilization rate expectations for key partner store deliveries while also meeting growing demand for service. Those challenges threatened to become even more acute in the future, as a competing paint supply company began to scale back its operations in the Pacific Northwest, leaving Sherwin Williams with an opportunity to fill the gap.
The paint supplier needed a logistics partner that could help it overcome the shortage of hazmat drivers while also helping to manage its West Coast trailer pools, out-of-region runs, and ad-hoc freight. It also needed a solution that would meet quarterly and annual fleet budgets.
SCALING UP
Enter ITS Logistics, a third-party logistics service provider (3PL) that offers supply chain solutions for drayage, network transportation, distribution, and fulfillment across North America. ITS proposed a combined owned-asset and asset-light approach that would provide Sherwin Williams with the equivalent of 21 additional drivers. The 3PL would leverage its carrier network to overcome the shortage of hazmat capacity while also certifying its own drivers via a three-month process. Further, ITS would help manage Sherwin Williams’ trailer pools and coordinate carriers, providing the paint company with a single point of contact for transportation.
The project would address cost concerns as well: “ITS Logistics aligned its solution with Sherwin Williams’ budgetary cadence and offered a quarterly business review to align on price structure, adding a level of transparency and trust to the relationship,” according to a case study the partners released earlier this year.
The companies soon sealed the deal and launched the program.
Not long after that, Sherwin Williams began to feel the effects of the anticipated challenges in the Pacific Northwest—but the company was prepared. When the competing paint supply company shuttered its operations, causing demand for Sherwin Williams’ products to spike, ITS injected a blend of owned trailers and carrier power to alleviate equipment challenges, cover all locations and regions, and help the paint supplier scale to meet volume.
CLOSING THE GAPS
The project has helped Sherwin Williams rapidly scale its capacity, meet fleet utilization requirements, manage trailer pools, coordinate carriers, and flex to meet spikes in regional demand.
And the results speak for themselves.
“ITS integrating themselves into our fleet was instrumental in helping increase our outbound volume by 18.4 million pounds [year over year] in the last seven months of 2023,” said Ted Taxon, regional transportation manager at Sherwin Williams, in the case study. “This equated to approximately 460 truckloads of extra freight, a large portion of which ITS [handled] on an ad-hoc basis with no operational constraints or quality issues.”
The partnership also helped Sherwin Williams maintain a 90% fleet utilization rate with big box retailers—an increase from less than 70% prior to the partnership’s launch.
Robots are revolutionizing factories, warehouses, and distribution centers (DCs) around the world, thanks largely to heavy investments in the technology between 2019 and 2021. And although investment has slowed since then, the long-term outlook calls for steady growth over the next four years. According to data from research and consulting firm Interact Analysis, revenues from shipments of industrial robots are forecast to grow nearly 4% per year, on average, between 2024 and 2028 (see Exhibit 1).
EXHIBIT 1: Market forecast for industrial robots - revenuesInteract Analysis
Material handling is among the top applications for all those robots, accounting for one-third of overall robot market revenues in 2023, according to the research. That puts warehouses and DCs on the cutting edge of robotic innovation, with projects that are helping companies reduce costs, optimize labor, and improve productivity throughout their facilities. Here’s a look at two recent projects that demonstrate the kinds of gains companies have achieved by investing in robotic equipment.
FASTER, MORE ACCURATE CYCLE COUNTS
When leaders at MSI Surfaces wanted to get a better handle on their vast inventory of flooring, countertops, tile, and hardscape materials, they turned to warehouse inventory drone provider Corvus Robotics. The seven-year-old company offers a warehouse drone system, called Corvus One, that can be installed and deployed quickly—in what MSI leaders describe as a “plug and play” process. Corvus Robotics’ drones are fully autonomous—they require no external infrastructure, such as beacons or stickers for positioning and navigation, and no human operators. Essentially, all you need is the drone and a landing pad, and you’re in business.
The drones use computer vision and generative AI (artificial intelligence) to “understand” their environment, flying autonomously in both very narrow aisles—passageways as narrow as 50 inches—and in very wide aisles. The Corvus One system relies on obstacle detection to operate safely in warehouses and uses barcode scanning technology to count inventory; the advanced system can read any barcode symbol in any orientation placed anywhere on the front of a carton or pallet.
The system was the perfect answer to the inventory challenges MSI was facing. Its annual physical inventory counts required two to four dedicated warehouse associates, who would manually scan inventory to determine the amount of stock on hand. The process was both time-consuming and error-prone, and often led to inaccuracies. And it created a chain reaction of issues and problems. Fulfillment speed is one example: Lost or misplaced inventory would delay customer deliveries, resulting in dissatisfaction, returns, and unmet expectations. Productivity was also an issue: Workers were often pulled from fulfillment tasks to locate material, slowing overall operations.
MSI Surfaces began using the Corvus One system in 2021, deploying a small number of drones for daily inventory counts at its 300,000-square-foot distribution center (DC) in Orange, California. It quickly scaled up, adding more drones in Orange and expanding the system to three other DCs: in Houston; Savannah, Georgia; and Edison, New Jersey. The company plans to add more drones to the existing sites and expand the system to some of its smaller DCs as well, according to Corvus Robotics spokesperson Andrew Burer.
Those expansion plans are based on solid results: MSI’s inventory accuracy was about 80% prior to the drone implementation, but it quickly jumped to the high 90s—ultimately reaching 99%—after the company initiated the daily drone counts, according to Burer.
“We actually had an incident early on where one of the forklift drivers ran into the landing pad, rendering it inoperable for about a week while the Corvus team fixed it,” Burer recalls. “When we restarted the system, we noticed MSI’s inventory accuracy had dropped down to the 80s. But after flights resumed, accuracy quickly improved back to near perfect.” He adds that such collisions are rare as Corvus mounts landing pads high off the floor to avoid impacts but that accidents can still happen.
Overall, the system has helped speed warehouse operations in two key ways: First, the accuracy improvement means that associates no longer waste time searching for missing material in the warehouse. And second, the associates who used to conduct the physical inventory counts have been reallocated to picking and replenishment—creating a more efficient, and optimized, workforce.
A SAFER, MORE EFFICIENT WAREHOUSE
Robot maker Boston Dynamics is well-known for its Stretch and Spot industrial robots, both of which are at work in warehouses and DCs around the world. Earlier this year, Stretch made its debut in Europe, teaming up with Spot at a fulfillment center run by German retail company Otto Group. The deployment marks the first time Stretch and Spot are being used together—in a partnership designed to improve Otto Group’s warehousing operations by increasing efficiency and making warehouse work safer and more attractive to workers.
The partnership is part of a two-year project in which Boston Dynamics will deploy dozens of its warehouse robots in Otto Group’s European DCs. The first location is a fulfillment site operated by Hermes, the company’s parcel delivery subsidiary, in Haldensleben, Germany—a facility that handles as many as 40,000 cartons of goods on peak days.
At the site, Stretch—which is a mobile case-handling robot—autonomously unloads ocean containers and trailers, using its advanced perception system to pick and place boxes onto a telescoping conveyor inside the container or trailer. Spot—a quadruped robot—helps with predictive maintenance by collecting thermal data and performing acoustic and visual detection tasks throughout the facility to reduce unplanned downtime and energy costs. One of Spot’s jobs is to detect air leaks in the facility’s warehouse automation systems; future duties may include conveyor vibration detection, according to leaders at Otto Group.
Both Stretch and Spot will help the Haldensleben facility run more efficiently, especially during fall peak season when volume increases and work intensifies. The addition of Stretch addresses safety and comfort issues as well: Trailer unloading—a process that entails repeatedly lifting and moving heavy boxes inside a trailer, which can be dark, dirty, cold, and/or hot, depending on the weather—tends to be unappealing to workers. Along with reducing the amount of labor required, automating these tasks will have the added benefit for European facilities of helping them comply with EU (European Union) regulations limiting the amount of time workers can spend in those conditions.
Essentially, the robots are making life easier on the warehouse floor and for the company at large.
“Stretch is going to have a ton of benefits for customers here in the EU,” Andrew Brueckner, of Boston Dynamics, said in a recent case study on the project.
The trucking industry faces a range of challenges these days, particularly when it comes to load planning—a resource-intensive task that often results in suboptimal decisions, unnecessary empty miles, late deliveries, and inefficient asset utilization. What’s more, delays in decision-making due to a lack of real-time insights can hinder operational efficiency, making cost management a constant struggle.
Truckload carrier Paper Transport Inc. (PTI) experienced this firsthand when the company sought to expand its over the-road (OTR), intermodal, and brokerage offerings to include dedicated fleet services for high-volume shippers—adding a layer of complexity to the business. The additional personnel required for such a move would be extremely costly, leading PTI to investigate technology solutions that could help close the gap.
Enter Freight Science and its intelligent decision-recommendation and automation platform.
PTI implemented Freight Science’s artificial intelligence (AI)-driven load planning optimization solution earlier this year, giving the carrier a high-tech advantage as it launched the new service.
“As PTI tried to diversify … we found that we needed a technological solution that would allow us to process [information] faster,” explains Jared Stedl, chief commercial officer for PTI, emphasizing the high volume of outbound shipments and unique freight characteristics of its targeted dedicated-fleet customers.
The Freight Science platform allowed PTI to apply its signature high-quality service to those needs, all while handling the daily challenges of managing drivers and navigating route disruptions.
STREAMLINING PROCESSES
Dedicated fleets face challenges that evolve from day to day and minute to minute, including truck breakdowns, drivers calling in sick, and rescheduled appointment times. PTI needed a tool that allowed for a real-time view of the fleet, ultimately enabling its team to adjust truck and driver allocation to meet those challenges.
The Freight Science solution filled the bill. The platform uses advanced analytics and algorithms to give carriers better visibility into operations while automating the decision-making process. By combining streaming data, a carrier’s transportation management system (TMS), machine learning, and decision science, the solution allows carriers to deploy their fleets more efficiently while accurately forecasting future needs, according to Freight Science.
In PTI’s case, Freight Science’s software integrates with the carrier’s TMS, real-time electronic logging device (ELD) data, and other external data, feeding an AI model that generates an optimized load plan for the planner.
“We’re an integrated data analytics company for trucking companies,” explains Matt Foster, Freight Science’s president and CEO. “We’re talking about AI.”
The benefits of the real-time data are difficult to overstate.
“We’ve been able to execute in the toughest of situations because we’ve got real, live data on how long each event is actually going to take and a system to aid and even automate the decision-making process,” says Chad Borley, PTI’s operations manager. “From what traffic patterns we are battling in the morning and evening with rush hour and things like that, to the impact of additional miles to a route, or even location-specific dwell times, it’s been a huge differentiator for us.”
REALIZING RESULTS
A case in point: the collapse of Baltimore’s Francis Scott Key Bridge in March. PTI was scheduled to go live with a new dedicated account in the area just days after the collapse, which would mean rerouting and the potential for longer transit times. Instead of recalculating based on assumptions or latent data, PTI was able to reroute freight based on real-time information and analytics to give the customer timely updates.
“With the bridge going out, that changed our ability to make as many turns a day as the customer would expect,” Stedl explains. “But one of the things Freight Science could do [was to] quickly [assess] how much of an impact that traffic would have [and] what the turns [would] be based on what’s happening on the ground.
“So we were able to go back to the customer and readjust expectations in a real way that made sense, using data. Now expectations can be reset¾we’re not asking for forgiveness when there’s no reason for it.”
The system’s advanced algorithms make load planning more cost-effective and scalable as well. The platform allows PTI to monitor trucks, trailers, and driver hours in real time, recommending additional loads with remaining driver hours that would otherwise be wasted.
And they’re doing it all with much less. Stedl says tasks that used to require five people and hours of work can now be accomplished by one person in mere minutes, improving productivity and profitability while reducing labor and operational costs.
Terms of the deal were not disclosed, but Aptean said the move will add new capabilities to its warehouse management and supply chain management offerings for manufacturers, wholesalers, distributors, retailers, and 3PLs. Aptean currently provides enterprise resource planning (ERP), transportation management systems (TMS), and product lifecycle management (PLM) platforms.
Founded in 1980 and headquartered in Durham, U.K., Indigo Software provides software designed for mid-market organizations, giving users real-time visibility and management from the initial receipt of stock all the way through to final dispatch of the finished product. That enables organizations to optimize an array of warehouse operations including receiving, storage, picking, packing, and shipping, the firm says.
Specific sectors served by Indigo Software include the food and beverage, fashion and apparel, fast moving consumer goods, automotive, manufacturing, 3PL, chemicals, and wholesale / distribution verticals.
Schneider says its FreightPower platform now offers owner-operators significantly more access to Schneider’s range of freight options. That can help drivers to generate revenue and strengthen their business through: increased access to freight, high drop and hook rates of over 95% of loads, and a trip planning feature that calculates road miles.
“Collaborating with owner-operators is an important component in the success of our business and the reliable service we can provide customers, which is why the network has grown tremendously in the last 25 years,” Schneider Senior Vice President and General Manager of Truckload and Mexico John Bozec said in a release. "We want to invest in tools that support owner-operators in running and growing their businesses. With Schneider FreightPower, they gain access to better load management, increasing their productivity and revenue potential.”