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.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.