The advent of "dim weight" rules in the ground transportation business has changed the economics of parcel shipping. But high-speed cubing equipment can keep shippers from making costly mistakes.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
Like other shippers across North America, Andrew Moonilal of Deeley Harley-Davidson Canada was forced to take a greater interest in the weights and dimensions of packages shipped from the company's DC last January. That's when major ground parcel carriers—among them FedEx Ground, UPS, and DHL—changed the way they calculated shipping charges for large, low-density packages.
That change had major implications for Deeley Harley-Davidson Canada, which is the exclusive distributor of Harley-Davidson and Buell motorcycles, apparel, parts, and accessories in that country. The company ships close to 1,000 packages from its Concord, Ontario, DC each day, 85 percent of which are tendered to small-package carriers.
What made things complicated for the distributor is that its products vary widely in size and density. Goods shipped from the DC, which handles some 15,000 stock-keeping units, range from dense items like motorcycle batteries to bulky but lightweight items like Harley-Davidson jackets. "A box can contain a T-shirt, a battery, or spark plugs," says Moonilal, who is senior manager of operations at the DC.
And that's where things can get tricky—particularly if the package is light and bulky. Under the carriers' new dimensional weight, or "dim weight," rules, a shipper tendering a large, low-density package must determine both the package's weight and its dimensional weight. If the dimensional weight exceeds the physical weight, that becomes the basis for the freight charge. Dimensional weight is calculated by multiplying the pack age's length by its width by its height and dividing by 194 (or by 166 for Canadian shipments) to arrive at the dimensional weight in pounds. The dimensional weight rating also applies to any package in excess of three cubic feet or 5,184 cubic inches. That would be, for example, a box measuring three feet long by a foot high by a foot wide.
It's important to note that the net effect of the rules change has not been an across the-board rate increase. Although costs rose for light, bulky products, shippers have found that they declined for some denser, heavier shipments.
But the advent of dim weight rules has undeniably changed the economics of shipping. That's led many shippers to rethink their shipping patterns—changing packaging, consolidating orders, and so on to minimize transportation costs. Shippers have also been forced to take on the added responsibility of obtaining precise information on package weights and dimensions to ensure that their shipments are properly rated. If their ratings are incorrect, shippers risk being hit with charge-backs and penalties.
A whole new dimension
With the new rules looming, Moonilal says his immediate challenge was to find a way to get a better handle on shipping costs. "We needed to capture the density of our shipments and better understand our freight mix," he says. In particular, he wanted a way to obtain information on package weights and dimensions internally, with less reliance on data from the carriers. He also wanted to bring greater awareness of freight costs to distribution center employees.
Moonilal's solution was to buy a "cubing" or "dimensioning" system, a device that automatically determines the dimensions and weights of parcels and pallets. These days, his DC is using a cubing system developed by ExpressCube, a Mississauga, Ontario-based manufacturer of dimensioning and weighing equipment. "We run everything through it," he says. "It tells us what boxes we are putting less weight in and if the cube is greater than the weight."
This was not Moonilal's first experience with dimensioning equipment. He says that his previous employer made regular use of the equipment. "When I came to this company, I said there is a lot to be learned from understanding cubing," he says. That included exploring ways to reduce shipping costs, better understand the freight spend, and assuring that carrier charges are accurate.
His goals now are to ensure that shipping personnel use the best box for a shipment and take the time to determine if additional goods destined for the same dealer can be added to a particular box. "We look at how goods are packed and if there are voids where we could fit more product in," he says. "It helps us with package processing, and it helps us determine if we have enough weight or too much weight."
Moonilal adds that he considers the dimensioning system "a real good education piece. It helps us understand the freight we are putting out the door."
While he notes that his company has a ways to go before it's taking full advantage of the information provided by the dimensioning system, Moonilal reports that the distributor's freight spend has already dropped. In particular, he says, reweigh bills from couriers have fallen by 85 percent. "As our packaging management gets smarter, that will bring more savings," he says. "I can almost guarantee that by spring, we will have the machine paid for."
High interest rate
Moonilal is not alone. Since the new dim weight rules took effect in ground transportation at the beginning of the year, shippers have shown "significant interest" in dimensioning systems, says Randy Neilson, director of sales and marketing for Quantronix. Based in Farmington, Utah, Quantronix markets the Cubiscan line of cubing and weighing equipment.
Though dim weights aren't exactly new—dimensional weight charges have been used in the air transportation industry for years—Neilson says many shippers found the transition rough and, sometimes, expensive."What shippers are finding out as they ship packages is that UPS and FedEx Ground are beginning to dimension those and shippers are getting charge-backs," he says. "They have already billed their customers, so they have to absorb the difference. That can amount to a lot of money—thousands of dollars a day."
The ability to capture accurate dimensional information allows shippers to both understand their true shipping costs and bill their customers correctly, Neilson adds. "Shippers have to understand that [under the new system,] they could have significant increases in shipping costs,"he says."If you have those, you want to be able to pass them on to consignees. If you don't have a dimensioning system, you are going to be missing some extra shipping costs."
Ignorance and confusion aren't the only potential problems for shippers. If their parcels are close to hitting the point where dimensional weight may exceed the actual weight, shippers have little choice but to measure any parcels outside of standard-sized cartons. And that can be cumbersome: On its Web site, Mettler Toledo, a Columbus, Ohio-based manufacturer of weighing and cubing equipment, cites cases of customers who had employees devoted to measuring packages with tape measures before they converted to automated cubing equipment.
Along with bringing clarity to the process and streamlining operations, dimensioning equipment can also help shippers identify opportunities to save on shipping charges. "Take, for example, a shipper sending a package that exceeds the three-cubic-foot requirement," says Neilson. "That potentially can be dim'ed for additional freight charges. But if you can pick a smaller package, maybe you can save yourself or your customer some money on freight."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.