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."
The Port of Oakland has been awarded $50 million from the U.S. Department of Transportation’s Maritime Administration (MARAD) to modernize wharves and terminal infrastructure at its Outer Harbor facility, the port said today.
Those upgrades would enable the Outer Harbor to accommodate Ultra Large Container Vessels (ULCVs), which are now a regular part of the shipping fleet calling on West Coast ports. Each of these ships has a handling capacity of up to 24,000 TEUs (20-foot containers) but are currently restricted at portions of Oakland’s Outer Harbor by aging wharves which were originally designed for smaller ships.
According to the port, those changes will let it handle newer, larger vessels, which are more efficient, cost effective, and environmentally cleaner to operate than older ships. Specific investments for the project will include: wharf strengthening, structural repairs, replacing container crane rails, adding support piles, strengthening support beams, and replacing electrical bus bar system to accommodate larger ship-to-shore cranes.
The Florida logistics technology startup OneRail has raised $42 million in venture backing to lift the fulfillment software company its next level of growth, the company said today.
The “series C” round was led by Los Angeles-based Aliment Capital, with additional participation from new investors eGateway Capital and Florida Opportunity Fund, as well as current investors Arsenal Growth Equity, Piva Capital, Bullpen Capital, Las Olas Venture Capital, Chicago Ventures, Gaingels and Mana Ventures. According to OneRail, the funding comes amidst a challenging funding environment where venture capital funding in the logistics sector has seen a 90% decline over the past two years.
The latest infusion follows the firm’s $33 million Series B round in 2022, and its move earlier in 2024 to acquire the Vancouver, Canada-based company Orderbot, a provider of enterprise inventory and distributed order management (DOM) software.
Orlando-based OneRail says its omnichannel fulfillment solution pairs its OmniPoint cloud software with a logistics as a service platform and a real-time, connected network of 12 million drivers. The firm says that its OmniPointsoftware automates fulfillment orchestration and last mile logistics, intelligently selecting the right place to fulfill inventory from, the right shipping mode, and the right carrier to optimize every order.
“This new funding round enables us to deepen our decision logic upstream in the order process to help solve some of the acute challenges facing retailers and wholesalers, such as order sourcing logic defaulting to closest store to customer to fulfill inventory from, which leads to split orders, out-of-stocks, or worse, cancelled orders,” OneRail Founder and CEO Bill Catania said in a release. “OneRail has revolutionized that process with a dynamic fulfillment solution that quickly finds available inventory in full, from an array of stores or warehouses within a localized radius of the customer, to meet the delivery promise, which ultimately transforms the end-customer experience.”
Commercial fleet operators are steadily increasing their use of GPS fleet tracking, in-cab video solutions, and predictive analytics, driven by rising costs, evolving regulations, and competitive pressures, according to an industry report from Verizon Connect.
Those conclusions come from the company’s fifth annual “Fleet Technology Trends Report,” conducted in partnership with Bobit Business Media, and based on responses from 543 fleet management professionals.
The study showed that for five consecutive years, at least four out of five respondents have reported using at least one form of fleet technology, said Atlanta-based Verizon Connect, which provides fleet and mobile workforce management software platforms, embedded OEM hardware, and a connected vehicle device called Hum by Verizon.
The most commonly used of those technologies is GPS fleet tracking, with 69% of fleets across industries reporting its use, the survey showed. Of those users, 72% find it extremely or very beneficial, citing improved efficiency (62%) and a reduction in harsh driving/speeding events (49%).
Respondents also reported a focus on safety, with 57% of respondents citing improved driver safety as a key benefit of GPS fleet tracking. And 68% of users said in-cab video solutions are extremely or very beneficial. Together, those technologies help reduce distracted driving incidents, improve coaching sessions, and help reduce accident and insurance costs, Verizon Connect said.
Looking at the future, fleet management software is evolving to meet emerging challenges, including sustainability and electrification, the company said. "The findings from this year's Fleet Technology Trends Report highlight a strong commitment across industries to embracing fleet technology, with GPS tracking and in-cab video solutions consistently delivering measurable results,” Peter Mitchell, General Manager, Verizon Connect, said in a release. “As fleets face rising costs and increased regulatory pressures, these technologies are proving to be indispensable in helping organizations optimize their operations, reduce expenses, and navigate the path toward a more sustainable future.”
Businesses engaged in international trade face three major supply chain hurdles as they head into 2025: the disruptions caused by Chinese New Year (CNY), the looming threat of potential tariffs on foreign-made products that could be imposed by the incoming Trump Administration, and the unresolved contract negotiations between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX), according to an analysis from trucking and logistics provider Averitt.
Each of those factors could lead to significant shipping delays, production slowdowns, and increased costs, Averitt said.
First, Chinese New Year 2025 begins on January 29, prompting factories across China and other regions to shut down for weeks, typically causing production to halt and freight demand to skyrocket. The ripple effects can range from increased shipping costs to extended lead times, disrupting even the most well-planned operations. To prepare for that event, shippers should place orders early, build inventory buffers, secure freight space in advance, diversify shipping modes, and communicate with logistics providers, Averitt said.
Second, new or increased tariffs on foreign-made goods could drive up the cost of imports, disrupt established supply chains, and create uncertainty in the marketplace. In turn, shippers may face freight rate volatility and capacity constraints as businesses rush to stockpile inventory ahead of tariff deadlines. To navigate these challenges, shippers should prepare advance shipments and inventory stockpiling, diversity sourcing, negotiate supplier agreements, explore domestic production, and leverage financial strategies.
Third, unresolved contract negotiations between the ILA and the USMX will come to a head by January 15, when the current contract expires. Labor action or strikes could cause severe disruptions at East and Gulf Coast ports, triggering widespread delays and bottlenecks across the supply chain. To prepare for the worst, shippers should adopt a similar strategy to the other potential January threats: collaborate early, secure freight, diversify supply chains, and monitor policy changes.
According to Averitt, companies can cushion the impact of all three challenges by deploying a seamless, end-to-end solution covering the entire path from customs clearance to final-mile delivery. That strategy can help businesses to store inventory closer to their customers, mitigate delays, and reduce costs associated with supply chain disruptions. And combined with proactive communication and real-time visibility tools, the approach allows companies to maintain control and keep their supply chains resilient in the face of global uncertainties, Averitt said.
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.