The attractions of "renting" software from an application service provider on a pay as-you-go basis are obvious: No license fees, no installation costs, no hardware or software to update and maintain. But be careful: ASPs aren't right for every app.
Buying software services from logistics technology vendors used to be a little like letting the vendor tap right into a vein in your financial system. First you pumped out huge sums of cash for a software license. Then you allowed your balance to be periodically drained for upgrade payments. All the while, you kept your fingers crossed, hoping the vendor would stay in business.
But over the last few years, that model has drastically changed. Most logistics software companies have adapted in two different, often complementary, ways. Customers today typically have the option to pay on a transactional basis for using software, making smaller quarterly or monthly payments in lieu of an upfront fee. Alternatively, they have the choice of "renting" software that's "hosted" by the vendor, which means the actual computer servers that process customers' information reside either with the vendor or with a third-party computer server company. Often the two go together, in what's generally termed an "application service provider" (ASP) deal. Descartes started the trend of going over to a hosted model in 1998; others, like Manugistics, RedPrairie and Elogex, quickly followed suit.
Their pitch for a hosted model went something like this: Why buy and house the cow when you can get milk by the quart? Getting out of the cow-keeping business appealed to a number of clients—particularly small and medium-sized companies with little in the way of IT support—and several of them signed on. But that doesn't mean the entire industry is headed in this direction. The reality is that outsourcing software processing in this way doesn't suit everyone or every function. Talking with users, vendors and analysts, it becomes clear that there's a wide range of demands out there … and a broad spread of choices as well.
Pay as you go
Harry Drajpuch, for one, has chosen to house the cow, but pay for milk as he needs it. As executive vice president and general manager of shared warehousing and order management and delivery solutions at USCO, Drajpuch has had plenty of experience buying and using logistics management software—not all of it good.
Eight years ago, he paid a huge license fee to a vendor that "wound up not being good for us," he says. Then, more recently, he tried a software company that worked on an ASP basis and ran into problems with obtaining access to the externally held software. "Downtime was an issue. No matter how well it runs, when it goes down it seems to follow Murphy's Law," says Drajpuch. "You're really at the mercy of the provider in terms of support. We had outages that were longer than we'd like—some lasting well beyond eight hours. That's unacceptable in today's environment."
Finally, he concluded that the ASP model was not for USCO. "We like to have the hardware located on site. We feel we have better control if we have the hardware and software in-house."
Two years ago, Drajpuch tossed out the old model and adopted GC3 transportation management software from G-Log that stays inside the firewall but is paid for on a transactional basis (although there was also an upfront cost for setting the system up). "What transactional pricing does is ensure that G-Log stays in the game with us. They have a vested interest in our growth," says Drajpuch. "They will continue to keep the software fresh. So the transactional model provides for a very powerful marriage."
Love at first bite
Alan Green, on the other hand, is happy to have someone else look after the cow and get the milk delivered. Green, who is director of transportation at PGT Industries, a Nokomis, Fla., company that makes storm windows, uses an entirely hosted system of routing and scheduling software from The Descartes Systems Group to help streamline deliveries of the company's products, which top 900 a day. Since adopting Descartes' Roadshow software in 1994, Green has driven down transportation costs to 3.0 percent of sales, compared to a national average of 5.5 percent.
Green reports that he experienced the full advantage of a hosted service when he decided to change the way he communicates with his truck drivers to a wireless system. "When we decided to go wireless, we contacted Nextel (a wireless service provider) and got them together with Descartes to give us a complete package of wireless technology," says Green. "Now, Nextel provides the connectivity that goes through the Roadshow base.We decided to go this route because we wanted to have one provider. If we have a problem with something going down, we don't have to worry about who to call: the software people or the telephone people."
Green says his information technology department was initially nervous about allowing the software to go outside the company's firewall. "Once we overcame that concern, we were fine. We sat down with the Descartes people and they explained how secure their system was; after that, it was not an issue." Gaps in service like those experienced by Drajpuch have not been a problem either. "We've never had a failure in nine years," Green says. "We've had a very good experience and saved lots of money."
Great walls of fire
The shift to hosted software has not been driven by customer demand alone. John Fontanella, senior analyst at AMR Research in Boston, says software vendors, too, are eager to move over to the hosted model because they can maintain and upgrade software from a central point rather than having to send an engineer out to each customer every time there's a problem or change. It also gives the vendors a constant, reliable stream of revenue, decreasing their dependence on the less predictable license fee payments.
"From a maintenance and support point of view, it's much better for the vendor," says Fontanella, who specializes in logistics technology issues. "For the user, it depends on the application area and how critical it is to the company. For instance, I would never take finance and put it on an ASP basis. There are also a lot of planning functions that should stay behind the firewall, such as advance planning and scheduling, manufacturing and so on." Fontanella says the functions best suited to the ASP model are the ones whose success depends on communicating to the outside world. "So the greatest growth in adoption has been in transportation, as opposed to warehousing, which is more transactionally intense and doesn't have the communications requirements."
However, even with transportation management, there are still security concerns about hosted service. Fontanella compares it to the difference between running personal computers and having a mainf rame network—there are more chances that data will end up somewhere it's not supposed to be. "There's a lot of resistance from IT departments, because you're taking power out of their hands and they're worried about security," says Fontanella. "If something goes wrong—a service failure or security breach—you know it's going to end up in the IT department's lap eventually."
Fears like these have hampered adoption of ASP-based software services. Still, Michael Dominy, a logistics technology analyst with The Yankee Group in Boston, s ays the last 18 months have seen an upswing in shippers' paying for hosted software by the drink.
Dominy admits that service failures are a worry with the ASP way of doing business. "One concern for a company is if the system goes down, I can't run my business.So there is some degree of risk," Dominy says. "But the real benefit is that if you're working with a vendor on an ASP basis and it's not performing, you can easily get rid of it—you don't have the license and big cash outlay up front."
Partly in response to customer concerns, Descartes recently announced it was going to partner with Microsoft to offer a service that is essentially the same as its existing service, but the software ends up being effectively within the customer's firewall and control. Art Mesher, Descartes' executive vice president of corporate strategy, explains that the company is beta-testing a new system called the Logistics Network Operating System with a handful of customers. "We've built our new network so that the customer's data actually sits behind the firewalls," Mesher says. Descartes promises to release more details later this year.
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."