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.
Want to drive a hydrogen-powered car? Be prepared to wait 10 years or so. Want to drive a hydrogen-powered forklift? Just step in to your nearest distribution center. If it isn't testing out forklifts powered by hydrogen fuel cell technology today, it might be soon.
Hydrogen fuel cell technology is fast making inroads in North America's manufacturing and distribution operations, where fuel cell-powered lift trucks are quietly taking their place beside their battery- powered counterparts. This April, retail giant Wal-Mart expects to take delivery of an unspecified number of fuel cells from Plug Power Inc. that will be used to power pallet trucks at its food distribution center in Washington Court House, Ohio. The purchase follows an in-depth pilot program at two Wal-Mart DCs in Ohio in late 2006. In those trials, 12 fuel cell-powered pallet trucks operated under regular working conditions for more than four months, logging more than 18,000 hours and 2,100 indoor fuelings by pallet truck operators.
In South Carolina, the Greater Columbia Fuel Cell Challenge just concluded the last of six individual twoweek trials with fuel cell-powered lift trucks. Organizers of the Fuel Cell Challenge, which is aimed at making the Greater Columbia area a hotbed of fuel cell development, expect to run more trials this year. The Department of Defense has also put in an order for fuel cell-powered lift trucks to be used at its facilities in California and Virginia, and fuel cell trucks are already in use at a General Motors facility in Canada.
In New York, Raymond Corp. has been testing a fuel cell-powered lift truck since last summer. Raymond, a lift truck maker that's owned by Toyota, recently added two more vehicles, the latest in December. Raymond's fuel cell lab will run at least four fuel cell trucks from multiple suppliers for two years, measuring performance and reliability in specific applications. In May, Raymond opened an onsite indoor refueling facility for fuel cells. The refueling station, which is located at Raymond's Greene, N.Y., manufacturing facility, is the first such refueling center in the state.
All of this has led Wall Street analyst Brannon Cook to predict big things for fuel cells in the distribution arena. The JPMorgan Chase analyst says that although fuel cell technology has proved more expensive to develop than initially expected, the demand from certain markets is growing.
In a research report, Cook says he believes that cars powered by fuel cells are "over a decade away from pre-commercial adoption," but that demand from smaller markets, like forklifts and backup power, is growing.
Wal-Mart's green machines
Some of that demand is likely to come from Wal-Mart. "We've seen how fuel cells can improve efficiency in our distribution centers while enabling us to be more responsible global citizens," says Johnnie Dobbs, Wal-Mart's executive vice president of logistics and supply chain. "Wal-Mart is focused on finding ways to improve our relationship with the environment throughout our operations. Our hope is that our investment in fuel cell technology will encourage its development as a viable option to existing technologies."
Along with corporations like Wal-Mart, states and municipalities are investing in the technology. In fact, Wal- Mart chose the Washington Court House, Ohio, DC for its upcoming fuel cell tests in order to take advantage of funding from the state of Ohio. Ohio recently awarded a grant to fuel cell vendor Plug Power Inc. and its Cellex subsidiary in an effort to increase the viability of fuel cells. "The funding is to help us not only to move the technology forward, but to prove the cost effectiveness locally at distribution centers," says Tom Hoying, vice president of sales and customer operations for Plug Power's Motive Power Division.
In the Wal-Mart tests, the cell-powered lift trucks will be refueled at an indoor refueling station. Drivers will simply pull up to a hydrogen pump, much the way automobile drivers pull up to the pump at a gas station. A compression system located outside the DC will allow for the onsite generation of hydrogen, something made possible by the state funding.
As for Plug Power's next venture, Hoying says the company is preparing for an "early commercial release" of a product for use in the food, retail, and mass-merchandising sectors this spring. Testing at six companies will begin in April, and Hoying expects many of those companies to place initial orders in the second half of the year.
"The key thing is making sure the technology does what the customer needs it to do, and that when it goes down, you can resolve problems quick enough so they aren't experiencing any down time," says Hoying. "If [the technology] works, demand will be very strong."
So far at least, the technology appears to be delivering on its promise. Roy Eckmeier, senior manager of operations at FedEx Express, says he's been pleasantly surprised by his company's experience using fuel cells provided by Hydrogenics on its fleet of Hyster lift trucks. "Until now, we've operated heavy equipment with battery or propane power, but we recently began using hydrogen power," says Eckmeier. "As with any new technology, the first concern we had was [whether it would] operate as well as the equipment we have presently. Our experience to date has been that there has been relatively no difference between the fuel cell technology and the equipment we have used previously."
Lots to like
It's not hard to see why companies are interested in experimenting with fuel cells. Aside from the environmental benefits (see sidebar), fuel cell-powered lift trucks offer a number of operating advantages. For starters, they're able to operate at full power up until the moment the cell runs out of fuel, much the way a car does before it runs out of gas. Lift trucks powered by traditional batteries, by contrast, tend to lose power toward the end of each shift as the battery wears down, which can become a drag on productivity.
Fuel cells also have the advantage over batteries when it comes to refueling. While it can take 20 minutes or longer to change a battery, a fuel cell can be recharged in a matter of minutes. In the Greater Columbia Fuel Cell Challenge project, for instance, drivers generally were able to refuel the trucks in a minute or two and be on their way. In addition, fuel cells eliminate the headaches surrounding the proper disposal of lead acid batteries.
Bruce Mantz, who operates third-party logistics service provider Automated Distribution Systems, adds that fuel cells can also save DC operations valuable space. With fuel cells, there's no need for a separate storage area to house the units when they're not in use (as there is with batteries). In the Wal-Mart trial, for example, the indoor fuel dispensing area required just 200 square feet of floor space, compared with the 4,000 square feet needed for the lead acid battery room. That's a major consideration for a 3PL operation like Mantz's, where every square inch of DC floor space represents a revenue opportunity.
A tough cell
Though fuel cells are getting generally high marks from users, the technology still has some obstacles to overcome. A user in the South Carolina trial had to shut down its test when high temperatures in the non-air-conditioned distribution center began to affect the fuel cell's performance. Fuel cell testers also report that replacing batteries with fuel cells changes the characteristics of a lift truck. Before they can send a truck that's been converted to fuel cell power out onto the floor, they have to re-do their calculations for load center and stability, taking the fuel cell into consideration.
Then there's the cost. Although the price of outfitting a truck with a fuel cell power pack is about half what it was two years ago—and continues to decline—it can still run to about $40,000 per truck, or about 10 times the price of a conventional lead acid battery. In addition, it can cost $100,000 or more to equip a building with a hydrogen storage tank, compressor, and dispensing system. Cook notes that both technological advances and price decreases are taking longer than expected, which has given rise to charges that the technology has failed to live up to the hype.
Those charges will sound familiar to anyone who followed the RFID market in the early days, back when Wal-Mart first began testing the technology. What happened with RFID may offer some clues to fuel cell technology's future. With the Behemoth of Bentonville as its champion, RFID soon took off. Prices dropped, technological advancements were made, and reliability issues were resolved. Today, RFID is slowly but steadily becoming embedded in supply chain operations from coast to coast.
The hope is that Wal-Mart can do the same for fuel cells. And at least one industry player thinks that's precisely what the retail giant has in mind. Commenting on the retailer's commitment to the fuel cell trials, Hoying of Plug Power has this to say: "Wal-Mart's commitment [to the technology] shows their strong interest in seeing fuel cells brought into the mainstream materials handling industry."
goodbye, air pollution?
The continued development of hydrogen fuel cells for lift trucks won't cut down on traffic congestion, but the air we breathe could be cleaner in 10 or 15 years if the technology takes off as expected.
How much of a difference could the technology make? A new study sponsored by fuel cell makers Plug Power Inc. and Ballard Power Systems could offer some clues. Last year, the two collaborated on research to evaluate the potential impact of hydrogen fuel cell technology on greenhouse gas emissions, focusing on the fuel cell applications that are most likely to see near-term commercial use (which included material handling as well as residential cogeneration, backup power systems, and public transit buses). The study's results showed that global greenhouse gas reductions from these combined applications could be in the range of 31 million to 116 million metric tons through the year 2025, assuming a baseline level of hydrogen production. A reduction in greenhouse gases of that magnitude would be the equivalent of removing between 1.4 million and 5.6 million cars from roadways around the world.
"Our analysis provides a view of realistic environmental benefits that can be anticipated from fuel cell adoption in commercial markets," said John Sheridan, president of Ballard, in a statement announcing the study's results. "There are a range of market applications for which fuel cell-based products provide competitive advantage, while at the same time significantly reducing [greenhouse gas] emissions."
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
Keith Moore is CEO of AutoScheduler.AI, a warehouse resource planning and optimization platform that integrates with a customer's warehouse management system to orchestrate and optimize all activities at the site. Prior to venturing into the supply chain business, Moore was a director of product management at software startup SparkCognition. He is a graduate of the University of Tennessee, where he earned a Bachelor of Science degree in mechanical engineering.
Q: Autoscheduler provides tools for warehouse orchestration—a term some readers may not be familiar with. Could you explain what warehouse orchestration means?
A: Warehouse orchestration tools are software control layers that synthesize data from existing systems to eliminate costly delays, streamline inefficient workflows, and [prevent the waste of] resources in distribution operations. These platforms empower warehouses to optimize operations, enhance productivity, and improve order accuracy by dynamically prioritizing work continuously to ensure that the operation is always running optimally. This leads to faster trailer turn times, reduced costs, and a network that runs like clockwork, even during fluctuating demands.
Q: How is orchestration different from a typical warehouse management system?
A: A warehouse management system (WMS) focuses on tracking inventory and managing warehouse operations. Warehouse orchestration goes a step further by integrating and optimizing all aspects of warehouse activities in a capacity-constrained way. Orchestration provides a dynamic, real-time layer that coordinates various systems and processes, enabling more agile and responsive operations. It enhances decision-making by considering multiple variables and constraints.
Q: How does warehouse orchestration help facilities make their workers more productive?
A: Two ways to make labor in a warehouse more productive are to work harder and to work smarter. For teams that want to work harder, most companies use a labor management system to track individual performances against an expected standard. Warehouse orchestration technology focuses on the other side of the coin, helping warehouses "work smarter."
Warehouse orchestration technology optimizes labor by providing real-time insights into workload demands and resource availability based on actual fluctuating constraints around the building. It enables dynamic task assignments based on current priorities and worker skills, ensuring that labor is allocated where it's needed most, even accounting for equipment availability, flow constraints, and overall work speed. This approach reduces idle time, balances workloads, and enhances employee productivity.
Q: How can visibility improve operations?
A: Due to the software ecosystem in place today, most distribution operations are highly reactive environments where there is always a "hair on fire" problem that needs to be solved. By leveraging orchestration technologies, this problem is mitigated because you're providing the site with added visibility into the past, present, and future state of the operation. This opens up a vast number of doors for distribution leadership. They go from learning about a problem after it's happened to gaining the ability to inform customers and transportation teams about potential service issues that are 24 hours away.