If you store high-value products, the question is not if you'll have a security breach, but when and how much you'll lose. Is there any way to prevent the vanishing act?
John Johnson joined the DC Velocity team in March 2004. A veteran business journalist, John has over a dozen years of experience covering the supply chain field, including time as chief editor of Warehousing Management. In addition, he has covered the venture capital community and previously was a sports reporter covering professional and collegiate sports in the Boston area. John served as senior editor and chief editor of DC Velocity until April 2008.
Jennifer Garner and Kiefer Sutherland probably won't be showing up at your distribution center any time soon. But some of the ultra-cool espionage-like technology used by secret agents on the hit TV shows "Alias" and "24" might. Desperate to stem inventory "shrinkage," companies that store high-value items like jewelry, electronics and pharmaceuticals are securing their premises by installing high-tech antitheft devices.
Time was when high security meant a chain link fence. But no longer. Barrier fences are still in use, but the new versions are gussied up with microphonic cable sensors that sound an alarm at the merest hint of vibration. Inside the facility, you're likely to find the latest access verification technologies like fingerprint scanners or biometric technologies. Biometric systems can recognize people based on a physiological or behavioral characteristic—whether it's facial features, fingerprints, hand geometry or handwriting or even a subject's iris, retina, veins or voice.
True, it's expensive. But protecting your inventory is cheaper than the alternative. Supply chain theft has been pegged at anywhere from a $10 billion to an $80 billion industry, reports security consultant Barry Brandman. One company Brandman's familiar with was absorbing annual losses that reached well into the seven figures before it finally signed on with his service. That's a lot of laptops or tennis bracelets.
The perpetrators? They could be strangers. But they could just as easily be the people you see every day. Theft is committed by employees, vendors and contractors, confirms Brandman, who is president of Danbee Investigations, based in Midland Park, N.J. They don't even have to be disgruntled employees, vendors and contractors. Many people view inventory and cargo theft as a victimless crime, explains John Tabor, director of security at National Retail Systems, a trucking and logistics services company that hauls products for most major retailers. "The theory is that people like retailers and importers are more than capable of incurring the losses and that they have the insurance to cover it."
Then there are the professionals. "Product theft truly represents an entire underground economy," Brandman says. "There are organized crime rings that specialize in distribution and logistics. They will plant workers in the system and they can be there for months before [striking]."
That type of operation can be insidiously difficult to detect . "Much of the theft in distribution centers today looks just like standard operating procedure; if you have people working in collusion, product can just vanish into thin air,"says Brandman, who is currently investigating a $1.4 million theft from a DC in the Southeast. "Unless you carry a product with little or no intrinsic value, it's got to be a concern. If you carry things like apparel, fragrances or computers, then you'd better be sure you are protecting those goods. Because it's not a question of if, but of when and how much."
Access denied
First Data Resources, which ships six million credit cards a month, is taking no chances. The company has made its warehouse in Omaha, Neb., virtually impenetrable from the outside (the facility, in fact, was built to withstand winds of over 200 miles per hour). Before an employee can even enter the warehouse, he or she must submit to a handscan. After employees have gained entrance, their movements are tracked by one of the 127 cameras in use throughout the facility.
But it's not enough just to turn the DC into a fortress. At some point, most—if not all—inventory becomes cargo. Goods are particularly vulnerable to theft when they're in transit. To keep closer tabs on trailers, many truckers are installing high-tech tracking systems. National Retail Systems recently began installing global positioning system (GPS) tracking devices on its trailer units. The location of each trailer is monitored on the Internet, and authorities are notified immediately if the truck is powered up when it shouldn't be or if the truck's seal is breached at an unauthorized time. The technology typically runs $1,000 per trailer, a hefty investment.
Will truckers shell out that kind of money? "Transportation companies work on such small margins that getting them to commit to new technologies is tough,"concedes Tabor, "but the industry leaders are starting to move in that direction. The GPS system has been a pretty easy sell from a security standpoint, but then you get the added benefit of being able to utilize the trailer better if you know its where abouts. You might have a trailer tied up now for three or four days, instead of sitting for weeks somewhere."
Ready for their close-ups?
Of course, not everybody is convinced that dazzling technology will bring dazzling results. Some companies swear by the virtues of vigilance: maintaining a strong management presence in the distribution center and making sure employees know that the company will take a tough stand on theft.
"We have a very good presence on the floor with supervision," says Bruce Mant z, director of operations for Automated Distribution Systems, a third-party provider that handles high-value items like footwear and apparel. "We have a lot of controls in place, and we cycle count the entire building every week so if something is going on we'll find it quickly. They might be able to conceal some small items, but they are not going to get any big items."
Mantz likes to keep things simple: "We have one door in, and one door out," he says. "We limit the way in and out of the building and when we do have penetrations at truck doors, everything is on 24-hour circuits. If there is an alarm, it goes out over the radio and within 30 seconds we have somebody within that location." And while they're at work, employees are watched at all times by very visible closed-circuit TV cameras. "We don't hide it, " Mantz says of his company's decision to use surveillance. "It's a deterrent."
Editor's note: The Department of Homeland Security's Web site offers more than just fresh uses for duct tape. It also provides a checklist of ways to secure warehouses from intruders—whether terrorists or thieves. To view the list, go to www.customs.ustreas.gov/xp/cgov/import/commercial_enforcement/ctpat.
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."