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.
A lot of companies are jumping on the "green" bandwagon these days. JohnsonDiversey isn't one of them. It's not that the company isn't environmentally conscious. It is. It's just that the Sturtevant, Wis.-based manufacturer of cleaning and maintenance supplies established its eco-credentials long ago. Since its founding in 1886, the company (formerly known as Johnson Wax Professional) has maintained an unusually strong record of environmental leadership.
In 1935, for example, then-president H.F. Johnson made a historic expedition to Brazil to study the sustainability of carnauba palm trees. Carnauba palms represent an important source of raw material for the company's floor waxes—the cut leaves are sun-dried and mechanically thrashed to remove the crude wax. But only 20 leaves can be cut from each tree per year. Though Johnson made the trek in his company's best interests, his efforts to establish a carnauba palm plantation have also helped preserve the species.
In the early 1970s, JohnsonDiversey voluntarily eliminated the use of all chlorofluorocarbons (CFCs) in its aerosol products—long before the ban became law. In the years since, it has introduced an environmentally friendly container and launched several water and agricultural sustainability projects, racking up an impressive array of environmental and conservation awards along the way.
Given the company's long history of environmentally responsible manufacturing, it should come as little surprise that JohnsonDiversey is also committed to sustain- able building and development. In 1997, it built an environmentally friendly corporate headquarters, which has earned a gold-level Leadership in Energy and Environmental Design (LEED) certification from the U.S. Green Building Council. This past September, the company opened the greenest distribution center in North America. Like the headquarters building, the new $24 million DC, which is also located in Sturtevant, has received a gold-level certification from the U.S. Green Building Council. The group says the DC, which occupies 550,000 square feet of space (the equivalent of 11 football fields), is the largest DC to be awarded a gold certificate.
"We designed this to be a green facility from the very start," says Stu Carron, director of global facilities and real estate at JohnsonDiversey. "Some companies wondered if we were seeking both green and nongreen bids to compare the two, but we just weren't going to build a non-green building. You can do so much better when it comes to energy efficiency, water use, and productivity in the building when you build green in from the outset."
Developers were asked to compete on the basis of how many green features they could provide, Carron says. Initially, 17 companies bid on the project, but several dropped out when they realized they didn't have the necessary experience in green construction. In the end, the choice of developers turned out to be an easy one, according to Carron. "The low bidder was also the one that produced a bid with the most green features," he says. "It had the most experience building green buildings and had figured out a way to develop green buildings [that are] no more expensive than regular buildings."
Green from the ground up
JohnsonDiversey's new DC is green literally from the ground up. More than 12,000 tons of bottom ash—a granular byproduct of combustion in coal-fired power plants—were reclaimed from a local landfill to be used for the building's sub-base. By the project's completion, the design and construction team had recycled 941 of the 964 tons of waste generated during the building's construction. The result was a net reduction in the volume of landfill material—Carron reports that the company pulled 500 times more material out of the landfill than it put back into it.
The DC has no air conditioning system, relying instead on a state-of-the-art ventilation system and fans the size of helicopter rotors that circulate air in the building to keep it cool in the summer. A specially designed HVAC system ensures optimal indoor air quality and efficient energy use, and a white thermoplastic polyolefin (TPO) roof and extra insulation at R-27 help to reduce solar heat gain within the building.
Faucets in the DC's restrooms and break room reduce the flow of water to one-half gallon per minute, and together with waterless urinals resulted in a 51-percent savings in water usage over the minimum legal baseline. The building's energy-efficient lighting system incorporates fluorescent high-bay fixtures and motion-activated occupancy sensors. Combined with a high-gloss floor finish and a white-painted interior, these features help drive down energy costs. According to the company, the new DC uses 40 percent less energy and 50 percent less water than a typical DC of its size.
The company has also committed to buying green power. All electricity at the new DC is generated by alternative energy sources, including solar, wind, and biomass, which equates to a reduction of 3.2 million pounds of carbon dioxide. Carron says it is the only DC of its size in the United States to make this claim.
Not going for the gold
Though justifiably proud of the DC's LEED certification, the company insists that the project was not about going for the gold. "We never set out to obtain a gold-level certification," says Harold Miller, regional operations manager for JohnsonDiversey and the project leader for the DC's construction. "Our object was to be certified. We never felt we'd hit the gold level. We didn't want to pay our way to obtain a certain level of certification; we wanted each decision we made to be cost justified."
In fact, the JohnsonDiversey team considered but rejected a number of common green features during the planning and design process. For example, they passed on a rainwater collection system, which has turned out to be no great loss. More than 70 percent of the 38-acre site has been landscaped with native and adaptive plants that don't require irrigation.
Company executives also took a pass on skylights because the 10-year payback exceeded the three- to five-year time frame the company was looking for. Solar panels also didn't make the cut, although the company plans to look at the technology down the road as a possible building retrofit as the price of solar equipment drops.
Even without solar panels, the DC's energy savings promise to be impressive. The company expects to save more than $100,000 a year on energy costs over a typical DC of its size. It also expects that the facility will be much more productive than traditional DCs.
"It's highly competitive to build green and this project proves that," says Carron. "We have not only created a much better working environment, but one that undoubtedly will improve productivity as well."
one truck, one invoice … one DC
Along with securing the company's reputation as an eco-friendly business, JohnsonDiversey's newly opened DC has given supply chain performance a boost. That's partly a result of efficiencies gained through consolidation. The new 550,000-square-foot DC replaced four other buildings in the Racine (Wis.) area that had been used to store the company's cleaning and maintenance products. Geography has been a factor as well. The new DC is located just under a mile from Waxdale, the company's flagship manufacturing plant, which has cut travel times and enhanced the speed and efficiency of the distribution process.
"There were a lot of drivers and synergies from consolidating four locations into one," says Stu Carron, the company's director of global facilities and real estate. "The transportation costs from shuttling products between the manufacturing plant and the different DCs were significant, so that's been another cost savings."
It also helps that the new DC was designed for fast throughput. It features 55 loading docks and staging for 118 tractor-trailers—a significant capacity increase over the four previous warehouses, where backlogs in processing trucks were once common.
"Great customer service is the name of the game and this new center delivers," says JohnsonDiversey President and CEO Ed Lonergan. "We call it one truck, one invoice. Customers order one time. They receive one invoice with their order on one truck. That's a huge improvement in service to customers and our operational efficiency."
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."