Five years ago, nothing much came between the Calvin Klein Cosmetics DC and a looming operational disaster. But a flashy pick-to-light system brought some much-needed direction to the order pickers' daily rounds.
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.
When Mark Farrell first arrived at Calvin Klein Cosmetics in 1998, he realized he was looking at a candidate for a serious makeover. But the subject wasn't a customer in need of some eyebrow shaping, a little contouring powder or a new color palette; rather, it was an order-picking process that had fallen sadly behind the times.
At that time, the company, now a subsidiary of Unilever Cosmetics International (UCI), was about to launch a new product line, Calvin Klein's color enhancing makeup and skin care products. Farrell, who had just been hired as the company's operations manager, knew that if he didn't do something fast, the 120,000-square-foot Mt. Olive, N.J., distribution center would almost certainly be overwhelmed. "When I started with UCI," he says, "we were picking these kinds of products manually, with paper." But paper wasn't going to cut it when orders for the new cosmetics started pouring in.
What turned things around in short order was a flashy "pick-to light" system from Acworth, Ga.-based Kingway Material Handling, which provided beacons mounted in the storage racks to direct the order picking. In a pick-to-light operation, a computer electronically reads the order pick tickets, determines the best picking sequence and transmits signals to lights on the storage racks. Those flashing lights then guide workers to the items to be picked and indicate the quantity needed. Once the items have been selected, the order picker presses a button so that the computer can verify that the order was picked correctly.
Kingway's system, called Computer Assisted Picking System (CAPS), is designed specifically for operations like UCI's that require split-case—as opposed to full-case—picking of medium-and fast moving items. In recent years, customers like the Dillards and Saks Fifth Avenue department store chains have stepped up the frequency of t heir orders and begun ordering smaller quantities than they did in the past. Today, split-case orders make up almost three-quarters of UCI's domestic order volume.
That only makes the DC manager's job harder. Picking split-case orders accurately requires more time and more labor than picking full cases. Accuracy is an issue too. In the cosmetics business, product packaging for different stock-keeping units tends to be similar, making it tough to distinguish one from the next and making it all too easy for pickers to select the wrong item.
A pick-to-light system addresses those problems: UCI reports that its picking accuracy is now greater than 99.99 percent, provided that the pick locations are replenished promptly and correctly. Productivity has soared, too. The initial implementation of CAPS doubled picking productivity, the cosmetics company reports, and enhancements made in 2000 resulted in another 50-percent improvement. Today, says Farrell, "there's never idle time for the pickers. They're always productive. But without the pick-to-light system, I don't know how we'd do it."
Easy picking
There's no question that CAPS makes workers' lives easier: Since the pick display is mounted and stationary, the picker doesn't have to carry a piece of paper, pencil, RF terminal or other data-collection equipment. Pickers quickly get into the rhythm of identifying which pick-faces contain the items needed for the next order, picking the correct quantity, and pushing the display button to indicate the item has been picked.
Errors are down, too. "We don't see the number of picking errors that we did before because the systemen ables pickers to stay focused on the product and quantity they need to pick," says Farrell. "Under the old sys tem, the pickers had to carry pick slips, drop their eyes to read them, and then l ook up again at the product; it was easy to make mistakes. Now, with the pick-to-light system, pickers can use both hands for order selection."
Not only has CAPS reduced SKU picking errors, but it has made quantity picking errors a thing of the past. CAPS passes each order over an inmotion scale that can determine the expected weight for the designated quantity of items for each order. If the scale detects a weight discrepancy outside of the allowed tolerance, the system kicks the order to a side conveyor for auditing.
"We did a study with our pick-to-light system,and whenever a box is kicked out it's almost always a case error," says Kevin Whalen, a system engineer at UCI. "We never have SKU substitutions with the pick-to-light system."
Adjustable CAPS
Of course, it's one thing to design a system that handles a reasonably predictable workload and quite another to set something up that can accommodate wide fluctuations in activity. UCI says CAPS has proved both flexible and scalable. When ever UCI has run up against a change in distribution requirements, Kingway has been able to modify CAPS to meet the challenge. For example, when the Mt. Olive DC began to stock more SKUs, forcing the company to start using all available pick locations, the facility encountered a problem with the pick locations nearest the ground. In the typical pick-to-light configuration, the light display is mounted below the corresponding pick-face. But with this configuration, the display for the floor locations would be close to the pickers' feet and leave the lights exposed to damage.
In a project dubbed the "color initiative" because it dealt with Klein's color-enhancing line of cosmetics, Kingway devised a way to mount two sets of light displays on one shelf about waist-high. The two sets of light displays were then individually color-coded to avoid confusion: red lights for product to be picked above the display, green lights for item s below. Without this modification, UCI would have been forced to abandon the pick locations at the pickers' feet.
Kingway has helped UCI out in other ways as well. Three years ago, the vendor scaled down UCI's pick displays from the 73/4 inch standard to 31/2 inches, enabling UCI to increase the number of pick locations per shelf from six to 12, doubling the number of picks per aisle.
"They wanted to set up an individual pick line for what they had forecast to be fast-moving, very small products," says Ralph Henderson, national sales manager for Kingway. "The challenge was the high density; they needed to put 10 items across in a carton shelf flow rack. In the past we couldn't do that because the electronic components were too big. So we redesigned that piece of hardware to accommodate their request."
As for the system's inner workings, the CAPS software resides on a Unix server that is interfaced with UCI's Trendsetter warehouse management system (WMS), which was developed by Computer Task Group's Melbourne, Fla.-based logistics division. With help from the WMS, CAPS is able to establish multiple pick locations for a single SKU when needed. This feature is especially helpful during a new product launch when demand for an item can be extremely high. Because it has a choice of pick locations for a single item across several zones,CAPS is able to balance the workload for picking that item. When an order is dropped, CAPS receives a message telling it the best location from which to pick the product in order to avoid congestion at a single pick location.
Time and temps
Because CAPS requires little training, it's an easy matter for the Mt. Olive DC to bring in temporary workers during peak periods."Other UCI DCs that don't use a pick-to-light system spend valuable time bringing temps up to speed," says UCI's Len Westerman, former project manager for CAPS. "We can bring in temps and not miss a beat."
The CAPS setup even helps UCI maintain package integrity. In the cosmetics industry, image and packaging are everything. If a box is even slightly crushed, consumers won't buy it. According to Farrell, other material handling shelving solutions - like A-frames - that facilitate picking productivity but require stacking of product don't measure up to pick-to-light solutions when it comes to ensuring package integrity.
"We're very conscious of our packaging," says Farrell. "You simply should not dispense fragrances and some cosmetics through an A-frame, which I've seen companies try to do, because you risk damage to the packaging. Pick-tolight is the best solution for our products."
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.