a bridge too far gone: interview with Barry LePatner
Long before last year's tragic Minneapolis bridge collapse, Barry LePatner was out sounding the alarm about the nation's crumbling infrastructure. The biggest problem, he says, has nothing to do with engineering and everything to do with politics.
Mitch Mac Donald has more than 30 years of experience in both the newspaper and magazine businesses. He has covered the logistics and supply chain fields since 1988. Twice named one of the Top 10 Business Journalists in the U.S., he has served in a multitude of editorial and publishing roles. The leading force behind the launch of Supply Chain Management Review, he was that brand's founding publisher and editorial director from 1997 to 2000. Additionally, he has served as news editor, chief editor, publisher and editorial director of Logistics Management, as well as publisher of Modern Materials Handling. Mitch is also the president and CEO of Agile Business Media, LLC, the parent company of DC VELOCITY and CSCMP's Supply Chain Quarterly.
It was 1982 when Barry LePatner published his first work on the deteriorating condition of our nation's roads and bridges. Now, nearly three decades and one particularly well-publicized bridge collapse later, LePatner still wonders whether anyone—and most importantly, our elected officials—will do anything about it.
The founder of the New York City-based law firm LePatner & Associates LLP, he is a nationally recognized speaker and author on the topics of infrastructure, engineering, and construction. His most recent work, Broken Buildings, Busted Budgets, examines waste and mismanagement in America's $1 trillion construction industry and lays out a blueprint for reform. It also examines the likely consequences of years of neglect on our nation's aging infrastructure and suggests that the problem is, in fact, far worse than has been disclosed.
LePatner spoke last month with DC VELOCITY Group Editorial Director Mitch Mac Donald about the magnitude of the problem, the perils of inaction, and why it's up to us, as citizens, to insist that politicians make these infrastructure problems a national priority.
Q: The U.S. transportation infrastructure has been aptly described as the circulatory system of our nation's economy. Why has it been so difficult to convince both the public and elected officials of the hazardous condition of our roads and bridges and get them to take action?
A: For several decades now, our nation's policymakers, leaders, and legislators have looked at infrastructure as an area that didn't need to be fully addressed, despite the warnings of state transportation engineers. Politicians do not look at infrastructure issues as "sexy." If they're told it will take $80 million for a bridge to be brought up to standards, they'd still prefer to spend $8 million on minor touch-ups to the bridge and use the rest to open a park so they can stand up in front of a crowd and cut a ribbon. The condition of our bridges, roads, and tunnels is no longer dismissible like that. That is the most important point.
Q: Given the publicity that surrounded the Minneapolis bridge collapse last August, do you think the infrastructure might finally receive the attention it requires?
A: We can only hope that politicians pay heed to what that collapse represents, but I fear that after an initial few months of effort, we're not going to see what has to be done being done.
Let me give you a little background on how bridges are evaluated for safety.When it comes to rating state bridges— the bridges in your state, my state, any other state—they're rated by categories. The two lowest categories are "structurally deficient" and "functionally obsolete." "Structurally deficient" means that the bridge is no longer capable of meeting the demands it was originally designed to handle. "Functionally obsolete" means that the bridge doesn't meet current design standards and if we don't take remedial action, it's only a matter of time before it drops into the "structurally deficient" category. Here's what's so worrisome about the I-35W bridge in Minneapolis: Although it had been identified as having gusset plate design problems, the I-35W bridge was in neither of those categories.
Q: That is troubling.
A: The scary part is that when we talk about potentially dangerous structures, we're not just talking about the hundreds of thousands of bridges that fall into one of those two categories; we are also talking about bridges that aren't even in those categories. State transportation budgets have not allowed for the right kind of inspections, or a sufficient number of inspections, or the spending on the technology to detect incipient problems in those structures.All of this is very scary stuff.
Q: So even though the federal government has identified more than 150,000 bridges as being structurally deficient or functionally obsolete, we have bridges like I-35W that haven't even made the list. In other words, the problem is actually even larger than most of us realize.
A: Remember, politicians just have to make what they believe are the best choices for their constituencies. But if you've been in office for two, five, or 10 years and the bridges in your jurisdiction have been standing for 40 or 50 years, you probably figure it's safe not to allocate the full amount that the local engineers are asking for because those bridges are going to outlast your term in office. It will be someone else's problem. It is a safe thing to do. I have a limited amount of money. I will give you a few bucks. Just keep it going and let's move on to the next issue.
What we now know is that when—not if, but when—the next bridge collapses, some politicians unfortunately are going to have blood on their hands. Since 1989, there have been 500 bridge failures in our nation—that's 500 in the last 20 years. This is not an isolated problem.We have been ignoring the needs of our bridges, roads, and tunnels when it comes to allocating proper maintenance and operational money. It comes home to roost.
Q: You have noted that we allocate roughly $2 billion annually for the maintenance of almost 600,000 bridges. That averages out to just $3,500 per bridge per year. I'm not sure I could even get my house painted for that amount of money!
A: The enormity of the problem that we are facing in terms of addressing this issue is more than most people can grasp.
Q: You have been trying to bring this issue into the spotlight for nearly 30 years. What led you to get involved?
A: I have been looking at this situation for too many years, mostly because I live and work in New York City. I saw our bridges crumbling during the '70s and '80s and into the early '90s, literally crumbling. When I spoke to the city transportation commissioner who was trying to keep them together with spit and glue because we had no money in the city to put toward those bridges, I learned how precarious the situation was and how all of us were literally putting our lives in jeopardy when we used those bridges.
Since the late 1990s when our city, like the rest of the country, had a great surplus of money, New York has spent over $3 billion on its bridges and approaches, and to this day spends another $500 million a year bringing the many bridges in and around New York City up to speed and up to design standards. That is an exemplary situation for heeding the call, because obviously the message got through to our politicians. We are not safe when our families, our friends, and our business colleagues are going across bridges that, according to the experts, are in danger of failing.
Q: It's been noted that some of the current presidential candidates have mentioned infrastructure as an issue they would address should they be elected. I don't recall that ever coming up in a presidential election cycle before, do you?
A: During the Republican debates a few months ago, Ron Paul spent 30 seconds on infrastructure. I got more calls and e-mails from friends saying,"They must be listening to you,"like I'm the only one marching around this country talking about that. I still get e-mails not only from my publisher but from a lot of other people saying, "We heard [Barack] Obama talk about this." Still, I think there's a bit of a difference between talking about it and acting upon it.
In 2005, Congress passed and the president signed a transportation bill that included $300 billion in funding for roads, bridges, tunnels, and general infrastructure projects. At the same time, the administration made it clear that it was disbursing these monies throughout the nation with the understanding that the federal government would no longer have any say or take any role in determining the design of any future roads and bridges or how they are repaired. In other words, it made it strictly an allocation for local politicians. I believe that is a huge mistake that has to be remedied as soon as possible. We cannot afford to have local politicians deciding issues like this. That is why your readers, like every other constituency, should be hounding politicians to let them know that 500 bridge failures since 1989 is unacceptable and that we cannot afford one more bridge collapse in this country.
Q: Is that all we can do?
A: Let me simplify things. The American Society of Civil Engineers has estimated that it would take $1.6 trillion to bring our nation's infrastructure up to speed. I have reason to believe it would be twice that much, but put that aside. It is mind-boggling.
Let's bring it down to a simple level. No matter where in America I might live, I would want my local politician to answer one simple question: Are any of the bridges in a 50mile radius of my house—bridges that I, my family members, my friends, and my business colleagues travel over every day—on the list of structurally deficient or functionally obsolete structures? If the answer is yes, I would tell that politician, "I am going to be at your doorstep demanding to be told what the engineers have told you it's going to cost [to fix it]. And I'm going to be asking you why you aren't at the state capital or in Congress in Washington, D.C., getting a piece of the action to protect us. Because if you don't do that, what are you doing? Building me another school? I don't care about schools if there's a chance that my kids' school bus could wind up on the bottom of the Mississippi River. I don't want my family going over a bridge that falls into one of those two categories." And, of course, that's only the tip of the iceberg. Then I also have to worry about bridges like the I-35W bridge that haven't even made the list of structurally deficient or functionally obsolete bridges.
Logistics real estate developer Prologis today named a new chief executive, saying the company’s current president, Dan Letter, will succeed CEO and co-founder Hamid Moghadam when he steps down in about a year.
After retiring on January 1, 2026, Moghadam will continue as San Francisco-based Prologis’ executive chairman, providing strategic guidance. According to the company, Moghadam co-founded Prologis’ predecessor, AMB Property Corporation, in 1983. Under his leadership, the company grew from a startup to a global leader, with a successful IPO in 1997 and its merger with ProLogis in 2011.
Letter has been with Prologis since 2004, and before being president served as global head of capital deployment, where he had responsibility for the company’s Investment Committee, deployment pipeline management, and multi-market portfolio acquisitions and dispositions.
Irving F. “Bud” Lyons, lead independent director for Prologis’ Board of Directors, said: “We are deeply grateful for Hamid’s transformative leadership. Hamid’s 40-plus-year tenure—starting as an entrepreneurial co-founder and evolving into the CEO of a major public company—is a rare achievement in today’s corporate world. We are confident that Dan is the right leader to guide Prologis in its next chapter, and this transition underscores the strength and continuity of our leadership team.”
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
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%."