There's no need to rely on guesswork when it comes to measuring DC performance. Our fourth annual survey provides a full set of benchmarks collected from the best ? and the rest.
They can quote their facilities' order fulfillment rates off the top of their heads. They can recite line fill rates out to the hundredth of a percentage point. They can reel off stats for worker turnover, order cycle times, and distribution costs as a percentage of sales. But when it comes to gauging what really matters—how their customers view their performance— America's DC managers seem to rely more on guesswork than on the numbers.
As part of our fourth annual warehouse metrics survey, we asked more than 1,000 DC professionals from across the country how well their operations performed last year against several key customer-oriented metrics—on-time delivery, percentage of "perfect orders," and the like. The responses were a model of consistency: In nearly every case, the majority (roughly 80 percent) of the respondents reported that in their customers' eyes, they were doing an average or above average job.
But a closer look at the numbers throws that assumption into question. As part of our analysis, we also used the figures the respondents supplied to run some calculations of our own—specifically, to determine just how many of their shipments were actually "perfect orders" (that is, on time, complete, damage free, and with the correct invoice). What we found was that DCs don't always perform to even this basic standard. To put it another way, a surprising percentage of orders shipped by the respondents' DCs appear to be decidedly less than perfect.
Customer service was just one of the aspects of DC performance covered in the fourth annual warehouse metrics survey,which was conducted in January among members of the Warehousing Education and Research Council (WERC) and readers of DC VELOCITY. Along with service levels, the survey also looked at how DCs are performing against a number of operational, financial, and employee metrics— 45 measures in all.
More than 1,000 managers participated in this year's survey, which was conducted by Georgia Southern University and consultant Supply Chain Visions. (See the accompanying sidebar for demographic data on the survey respondents.) Respondents were asked to provide performance data for 2006, which the research team used to create a set of benchmarks across the distribution profession.As part of the study, the researchers also analyzed the survey results by industry, type of operation (pallet picking, broken case picking, etc.), business strategy, type of customer served, and company size. (Download the full results of the 2007 survey.)
In stable condition
So how well are America's DCs performing these days? The latest survey results indicate that they're holding their own. As Exhibit 1 shows, overall DC performance against the 10 most commonly used metrics showed little change from the previous year's levels.When we looked at the best-performing operations, however, the picture was a bit brighter. The best performers (defined as the top 20 percent of all responses) actually recorded improvements in six of the nine metrics for which we had data for comparison.
Though the numbers say a lot about how DCs are performing, they're still just one part of the story. The true measure of a DC's service is how its customers see it. For data on this important matter,we had to rely on the respondents' reports. In addition to asking for statistics on their performance against several customer-oriented metrics (on-time delivery, percentage of orders shipped complete, and so forth), the survey asked respondents outright how their customers viewed their performance. As indicated above, roughly 80 percent of the respondents replied that their customers would rate their performance as average or above average.
If that seems statistically improbable, it is. Basic math tells us that only 50 percent of a given population can be average or above average. But we would caution against dismissing these results out of hand. It's important to note that the study's respondent base does not represent a cross-section of the industry. In fact, it's more than likely that the respondent pool—members of a leading professional association like WERC and/or regular readers of professional journals like DC VELOCITY—is skewed toward the highest-performing segment of the industry.
Of course, that's just one possible explanation. Another is that some of the respondents have overestimated the quality of the service their DCs provide. In our experience, it's rare that an organization perceives itself as performing at a below-average level.
In hopes of getting a fuller picture of the situation, we approached it from another direction. As noted above, we took the performance data they had provided and calculated the respondents' composite score on the Perfect Order Index. (We should note here that although two grocery industry trade groups recently proposed an updated definition of the "perfect order," for purposes of this discussion, we will use the traditional definition, which considers order completeness, timeliness, condition, and documentation.)
As for how the respondents' performance stacked up against the Perfect Order Index, the composite score turned out to be a not-so-perfect 84.99 percent. That's a slight improvement over last year's score (84.46 percent), but it nonetheless indicates that a full 15 percent of orders still fell short of expectations in one way or another.
The case for benchmarking
In recent years, the quest for a more objective way to compare their DCs' performance to others has led many companies to pursue benchmarking. It's not hard to understand why. Benchmarking (comparing performance data) gives companies an alternative to guesswork for identifying who's best at something. It allows them to compare their performance against other companies' best practices—and ideally, to determine how those companies achieved their results and use their findings to improve their own performance.
Trouble is, benchmark data haven't always been easy to come by. To help fill that gap, we've taken the data collected in this year's survey and used it to create a benchmark of key measures for the distribution profession.
Exhibits 2 through 8 present the latest DC benchmark data—performance numbers (both median and best practice) across the full range of metrics. Because of the large number of metrics included in the survey, we have divided them into the following groups based on type of measurement: customer, operations, financial, capacity/quality, employee, perfect order, and cash to cash.
Objections overruled
For all the talk about the benefits of benchmarking, there are plenty of companies that are still stuck on the sidelines. What's holding them back? Oftentimes it's a lack of data for their particular industry. Companies typically don't see much value in benchmarking with a company in another industry because of the dissimilarities in their operations.
At first glance, the survey's results would appear to confirm that assumption. Take dock-to-stock cycle time, for example. Among consumer product manufacturers, the median dock-to-stock time was 4.5 hours (2.0 hours for best-in-class companies). But for companies in the life sciences sector, the median was 6.0 hours (1.3 hours for bestin-class companies).
But we decided to dig a little deeper. The idea that there are inherent variations among industries—or to be precise, variations significant enough to rule out cross-industry benchmarking—runs contrary to our experience. Combined, we have been in hundreds of facilities—and our position has always been that aside from costs, performance is performance.
In fact, we would argue that dock-to-stock time is no exception, despite the figures cited above. We have seen good companies—in all industries—that make it a standard practice to clear their docks in four hours or less. And we consistently see companies—in all industries—that take 24 to 48 hours to clear their docks.
To settle the question, we used statistical software to analyze the survey data with the aim of separating statistically significant results from those that could be attributed to normal variation. The result: With three exceptions, there were no statistically significant differences in performance among industries. Disparities like the different dock-tostock times reported by consumer product manufacturers and their life sciences counterparts were due to normal variation.
What were the three exceptions? They were: 1) distribution costs as a percentage of sales and as a percentage of COGS (cost of goods sold); 2) percentage of orders sent with correct invoice; and 3) days of supply – forward coverage.
As for why these metrics stand out, we offer the following hypotheses:
Distribution costs as percentage of sales and cost of goods sold. Costs are really a derivative of the product type. For example, a company moving large plates of glass on a double-drop trailer will necessarily have higher costs than a company moving a truckload's worth of standard pallets in a standard 53-foot trailer.
Correct invoices. Industry variations in performance against this metric may well reflect the retail industry's crackdown on suppliers that had gotten sloppy with their paperwork. In the past five years, more and more retailers have begun imposing penalties on suppliers that provide inaccurate invoices. The survey results likely reflect efforts among those suppliers to get their accounts in order to avoid penalties.
Days of supply – forward coverage. Simply put, some industries are more "inventory oriented" than others. Take the high-tech industry, for example. Given its products' high costs and short life cycles, it stands to reason that these manufacturers would focus on keeping inventories to a minimum.
Overall, we believe this is great news for companies interested in benchmarking their DCs' performance. As we see it, the finding opens up the field of potential benchmarking partners. Would-be benchmarkers have long lamented the difficulty of finding suitable partners. Even if they could find a high-performing company of a similar size, strategy, etc., they often couldn't find one in their own industry that wasn't scared off by potential competitive concerns.
These new findings, however, suggest that they don't have to limit their search. They can set their sights high, seek out the best, and use what they learn to stretch performance to previously unimaginable heights.
Authors' note: We invite readers' comments, suggestions, and insights into the research and their own use of measures. We can be reached by e-mail: Karl B. Manrodt at
; Kate L. Vitasek at
.
a look at the survey respondents
Even a diehard survey junkie might be deterred by a 23-question survey that asks respondents for hundreds of detailed numbers. But the nation's DC managers were undaunted. More than 1,000 companies participated in our annual warehouse metrics survey, which was conducted online in January. That was the highest response to date.
Who were these intrepid souls? Nearly 20 percent identified themselves as C-level executives: chief executive officers, chief operating officers, and senior vice presidents. The remainder indicated that they were managers, supervisors, or directors.
The survey questionnaire also asked respondents to identify the industry they worked in. As might be expected, the respondent pool reflected the makeup of WERC's membership and DC VELOCITY's readership. A majority of respondents (52 percent) said they worked in manufacturing/distribution. Another 16 percent said they worked for third-party warehousing companies, and 10 percent worked for retailers. The remainder were scattered across a variety of other sectors: utilities, government, carriers, and life sciences/medical devices.
The survey also asked respondents to indicate their "location" in the supply chain—that is, whether their direct customers were end users, retailers, wholesalers/distributors, or manufacturers. In this case, the respondents were fairly equally distributed across the supply chain. Twentyfive percent indicated that their customers were retailers, 26 percent end customers, 20 percent manufacturers, and 29 percent wholesalers/distributors.
As for company size, about half of the respondents indicated that they worked for corporations with revenues above $1 billion, and half below. But that's not to suggest that most worked for the giants of industry. Just over 30 percent of the respondents said they worked at companies with revenues of under $100 million.
States across the Southeast woke up today to find that the immediate weather impacts from Hurricane Helene are done, but the impacts to people, businesses, and the supply chain continue to be a major headache, according to Everstream Analytics.
The primary problem is the collection of massive power outages caused by the storm’s punishing winds and rainfall, now affecting some 2 million customers across the Southeast region of the U.S.
One organization working to rush help to affected regions since the storm hit Florida’s western coast on Thursday night is the American Logistics Aid Network (ALAN). As it does after most serious storms, the group continues to marshal donated resources from supply chain service providers in order to store, stage, and deliver help where it’s needed.
Support for recovery efforts is coming from a massive injection of federal aid, since the White House declared states of emergency last week for Alabama, Florida, Georgia, North Carolina, and South Carolina. Affected states are also supporting the rush of materials to needed zones by suspending transportation requirement such as certain licensing agreements, fuel taxes, weight restrictions, and hours of service caps, ALAN said.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.
Krish Nathan is the Americas CEO for SDI Element Logic, a provider of turnkey automation solutions and sortation systems. Nathan joined SDI Industries in 2000 and honed his project management and engineering expertise in developing and delivering complex material handling solutions. In 2014, he was appointed CEO, and in 2022, he led the search for a strategic partner that could expand SDI’s capabilities. This culminated in the acquisition of SDI by Element Logic, with SDI becoming the Americas branch of the company.
A native of the U.K., Nathan received his bachelor’s degree in manufacturing engineering from Coventry University and has studied executive leadership at Cranfield University.
Q: How would you describe the current state of the supply chain industry?
A: We see the supply chain industry as very dynamic and exciting, both from a growth perspective and from an innovation perspective. The pandemic hangover is still impacting decisions to nearshore, and that has resulted in a spike in business for us in both the USA and Mexico. Adding new technology to our portfolio has been a significant contributor to our continued expansion.
Q: Distributors were making huge tech investments during the pandemic simply to keep up with soaring consumer demand. How have things changed since then?
A: The consumer demand for e-commerce certainly appears to have cooled since the pandemic high, but our clients continue to see steady growth. Growth, combined with low unemployment and high labor costs, continues to make automation a good investment for many companies.
Q: Robotics are still in high demand for material handling applications. What are some of the benefits of these systems?
A: As an organization, we are investing heavily in software that will allow Element Logic to offer solutions for robotic picking that are hardware-agnostic. We have had success deploying unit picking for order fulfillment solutions and unit placing of items onto tray-based sorters.
From a benefit point of view, we’ve seen the consistency of a given operation improve. For example, the placement accuracy of a product onto a tray is far higher from a robotic arm than from a person. In order fulfillment applications, two of the biggest benefits are reliability and hours of operation. The robots don't call in sick, and they are happy to work 22 hours a day!
Q: SDI Element Logic offers a wide range of automated solutions, including automated storage and sortation equipment. What criteria should distributors use to determine what type of system is right for them?
A: There are a significant number of factors to consider when thinking about automation. In my experience, automation pays for itself in three key ways: It saves space, it increases the efficiency of labor, and it improves accuracy. So evaluating which of these will be [most] beneficial and quantifying the associated savings will lead to a “right sized” investment in technology.
Another important factor to consider is product mix. With a small SKU (stock-keeping unit) base, often automation doesn’t make sense. And with a huge SKU base, there will be products that don’t lend themselves to automation.
With any significant investment, you need to partner with an organization that has deep experience with the technologies that are being considered and … in-depth knowledge of the process that is being automated.
Q: How can a goods-to-person system reduce the amount of labor needed to fill orders?
A: In most order picking operations, there is a considerable amount of walking between pick faces to find the SKUs associated with a given order or set of orders. Goods-to-person eliminates the walking and allows the operator to just pick. I have seen studies that [show] that 75% of the time [required] to assemble an order in a manual picking environment is walking or “non-picking” time. So eliminating walking will reduce the amount of labor needed.
The goods-to-person approach also fits perfectly with robotic picking, so even the actual picking aspect of order assembly can be automated in some instances. For these reasons, [automation offers] a significant opportunity to reduce the labor needed to fulfill a customer order.
Q: If you could pick one thing a company should do to improve its distribution center operations, what would it be?
A: Evaluate. Evaluate the opportunities for improving by considering automation. In my experience, the challenge most companies have is recognizing that automation is an alternative. The barrier to entry is far lower than most people think!