You may be anxious to restore an unruly logistics operation to order with bits and bytes. But there are some good reasons to take a little time out first to figure out what you really need.
It's easy to fall victim to the ready, fire, aim syndrome when buying logistics software. In the rush to solve some sticky operating problem, logistics managers too often allow themselves to be swayed by vendors' seductive marketing promises and go with the company with the best pitch. Too late, they discover they've bought software that doesn't do what the salesman said it would do, let alone what they need it to do.
But that's a trap that can be avoided. No matter what type of software you plan to buy—a warehouse management system (WMS), a transportation management system (TMS) or supply chain planning and execution (SCE) software—you can head off problems by conducting a thorough needs assessment at the outset. Before you haul in vendors for the first round of demos, you want to be sure you're automating the right processes, not codifying inefficient or pointless steps. "You don't want to put clean clothes on a dirty kid," observes Chris Slover, an account executive at Fortna, a West Reading, Pa., company that integrates logistics and distribution systems.
As you venture into the market, expect to be surprised. Logistics software vendors have been trotting out new capabilities and features on a regular basis, says Dr. Terry Harrison, a professor of supply chain and information systems at Pennsylvania State University in State College, Pa. "If you haven't looked at products in this market for a few years,"he says,"you shouldn't assume that what you knew then is still true."
WMS vendors, for instance, have used computer wizardry to create systems whose capabilities re ach far beyon d their original function of tracking stuff through a warehouse. As traditional storagedepot type warehouses have evolved into sophisticated fulfillment centers that handle light manufacturing and order assembly tasks, WMS makers have kept pace,creating sophisticated control systems the Strategic Air Command would envy.
By the same token, today's TMS packages do a lot more than just help shippers pick the cheapest carrier or shortest route. In fact, they're coming closer all the time to reaching the industry's Holy Grail of end-to-end supply chain visibility. "Up to now," says Larry Lapide, vice president for supply chain management at AMR Research in Boston, "when something shipped on a carrier's t ruck, it became invisible until it showed up at the customer's receiving dock." Today, many TMS packages can generate advance shipment notices (ASNs), which notify customers when shipments leave the supplier and make arrivals more predictable.
That's hugely appealing to just-in-time manufacturing operations. Others offer consolidation capabilities, a big att raction for retailers and other companies that traditionally pay for inbound transportation. With up-tothe- minute information on when and from where their suppliers will be shipping, Lapide says, retailers often can consolidate shipments on their own across multiple vendors." That has the potential to save a lot of money," he says.
For importers and exporters, TMS are available with international trade management fea tures that electronically sift through the company's data streams, gathering information needed for compliance with new homeland security measures like the Cargo Security Initiative, which took effect last December. "Under that rule, you have 24 hours in which to specify how you will ship things from the port of entry and provide a manifest at the lowest packaging level," Lapide explains. And as similar rules affecting road, rail and air transportation are adopted, he predicts, TMS vendors won't waste time getting their updates out on the street.
As for the market itself, Lapide notes that buyers should be aware that a shakeup's under way within the vendor community. It's getting harder and harder to find a pure TMS company, he reports, because so many have been snapped up by WMS or planning-oriented companies. Vendors of supply chain planning systems,in particular, are finding component systems like TMS to be an easier sell than what Lapide refers to as "the big, intergalactic supply chain solutions." Though suppliers like i2 and Manugistics are still around, they're finding that fewer companies are willing to risk the wrenching changes demanded by a big systems overhaul. Today's deals, notes Lapide, "are smaller and less ambitious."
Package deals
Market dynamics aside, buying logistics software isn't really any different from buying any other type of system. All the usual rules apply … get the users involved, investigate the vendors, ask about support services, take the package for a test drive. But it's also true that even cautious buyers get into trouble. To steer DC VELOCITY's readers away from some common pitfalls, Harrison of Penn State has put together the following 10 tips:
1) Look for something that's based on a standard technology platform such as Windows, Linux or UNIX, advises Harrison. "Pick something that makes sense for your company in terms of the investments you've already made."
2) Select products that are easy to implement. Software users aren't software professionals and shouldn't have to be, he notes. If a tool is too cumbersome and demands too much of the user's time, it might not be used as intended.
3) Look for a product that can provide seamless integration. Often this means buying everything from one vendor, though that won't guarantee trouble-free integration, Harrison warns. The secret is to ask plenty of questions and, if possible, get proof.
4) Don't let a software package force you to change the way you do business. Some vendors require that you change your practices to fit their product's template. That can be a formula for trouble."You'll need to decide whether you really want to turn your business practice on its ear just to use this software," says Harrison.
5) Think through the total cost of ownership (TCO). What's it going to cost to implement? How about training? Is there a reasonable upgrade path for the future? These are some of the issues to consider before assuming that a software package m a kes financial sense. Harrison says there's no one formula for making this assessment: simply decide on some criteria that make sense for your operation.
6) Make sure it's scalable and upgradeable. With logistics software, it's worthwhile thinking through a future upgrade path as well as making sure the product has an adequate ability to scale. Is your business likely to grow or might you be acquiring and absorbing other operations? How about additional functions and responsibilities that might come your way? "You certainly don't want to find yourself a few years down the road unable to grow your business because of limitations in the software," warns Harrison.
7) Look for a Web interface. The nearly universal Web interface is a great way to reach across multiple platforms and can help with deployment in heterogeneous environments, says Harrison.
8) Look for a vendor with a future. You don't want to be stuck with an orphaned product.
9) Make your software selection based on the contents of a written requirements document. This will minimize the temptation to make snap judgments that could haunt you later.
10) Get top management's support. This can help ensure that everyone makes the implementation's success a priority.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
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.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.