The staff at J. Jill's DC couldn't say enough about the speed and accuracy of RF-based packing systems ? until they saw what could be done with lights.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
Last December, the staff at J. Jill's Tilton, N.H., DC finally saw the light—or in this case, the lights: 356 illuminated LED displays. After years of using a radio-frequency (RF)-based order fulfillment system, the facility was abandoning its handheld scanners in favor of something a bit flashier.
J. Jill, which sells women's apparel, shoes, and accessories, wasn't just updating its look, however. It was making the switch to accommodate growth. Originally a catalog business, the retailer has shifted its focus to online and retail sales. Since it opened its first store in 1999, it has pursued an aggressive expansion strategy, adding roughly 40 stores annually in the last few years. Its DC "network," however, has undergone no such expansion. The 425,000-square-foot facility in Tilton continues to supply all of J. Jill's stores nationwide (which currently number 231) in addition to filling online and catalog orders.
As throughput volume grew, it became clear that the DC would have to replace its old packing system with something speedier. "We had a decent rate with the RF," says Glenn Broderick, J. Jill's director of retail distribution. "Order fillers were doing 575 units an hour with 99.95 percent accuracy." But that wouldn't be enough to keep up with the company's aggressive growth plans, he explains. "We were looking to drive the throughput north of 800 units an hour."
The search for a replacement technology that wouldn't require significant modification to the material handling equipment (or extensive worker retraining) led J. Jill to light-directed order fulfillment technology. But instead of the more familiar pick-to-light technology, the retailer opted for a variation: a put-to-light system.
Put-to-light systems work in much the same way as pick-to-light systems, but in reverse. With pick-to-light systems, illuminated displays are mounted at stock items' storage locations to indicate to pickers which items to retrieve. With put-to-light systems, the light displays are instead mounted at packing stations equipped with stationary cartons used to collect items for individual orders. Instead of telling pickers which items to retrieve, the flashing lights indicate where to distribute them.
Late last year, J. Jill installed AL Systems' DynaPack putto-light system, a solution that incorporated 356 light display modules managed by a scalable software platform. Though the company expected to see a jump in productivity, Broderick says, it was still caught off guard by the size of the gains—and by the speed with which they were achieved.
Age of enlightenment
Light-directed order fulfillment technology is hardly new. The first pick-to-light systems date back to the '80s. Rapistan (since renamed Dematic) is generally credited with being the first U.S. material handling equipment vendor to offer the technology.
In the early days, the systems' use was pretty much limited to the cosmetic and pharmaceutical industries, where the need for order picking accuracy justified the cost. "They were used where products were high priced, consumer service was a high priority, and mistakes [in order picking] very expensive," says Stephen Small, vice president of marketing and sales for Lighthouse Selection, a maker of pick-to-light equipment in Manchester, N.H.
Before long, users noticed that the systems did more than just boost accuracy. They also boosted productivity, largely because workers no longer had to stop to consult pick tickets or scanner displays for directions. As word of the productivity benefits got out, the systems caught on with a broader base of users. Among them were a number of large retail chains, which began installing pickto- light systems during the '90s.
The technology is best suited to operations that require high-velocity picking of a limited number of stock-keeping units (SKUs). But it's important to note that those fastmoving items must be stored next to a conveyor pick line. "If you have to do a lot of walking for an order, you're not going to buy pick to light. You'll never get payback on it," says Steve Mulaik, a consultant with the firm Progress Group in Atlanta. "Successful implementation of pick to light takes place where confirmation and search time [exceed] the walk time."
In the last five years, voice-directed systems have emerged to challenge light systems for the order selection technology market. But pick to light still has the edge in certain applications, including high-decibel operations. "In a noisy environment, lights work much better than voice," says Jack Kuchta, executive vice president at the warehouse consulting firm Gross & Associates in Woodbridge, N.J. Stephen Small estimates the current market for pick-to-light systems at somewhere between $40 million and $50 million a year.
Rapid advances
Pick-to-light technology has come a long way since its introduction. One result has been that light systems have become much cheaper and easier to install than they were in the past. A decade ago, outfitting a DC with a pick-tolight system meant physically hand-wiring a display module to every workstation in the network. The advent of socalled "bus technology" for electronic devices in the last five years changed all that. Bus technology standardizes datainterface hookups for electrical devices (the USB and FireWire technologies familiar to personal computer users are examples of bus technology).
"With bus technology, you don't have to hard-wire each display," says Tom Singer, a principal at the consulting firm Tompkins Associates, based in Raleigh, N.C. "You lay out a bus frame and it lowers the installation costs. It also makes replacement of the units more cost effective."
Integration costs have also dropped in recent years. As part of the installation process, a pick-tolight system's software must be linked with the user's warehouse management system (WMS), which feeds order information to the light system. In the past, that often meant costly custom programming work. Today, however, many vendors supply either pre-built interfaces or toolkits designed to make it easy to create the necessary interfaces. That's made light systems eminently more marketable, says Kuchta. "When you have to build the interfaces, it made the decision to install one more precarious," he says. "It's the interfaces that drive up costs."
Despite the advances in software and bus technology, taking the pick-to-light route still requires a hefty investment. Singer says a company can expect to spend between $100 and $125 per light display. In addition, it should figure on spending another 50 percent for integration, even with the availability of pre-built interfaces. "If you have 10,000 lights, I'd figure $1.5 million for the system," says Singer.
The variation known as the put-to-light system, however, gets around that problem. With put to light, you don't need a module to identify the location of each SKU; you just need one for each order collection point. A DC that fills orders for 100 stores from a stock of 15,000 SKUs would need only 100 display modules, not 15,000.
Fast and accurate
Put-to-light technology is particularly well suited to specialty retailers that push a limited number of SKUs out to their stores, says Christopher Castaldi, a vice president of client development at AL Systems Inc. Like pick-to-light systems, put-to-light systems are designed for "dense picking" operations, where the SKUs needed for order fulfillment can be stored near the packing station.
J. Jill's operation is a case in point. Though the retailer's New Hampshire distribution center holds 38,000 SKUs, only 14,000 of those SKUs are supplied to stores. That makes it feasible to position these items close to the conveyors— a factor Broderick considers key to the system's success. "The put to light works for us because of the density of our picks," he says.
Installation was a simple matter of mounting the display modules onto existing two-tiered shelving— each module identifies the pack location assigned to an individual store. Though the company installed 356 display modules, only 231 are currently in use. That leaves more than 100 modules to accommodate growth.
Each pack station is located off a conveyor branch from the sortation system. At the start of the conveyor line, a worker takes a case of product from storage (each case contains a single SKU) or from a recently arrived inbound shipment that has been cross-docked. About 80 percent of J. Jill's merchandise is made overseas, primarily in Asia. The retailer brings the containers into the country through the Port of Long Beach, moves them cross country via rail, and finally trucks them to New Hampshire. Outbound orders move to its stores via UPS and to online and catalog customers with DHL.
Once the worker has selected a case, he or she breaks out the items—say, shoes—and puts them into a tote. Then the worker rolls the totes, two at a time, down a skatewheel conveyor located beside the put-to-light stations.
The worker first takes items out of one tote, depositing them into the cartons for various stores according to the instructions displayed on the put-to-light modules. The worker then makes a downstream pass, filling orders from that tote, and then returns upstream to his starting point, taking items out of the second tote. This approach allows the worker to distribute two totes' worth of a product in a single pass.
The new process has also cut back on the need for scanning. Before the put-to-light system was introduced, the order fulfillment process included two scanning steps. Workers first scanned each incoming carton of merchandise in order to get their packing directions, which popped up on the scanner's screen. Then, after depositing an item into a carton, they had to scan that carton again for verification purposes.
With the put-to-light system, by contrast, the worker scans the carton just once, at the beginning of the process. Almost instantly, the light modules at the appropriate packing stations begin to flash, displaying the required product quantities. Because there's no further need for scanning, workers don't have to take the scanners with them on their rounds anymore. "Now you're pretty much hands-free," says Broderick, "because you're not carrying that RF [scanner gun] around."
On the face of things, the changes brought by the new light system might seem insignificant. But taken together, they've done a lot to rev up the operation. For example, eliminating the need to perform a verification RF scan has cut a whole step out of the packing process, speeding up order fulfillment with no sacrifice in accuracy. On top of that, the DC has found that workers are more productive now that an associate can empty two totes in one swing down the conveyor line through the pack zone.
Although J. Jill knew fulfillment rates would rise, it didn't realize how big the gains would be. "It almost doubled what we were expecting in productivity," says Broderick. The company was looking for a gain in the 20-percent range, he explains; but after two months, it was clear that the new light system had actually boosted efficiency by a whopping 40 percent.
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."