Eyebrow pencils, jars of exfoliating cream and skin cleanser, tubes of lipstick, vials of perfume, whatever the skin care or fragrance product, members of Barry DiGiacinto's crew at Clarins USA have shipped it. And they've shipped a lot of it in recent years. Thanks to steadily increasing sales, volume at the company's Orangeburg, N.Y., warehouse has reached 1.3 million cartons annually. But in the race to keep up with demand, the warehouse, like so many others around the country, has also shipped a lot of another, unprofitable commodity: air. Or more precisely, air and dunnage.
That's a common problem. In a typical warehouse operation, pickers on the floor have to make on-the-spot decisions on what size carton to use, relying more on guesswork than scientific data. Invariably, they choose boxes that are too large and fill up the space with dunnage. Their companies end up overpaying for packaging. They also end up overpaying for freight.
So when Clarins USA began to automate its warehouse a few years back, DiGiacinto, who is the company's director of applications development, brought up the packaging issue with the consultant hired to manage the project. That consultant, Bar Code Specialties of Huntington Beach, Calif., looked at the operation and quickly sized up the problem—an absence of accurate product dimensions. "No matter how sophisticated our software was," DiGiacinto points out, "if the raw data about the product height, length and width was wrong, we couldn't pack correctly."
The solution proposed by Bar Code Specialties turned out to be somewhat revolutionary for the warehousing industry: dimensioning equipment. For Clarins' operation, the consultant chose the CubiScan 100 unit from Quantronix. CubiScan units (there are eight models in all) gather dimensions and weights for both cubed and non-cuboidal objects and feed the data into a Windows-based software package. They come in both static and inline varieties, making them suitable for a variety of applications. "Many of the other automated solutions on the market were designed for 'in-line' dimensioning, which was not a fit for us," DiGiacinto notes.
The CubiScan's operation is nothing if not straightforward. The first time a new product enters the warehouse, the receiving system flags it as not having a weight or dimension on file, prompting the receiving clerk to run it over to the unit for processing. The clerk places the item on the machine and presses a button. Moments later the results are displayed, along with a prompt asking the user to accept or reject them. Once the user has accepted the displayed results, the software posts the data to a file on the company's mainframe system. This file then feeds Clarins' Item Master and pick/pack/ship systems.
With the new equipment in place, Clarins has been able to re-dimension its entire product line—about 3,500 SKUs. That may sound like a lot of effort until you consider the payoff. Clarins calculates that it's been able to ship 21.2 percent more units of product in 13.7 percent fewer cartons for a net increase in pick/pack efficiency of 34.9 percent.
The long and short of it
Dimensioning equipment has been around for close to 15 years, but it's only now gaining traction in the warehousing industry. "This is still a niche market," admits Randy Neilson, director of sales and marketing for Farmington, Utah-based Quantronix. "But the equipment has come a long way and has become much more reliable than it was originally."
As Clarins discovered, there are two basic types to choose from: static and in-line. Both depend on non-contact sensing tools to scan the physical dimensions of a package, such as lasers or of late, cameras. Which one is used largely depends on the application.
Static equipment, recommended for low-volume operations and applications that don't use conveyor systems, can be moved throughout the DC when dimensioning is required in different areas. In-line dimensioning tools are better suited to operations that use conveyor systems and process a variety of cartons and irregular-shaped items. According to Don DeLash, vice president of sales and marketing at Accu-Sort Systems of Telford, Pa., in-line systems can measure carton length, width and height accurately to within a quarter of an inch. "If it's measuring an irregular package, it will determine the smallest sized box that can be used," he adds.
In-line systems are available today with laser and/or vision technology. "Right now, the lasers are more accurate and more advanced," says DeLash. "But the cameras allow you to capture bar codes and written information in addition to dimensions. As the camera technology improves, it will eventually replace the laser systems."
Pick/pack operations like Clarins USA's typically favor static systems, while operations that require a lot of sorting usually opt for in-line systems. "The static systems can help with put-away decisions, to set up picking stations and to send the right cartons to picking and re-packing stations," says Neilson. That eliminates the need for pickers to make judgment calls on the size and number of cartons needed.
Both types of dimensioning equipment integrate with warehouse management systems (WMS) or in-house software programs, and interfaces usually come standard with the equipment. Quantronix, for instance, provides an interface to a variety of systems, from WMS to slotting software. "This is a critical factor in effective usability," says Neilson. "If you can't interface, the data won't be very useful."
Happy returns
Part of the attraction of dimensioning equipment is its relatively quick return on investment. Though the payback period varies from application to application, early reports indicate that users are recouping their investment in a matter of months. "In warehouses, most often the savings come in shipping with small-parcel carriers," says DeLash. "The carriers compare weight and volume and then charge the higher of the two. With accurate information, shippers don't end up paying too much. In these applications, you can see an ROI in under a year."
Using the smallest possible cartons also allows more efficient trailer loading, adding to the savings. "If you're using the dimensioning equipment in conjunction with a good software system," says Neilson, "you can manage your space more efficiently because you're working with good data."
But even in a market where companies are quickly becoming conditioned to expect a speedy ROI, Clarins feels it was able to pull off a coup. "Once we had factored in all the associated cost savings," DiGiacinto reports, "we found that the ROI was just three months."
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."