Analysts may be divided on how to classify the newest supply chain applications. But no one denies that sales of event and performance management software are about to explode.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
With a hurricane bearing down on a busy Asian port, a ship operator is forced to scuttle its regular sailing schedule, delaying the departure of a U.S.-bound vessel loaded with electronic components. But the consignee doesn't have to wait long to find out about the delay. At the first sign of trouble, its event management software application sends out an alert to the company's logistics managers. It then sends out a recommendation that they reallocate stock in the U.S. warehouse in order to meet a delivery commitment to an important customer.
Afterward, during a routine review of shipping performance, the importer's performance management application notes that the hurricane-delayed shipment was only the latest in a long series of shipping problems. In fact, it notes that the overseas factory has routinely made expedited air shipments to the United States, rather than using standard ocean service. An analysis of the factory's inventory and production schedules reveals that the root cause of the repeated use of expedited service was a shortage of a critical part. The software recommends that the factory increase its safety stocks of that key part to keep the production line running and hold down shipping costs.
That might sound like a futuristic scenario, but it's already taking place in shipping operations across the country. Just as they installed warehouse and transportation management software a few years back to streamline their order fulfillment and freight operations, companies are now installing event management and performance management software that will allow them to respond instantly when things go awry. "Companies have come to the realization that to thrive today, it's not just about having a good plan," says Randy Littleson, vice president of marketing at Kinaxis, a software maker based in Ottawa, Ontario. "It's about responding when the plan does not go as predicted."
Early detection
That's exactly what these two software applications are designed to do—detect, diagnose, and resolve performance exceptions. The first type, event management software, collects data in real time from multiple sources so that it can monitor a shipment's progress against predetermined milestones, such as the ship date, and notify supply chain managers if an event fails to take place on schedule. The more sophisticated versions of the software enable companies to respond to exceptions as well.
After a shipment has been completed, the second application, supply chain performance management software, takes over. This type of software measures events after the fact and compares them against pre-set benchmarks to assess adherence to standards. These benchmarks can cover any function or activity in the supply chain. For example, if standard performance for a warehouse is to pick and ship 1,000 items an hour, the software will notify managers if performance slips to 800.
"It's used to manage performance of both internal and external supply chains," says Dushyant Mehra, a senior analyst with the research firm Frost & Sullivan. "It helps companies detect and diagnose exceptions before they become a problem."
Taking the lead
The dominant players in this segment of the software market are SAP and Infor, according to a market research report released by Frost & Sullivan in March. SAP, one of the bestknown makers of business software, has been selling event management software as part of its solution set since 2001. Today, about 200 SAP customers around the world employ the application to keep tabs on supply chain movements. If an event—say, a shipment—does not take place as scheduled, the program will alert a manager by such means as an e-mail or a fax.
"You can track and monitor processes with the software," says Tobias Goetz, a business developer for SCM solution management who's located at SAP's headquarters in Walldorf, Germany. "We are also extracting data from event management software and doing aggregate reporting. So you can determine, for example, the average time [for a shipment] to go from A to B."
Infor Global Solutions, a major software maker based in Alpharetta, Ga., also markets an event management software application. Developed a couple of years ago, the event management system lets the user set up event triggers in a database with instructions to alert a designated person if an exception occurs, says Andrew Kinder, Infor's director of product marketing for supply chain management. The event management application is designed to work with software from a variety of vendors.
Along with its event management system, Infor also offers a performance management application that allows manufacturers, retailers, and distributors to assess execution in planning, budgeting, forecasting, and logistics. This Webbased application draws data from enterprise resource planning and other supply chain applications, whether they're Infor's own systems or those supplied by other vendors. The program compares the data against key performance indicators (KPIs) selected by the user. Christina McKeon, Infor's director of product marketing for performance management, reports that inventory turnover and warehouse labor forecast accuracy are popular KPIs.
Jumping in the game
SAP and Infor may be the dominant players in this market, but they've got plenty of competition. For example, Dallas-based newcomer Blue Sky Logistics Inc. also offers event and performance management applications. Those applications sit on top of other software, such as enterprise resource planning (ERP) systems, warehouse management systems (WMS), and transportation management systems (TMS). Along with sending out alerts when an exception occurs, the software can analyze the reasons for recurring problems. "Not only does it tell me that the order was only 97.6 percent perfect, it tells me why," says Steve Hensley, president of Blue Sky Logistics. "The cause could be the labor force is not effective in getting picks done. Or you don't have enough equipment. It gives the root cause as to why you're falling short."
Other vendors have included event and performance management features in existing software. For example, global trade management software vendor QuestaWeb of Westfield, N.J., offers both event monitoring and a diagnostic capability to suggest a corrective action, such as contacting customs or a customs broker, when an event does not happen as planned.
A few companies have even begun to close the loop between these types of systems. For example, the Canadian software supplier Kinaxis has developed an application, RapidResponse, that connects the event management system to a performance management engine. The application sends out an alert and then diagnoses the problem, generally offering a number of possible fixes. "It sees the problem, then tries to solve it," says Dwight Klappich, an analyst in the Atlanta office of Gartner Research. "It has taken event management from just identifying problems to solving them."
The RapidResponse application uses "live" scorecards set up by the user to measure activities in real time, says Littleson. For example, the application might send out an alert that a scheduled order drop for a part can't be met. The program would then suggest alternatives. The company could expedite shipping of the same part from another warehouse or could locate the part being built by a contract manufacturer to have it fill the current order with product originally intended for another customer.
A number of contract manufacturers have already deployed the Kinaxis application to help control their worldwide supply chains, says Littleson. The application can be accessed through the Web on a software-as-a-service basis or installed on a company's own server.
Class differences
Analysts say the future looks bright for event and performance management software. Mehra, for example, projects that sales will swell from $600 million at the end of 2006 to $1.8 billion by 2013. "Overall, [this] segment is expected to grow at a faster rate than the supply chain planning (SCP) and supply chain execution (SCE) segments," he says.
In fact, Mehra believes these applications have reached the point where they should no longer be considered a subset of other supply chain applications. In the March Frost & Sullivan market report, World Supply Chain Management Software and Services Markets, he argued that, based on their rate of growth, event management and performance management supply chain applications deserve their own class—a category he calls "Supply Chain Coordination."
Not everyone agrees. Analyst John Fontanella of Boston-based AMR Research, for example, doesn't see a big future for these "coordination" programs as stand-alone applications. He says it's far more likely that both event and performance management will be absorbed into other supply chain applications as features. The market is already moving in that direction, he says. "A lot of supply chain applications have some level of analytics built in that can be used to determine the performance of the function that application is involved in."
Klappich of Gartner Research also thinks event management capabilities will likely be incorporated into other supply chain applications, like transportation management systems. "Companies today expect visibility to be part of any transportation solution," he says. "We'll see less event management as a stand-alone category because it will just become a software function."
But it could be a different story with performance management software, he says. Although Klappich expects to see performance management features incorporated into more warehouse management systems, he also sees a future for stand-alone performance management software packages if they focus on cross-functional performance across the supply chain. In fact, he predicts that major vendors outside the supply chain space—companies like Cognos, which makes financial performance software—will enter the supply chain market with performance applications.
Mehra concedes that performance and event management applications may someday be absorbed into other supply chain solutions, but he says that it won't happen right away. "It will take some time for this trend to develop," he contends.
But no matter how they're sold—as stand-alone applications or as features in other business software solutions—it seems clear that event and performance management will continue to gain traction. When used in conjunction with planning and execution software, these "coordination" applications hold great promise for helping optimize the supply chain.
"There is an increasing preference for supply chain solutions that integrate collaboration between planning, execution, and coordination of the entire supply chain network," Mehra wrote in the Frost & Sullivan report. "By using technology to decide on the appropriate courses of action and then acting rapidly on these decisions, businesses can satisfy their customers' requirements better and deliver the product at the appropriate place and time."
it's on the list
The applications may be relatively new to the market, but DC VELOCITY readers have already put event and performance management software on their shopping lists. More than two-thirds (69 percent) of the respondents to a recent survey said their companies were planning to buy supply chain performance management software in the next 12 months. Four out of 10 respondents (43 percent) said they planned to buy supply chain event management software in the same period.
Plans to invest in performance management software appear to be driven by a desire to boost efficiency. When asked to indicate their primary reason for buying the software, 36 percent of the respondents said they hoped to streamline their supply chain operations. Another 26 percent cited the desire to manage costs better.
When it comes to event management software, it appears that the need for better visibility is sparking the demand. When asked to identify their primary reason for buying event management software, 45 percent of the respondents said it was to obtain a better view of products as they move through the supply chain. Another 24 percent said they hoped to reduce costs.
The survey also asked about respondents' current usage of these two applications. Only 16 percent of the survey respondents said their companies were using event management applications, while 14 percent were using performance management software. By way of comparison, some 66 percent of the respondents have a warehouse management system (WMS) in place, 45 percent a transportation management system (TMS), and 41 percent an enterprise resource planning (ERP) package. Thirty-six percent are using demand planning software and 32 percent inventory planning.
A third of the survey respondents (32 percent) worked in manufacturing. Service providers, such as third-party logistics service companies, motor carriers, and warehouse operators, made up the next largest group of survey respondents (28 percent).
A move by federal regulators to reinforce requirements for broker transparency in freight transactions is stirring debate among transportation groups, after the Federal Motor Carrier Safety Administration (FMCSA) published a “notice of proposed rulemaking” this week.
According to FMCSA, its draft rule would strive to make broker transparency more common, requiring greater sharing of the material information necessary for transportation industry parties to make informed business decisions and to support the efficient resolution of disputes.
The proposed rule titled “Transparency in Property Broker Transactions” would address what FMCSA calls the lack of access to information among shippers and motor carriers that can impact the fairness and efficiency of the transportation system, and would reframe broker transparency as a regulatory duty imposed on brokers, with the goal of deterring non-compliance. Specifically, the move would require brokers to keep electronic records, and require brokers to provide transaction records to motor carriers and shippers upon request and within 48 hours of that request.
Under federal regulatory processes, public comments on the move are due by January 21, 2025. However, transportation groups are not waiting on the sidelines to voice their opinions.
According to the Transportation Intermediaries Association (TIA), an industry group representing the third-party logistics (3PL) industry, the potential rule is “misguided overreach” that fails to address the more pressing issue of freight fraud. In TIA’s view, broker transparency regulation is “obsolete and un-American,” and has no place in today’s “highly transparent” marketplace. “This proposal represents a misguided focus on outdated and unnecessary regulations rather than tackling issues that genuinely threaten the safety and efficiency of our nation’s supply chains,” TIA said.
But trucker trade group the Owner-Operator Independent Drivers Association (OOIDA) welcomed the proposed rule, which it said would ensure that brokers finally play by the rules. “We appreciate that FMCSA incorporated input from our petition, including a requirement to make records available electronically and emphasizing that brokers have a duty to comply with regulations. As FMCSA noted, broker transparency is necessary for a fair, efficient transportation system, and is especially important to help carriers defend themselves against alleged claims on a shipment,” OOIDA President Todd Spencer said in a statement.
Additional pushback came from the Small Business in Transportation Coalition (SBTC), a network of transportation professionals in small business, which said the potential rule didn’t go far enough. “This is too little too late and is disappointing. It preserves the status quo, which caters to Big Broker & TIA. There is no question now that FMCSA has been captured by Big Broker. Truckers and carriers must now come out in droves and file comments in full force against this starting tomorrow,” SBTC executive director James Lamb said in a LinkedIn post.
The “series B” funding round was financed by an unnamed “strategic customer” as well as Teradyne Robotics Ventures, Toyota Ventures, Ranpak, Third Kind Venture Capital, One Madison Group, Hyperplane, Catapult Ventures, and others.
The fresh backing comes as Massachusetts-based Pickle reported a spate of third quarter orders, saying that six customers placed orders for over 30 production robots to deploy in the first half of 2025. The new orders include pilot conversions, existing customer expansions, and new customer adoption.
“Pickle is hitting its strides delivering innovation, development, commercial traction, and customer satisfaction. The company is building groundbreaking technology while executing on essential recurring parts of a successful business like field service and manufacturing management,” Omar Asali, Pickle board member and CEO of investor Ranpak, said in a release.
According to Pickle, its truck-unloading robot applies “Physical AI” technology to one of the most labor-intensive, physically demanding, and highest turnover work areas in logistics operations. The platform combines a powerful vision system with generative AI foundation models trained on millions of data points from real logistics and warehouse operations that enable Pickle’s robotic hardware platform to perform physical work at human-scale or better, the company says.
Bloomington, Indiana-based FTR said its Trucking Conditions Index declined in September to -2.47 from -1.39 in August as weakness in the principal freight dynamics – freight rates, utilization, and volume – offset lower fuel costs and slightly less unfavorable financing costs.
Those negative numbers are nothing new—the TCI has been positive only twice – in May and June of this year – since April 2022, but the group’s current forecast still envisions consistently positive readings through at least a two-year forecast horizon.
“Aside from a near-term boost mostly related to falling diesel prices, we have not changed our Trucking Conditions Index forecast significantly in the wake of the election,” Avery Vise, FTR’s vice president of trucking, said in a release. “The outlook continues to be more favorable for carriers than what they have experienced for well over two years. Our analysis indicates gradual but steadily rising capacity utilization leading to stronger freight rates in 2025.”
But FTR said its forecast remains unchanged. “Just like everyone else, we’ll be watching closely to see exactly what trade and other economic policies are implemented and over what time frame. Some freight disruptions are likely due to tariffs and other factors, but it is not yet clear that those actions will do more than shift the timing of activity,” Vise said.
The TCI tracks the changes representing five major conditions in the U.S. truck market: freight volumes, freight rates, fleet capacity, fuel prices, and financing costs. Combined into a single index indicating the industry’s overall health, a positive score represents good, optimistic conditions while a negative score shows the inverse.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
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."