Mail from home means the world to troops stationed in far-away, often dangerous places. A special unit of the services goes to great lengths to make sure the mail gets through, whatever the obstacles.
Steve Geary is adjunct faculty at the University of Tennessee's Haaslam College of Business and is a lecturer at The Gordon Institute at Tufts University. He is the President of the Supply Chain Visions family of companies, consultancies that work across the government sector. Steve is a contributing editor at DC Velocity, and editor-at-large for CSCMP's Supply Chain Quarterly.
At the moment, the United States has hundreds of thousands of men and women in uniform deployed around the world, many in harm's way and often in remote locations. Some serve in the Army, some in the Navy, the Air Force, or the Marines. Some are stationed in Fallujah, some in Berlin. Some are colonels, some are privates. But they have at least one thing in common: they all look forward to mail call.
Even in a digital age, mail matters. And the military is well aware of that. "Few things impact a unit's morale more than mail," says Maj. Gen. Sean Byrne, commander of the Army Human Resources Command. "Letters are not left behind on a nightstand or on a cot when soldiers go into battle. They are taken along and read over and over. A small piece of correspondence from home means the world to these brave young men and women."
It has become an unshakeable tenet of the U.S. military that the mail must always get through. That's no small challenge. Consider the difficulties of delivering to someone who's constantly on the move, the way a unit in combat might be. Or think of the issues associated with moving mail in a conflict zone. And yet, with a first class stamp, families and friends back home can get a letter to somebody stationed at Camp Lemonier in Djibouti, Victory Base Camp in Baghdad, Forward Operating Base Salerno in Afghanistan, or a thousand other out-of-the-way places, many of them pretty dangerous, often in less than two weeks.
The agency responsible for making sure the military mail gets through is the Military Postal Service Agency (MPSA). As an extension of the U.S. Postal Service (USPS) run by the Department of Defense, the MPSA provides mail services to Defense Department personnel and their family members as well as other authorized users around the world.
Before the agency was created in 1980, each branch of the military service managed its own mail program. Today, the MPSA is the single military mail manager, operating from a jointly staffed headquarters in the Washington,D.C., area. It is the overall coordinator for military mail, relying on the manpower and capabilities of the Armed Services themselves to get the job done overseas.
There are 423 full-service military post offices around the world and 636 satellite locations.Most USPS special services, such as Express Mail, Certified Mail, and Registered Mail, are available at most military post office locations. Retired U.S. military personnel living overseas may also have limited access to the military postal service, depending on their country of residence. Even U.S. citizens not associated with the U.S. Forces may use military post offices to send absentee ballots.
Dear John ...
Of course, there is always the downside to effective military mail ... the "Dear John" letter. There's a story that has made the rounds about a young Marine stationed in Al Anbar, a dangerous and desolate province in western Iraq.
One day, after mail call, the young Marine was in a funk. He'd received a "Dear John" letter.
His sergeant talked to the kid, found out what happened, and disappeared. A short time later, he returned with a manila envelope full of pictures—photos of the wives, sisters, and girlfriends of just about everybody in the unit. He then ceremoniously added a photo of the now ex-girlfriend to the collection and wrote a note for the young Marine to sign:
Dear Jane,
I've forgotten what you look like. Can you pick your photo out of this collection and mail it back, so I can remember who I need to forget?
All my love,
John
Military mail can boost morale in unexpected ways.
Destination anywhere
Military mail is collected alongside regular domestic mail by the Postal Service, which sorts it by destination and delivers it to one of five gateways. The gateways are located in the New York City area, Miami, Chicago, San Francisco, and Seattle.
As you might expect, the heaviest volume of mail from the United States today flows to the U.S. Central Command, or CENTCOM, which includes Southwest Asia, the Middle East, and East Africa. For the typical CENTCOM-bound letter or package, the process works as follows:
The U.S. Postal Service delivers the letters to the International Service Center at John F. Kennedy Airport in New York. Parcels, however, are delivered to the Mail Terminal Services Operation and Bulk Mail Center in New Jersey.
The letters and parcels are sorted, packaged, and placed into containers. Packages and parcels are loaded onto dedicated aircraft at Newark's Liberty Airport, while letters are loaded as freight onto passenger aircraft at Kennedy airport. A typical day requires a 747 to move the parcels and packages, but the highest-volume day, this past December, saw the movement of 792,000 pounds, requiring six 747 aircraft.
All letters, parcels, and packages are delivered to the international airport in Bahrain. In Bahrain, mail for service members is sorted and cross-docked. DHL opened a separate Military Distribution Center (MDC) in July 2005 exclusively for handling military mail.
Mail is loaded onto smaller cargo planes, operated by contractors. Those are flown to the 10 "Air Stops" around Southwest Asia. Baghdad and Balad, Iraq, receive daily service, as does Camp Arifjahn in Kuwait. Bahgram, Afghanistan, and Al Taqadum in Iraq receive service six times per week. Al Assad and Mosul in Iraq receive service deliveries five times per week, while Tikrit and Kirkuk have deliveries four times per week. The Air Stop at Kandahar in Afghanistan also receives a plane four times per week.
Once the mail arrives in Iraq, the individual military services (Army,Navy, Air Force, Marines) pick up their own mail at the Air Stop and move it to the military post office, generally via surface convoy.
Individual units arrange for the delivery of their mail from the military post office to the Forward Operating Bases and from there onward to the service member.
The last step: "Mail Call!"
Serious business
Up to the Air Stop, the mechanics of the operation are very similar to those of a commercial network. But at that point, things take on a distinctly different flavor. Movement from the Air Stop usually takes place via armed and escorted military convoys, and occasionally via helicopter. That's how seriously the military takes the mail.
The way the military assigns accountability for the mail is another indicator that it regards mail as a special case worthy of special attention. It doesn't hand responsibility for the mail to the logistics function, as you might expect. Responsibility for mail resides with the manpower and personnel directorates.
The deputy director of MPSA is Col. Dave Ernst. Though he shows a hint of a smile when he is called a mail carrier, it's clear that he knows that military mail isn't about moving things; it's about lifting morale and it's serious work. In fact, Col. Ernst probably is where he is today not because he understands military mail (which he does), but because he understands what it is like to be out there, far from home and family. On his ACUs (short for Army Combat Uniform, what the Army calls fatigues these days), the colonel has a Ranger Tab, an Expert Infantryman Badge, Airborne Badge, and an Air Assault Badge.
The commitment to getting the mail to the troops echoes through the ranks of those who have the responsibility. "Even in the tremendous heat, we work hard to make sure every piece of mail is sorted. One thing you don't mess with is a soldier's mail," says Staff Sgt. Leland Jones from Camp Lemonier in Djibouti. "I am a former Marine and am a soldier now, and there has never been a time during my military career where getting a letter from someone didn't help ... every one of these letters and boxes that go to soldiers, sailors, Marines, and airmen will literally change their day."
Hard copy
The importance of mail has not diminished in the age of worldwide connectivity. "Mail remains the primary means of communication between military members and their families," says Bahrain Regional Supply Officer, Cmdr. Ivan Stamegna. "Most would presume that postal mail volumes would decrease with the technological advances in communication such as the Internet, e-mail, instant messaging, and online video conferencing," he adds. "Nothing could be further from the truth. Military mail volumes have actually increased."
There are a number of reasons for that: Troops don't always have access to e-mail or phones. And even in places where they do, printing can be problematic. Plus, you can't send a dozen of Mom's home-made brownies down a fiber optic cable. Whatever the reason, the result is an enormous volume of mail. That creates challenges, particularly in combat environments, and the military mail system is often forced to get creative. "You have to push the envelope," says Ernst, without intending the pun.
The U.S. military actually has a long tradition of finding ways to reduce mail volume without cutting off access. In World War II, it created the Victory Mail program, sending microfilmed copies of letters to overseas sites where the images could be developed and delivered. (For more on Victory Mail, see the sidebar titled "before there was e-mail ... .")
The modern day equivalent of Victory Mail is a Marine Corps program called Moto-Mail that combines the advantages of electronics with the personal touch of paper. Senders can access a Web site from anywhere in the world and compose a message. The message is printed at the military post office closest to the recipient, and the letter then moves into the regular flow. Moto-Mail saves on freight, speeds up delivery, and still gets a physical letter into the recipient's hands.
Not all of the MPSA's current initiatives involve ways to digitize mail, however. For example, with the election coming up, the military postal service is busy rolling out a promotional campaign at every military post office in the world. It has already established recommended federal election mailing dates, by destination state, and has distributed the information worldwide. At the same time, it has begun gearing up for a possible last-minute surge in volume. Says Faye Johnson, the operations division chief for MPSA, "We've done the worst-case scenario math. My job is to move your ballot."
before there was e-mail ...
E-mail may be the best-known method of sending compressed messages from one part of the world to another, but it wasn't the first. Before there was email, there was V-mail. V-mail, or Victory Mail, was a program launched by the military during World War II that used photographic technology to conserve valuable cargo space.
V-mail letters, as explained on the National Postal Museum's Web site, were written on standard pre-printed 3- by 4-inch forms that folded to form their own envelope. A V-mail letter had room for 100 to 300 words, depending on the author's handwriting. V-mail was collected by the postal service at processing centers, much the way military mail is collected at gateway locations today. Each letter was photographed and converted to a postage-stamp-sized image on microfilm by high-speed equipment at a rate of 2,000 per hour. Letters that ordinarily would have required 37 mail bags to carry could be handled in one. At the far end of the network, the images were developed, printed on lightweight photographic paper, placed in an envelope, and delivered.
V-mail wasn't just about logistics, however. It also eliminated the threat of spies using microdots or invisible ink to send reports. Any microdots on the paper would not be photographed with enough resolution to be read. The use of standardized forms also simplified the censorship task and made it more difficult for the enemy to intercept the mail.
Despite a publicity campaign in the United States promoting V-mail as the patriotic choice, its acceptance was slow at first. In June 1942, only 35,000 letters were sent via V-mail. But one year later, in June 1943, several million letters were sent by V-mail. Between June 15, 1942, and April 1, 1945, 556 million pieces of V-mail were sent from the United States to military post offices and over 510 million pieces were received in the United States from military personnel abroad.
In spite of the appeals to their patriotism, however, most people decided to stick with what they knew. In 1944, for instance, Navy personnel received 38 million pieces of V-mail, but over 272 million pieces of regular first class mail.
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%."
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]."