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."
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.
Supply chains are poised for accelerated adoption of mobile robots and drones as those technologies mature and companies focus on implementing artificial intelligence (AI) and automation across their logistics operations.
That’s according to data from Gartner’s Hype Cycle for Mobile Robots and Drones, released this week. The report shows that several mobile robotics technologies will mature over the next two to five years, and also identifies breakthrough and rising technologies set to have an impact further out.
Gartner’s Hype Cycle is a graphical depiction of a common pattern that arises with each new technology or innovation through five phases of maturity and adoption. Chief supply chain officers can use the research to find robotic solutions that meet their needs, according to Gartner.
Gartner, Inc.
The mobile robotic technologies set to mature over the next two to five years are: collaborative in-aisle picking robots, light-cargo delivery robots, autonomous mobile robots (AMRs) for transport, mobile robotic goods-to-person systems, and robotic cube storage systems.
“As organizations look to further improve logistic operations, support automation and augment humans in various jobs, supply chain leaders have turned to mobile robots to support their strategy,” Dwight Klappich, VP analyst and Gartner fellow with the Gartner Supply Chain practice, said in a statement announcing the findings. “Mobile robots are continuing to evolve, becoming more powerful and practical, thus paving the way for continued technology innovation.”
Technologies that are on the rise include autonomous data collection and inspection technologies, which are expected to deliver benefits over the next five to 10 years. These include solutions like indoor-flying drones, which utilize AI-enabled vision or RFID to help with time-consuming inventory management, inspection, and surveillance tasks. The technology can also alleviate safety concerns that arise in warehouses, such as workers counting inventory in hard-to-reach places.
“Automating labor-intensive tasks can provide notable benefits,” Klappich said. “With AI capabilities increasingly embedded in mobile robots and drones, the potential to function unaided and adapt to environments will make it possible to support a growing number of use cases.”
Humanoid robots—which resemble the human body in shape—are among the technologies in the breakthrough stage, meaning that they are expected to have a transformational effect on supply chains, but their mainstream adoption could take 10 years or more.
“For supply chains with high-volume and predictable processes, humanoid robots have the potential to enhance or supplement the supply chain workforce,” Klappich also said. “However, while the pace of innovation is encouraging, the industry is years away from general-purpose humanoid robots being used in more complex retail and industrial environments.”
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.”