Runaway growth over the past decade had put a strain on order fulfillment capabilities at The Swiss Colony's Madison, Wis., DC. But an automated system has transformed it into a well-oiled operation.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
Though perhaps best known as a purveyor of sausages and cheese, The Swiss Colony might more accurately be described as an empire builder. Since its founding in 1926, the company has grown into one of the nation's largest direct marketers, expanding into areas well beyond specialty foods. The extent of its success became clear when it announced in August that it had acquired what was once one of the premier names in retailing, Montgomery Ward. With the addition of three new catalogs from the Montgomery Ward acquisition, it now has more than a dozen different catalogs or Web sites (see sidebar).
"We've had fantastic growth for the past 10 years," says Jeff Mucks, director of non-food fulfillment for The Swiss Colony. Today, food products, where the company began, account for only about 20 percent of overall sales. "We're a cataloguer of almost everything: home furniture, jewelry, clothing, kitchen supplies, games, electronics," he says. "And we're becoming more global." In its effort to expand its overseas procurement, one of the company's subsidiaries recently opened a global sourcing office in China.
Not surprisingly, accommodating that sort of growth has meant that the privately held company has had to adapt its operations along the way. A good example is its adoption of automation technologies to speed up fulfillment, control costs, and assure accuracy of orders in its Madison, Wis., distribution center, located not far from the company's flagship operations in Monroe.
"In the late '90s, we knew that with the kind of growth we were seeing, we had to move forward with more modern technology," Mucks says. "We knew with our SKU growth and the velocity of our overall growth, there could be problems."
a snapshot of The Swiss Colony
The Swiss Colony and its subsidiaries sell merchandise
through more than a dozen catalogs and Web sites. Orders
are fulfilled through six DCs.
The catalogs are:
The Swiss Colony
Through the Country Door
Seventh Avenue
Room for Color
Midnight Velvet
Ashro
Ginny's
The Tender Filet
Monroe & Main
Montgomery Ward*
Charles Keath*
HomeVisions*
RaceTeamGear.com^
*Acquired in August from Direct Marketing Services
^ Web-based only
The Swiss Colony's Fulfillment Centers
Square Footage
Units Shipped per Year
Clinton (Iowa)
Fulfillment/Returns Facility
225,000
618,272
DeWitt (Iowa)
Fulfillment Facility
50,000
1,989,916
Madison (Wis.)
Fulfillment Facility
221,936
2,500,628
Monroe (Wis.)
Fulfillment Facility
257,000
5,983,975
Reno (Nev.)
Fulfillment Facility
Flexible
New
Peosta (Iowa)
Fulfillment Facility
545,000
1,586,252
The company's operations had simply not kept pace with its expansion. At the time the automation project was launched, order pickers still worked from paper pick lists and picked to carts, for example. And it wasn't unusual for an order picker to have to visit most or all of the DC's aisles in the process of picking a single order. All shipping labels were printed in Monroe and driven each day to the Madison facility.
A "Big Bang" approach
Once the decision to automate was made, the company jumped in with both feet. "We theorized that we should take the Big Bang approach," Mucks says. That meant adopting and installing a warehouse management system, a manifest system, and a new material handling system all at one time. "It was the right decision," he adds, "although in the early days, we weren't always sure."
The first step was to form a cross-functional team to choose those components (and later, to oversee the system's implementation). As for selection criteria, one of the team's primary concerns was safety (from the start, the project team insisted that forklift operations be physically separated from other operations). In addition, the system had to keep labor costs in check and be easy for employees to learn and use. "We have about 1,100 full-time employees, but we expand by adding an additional 5,000 temporary workers [during peak shipping season] each year," Mucks explains. (That number reflects employees of all of The Swiss Colony's operations.) "As we looked at these systems, we could not make them complicated."
After looking at its options, the team selected RedPrairie as its WMS vendor, Kewill for its manifest system, and Precision Drive & Control, a Wisconsin-based automation and controls systems integrator, to develop and install the material handling system.
"One reason we picked PDC is they were willing to do it on a turnkey basis,"Mucks says."They did every aspect of the job."
PDC, in turn, selected Omni Metalcraft, a Michigan firm, to build the conveyor system. It also chose Mettler Toledo for scales and Accu-Sort for auto ID tools (Swiss Colony uses Accu-Sort's Model 20 optical bar-code scanner on most of its lines and the Axiom scanner on one of its lines).
The system developed and installed by PDC makes use of conveyors that divert cartons, inducted in up to eight separate points on the conveyor, to the appropriate pick stations. "The Accu-Sort scanners read the bar codes and only divert cartons to areas where we have picks," Mucks says. At the stations, workers pick items using paper packing lists.
The typical pick station is about 30 feet long and can include a wide variety of SKUs. (The Madison facility handles about 6,700 SKUs in total.) "We have dynamic slotting going on every day," Mucks says. The slotting is based on anticipated volume based on the season and on catalog drops; it is designed to minimize the time and distance cartons are moving through the conveyor system and to minimize walk time for employees."We want that box in the picker's hands and on the conveyor for the shortest time possible," he says.
Scan and scan again
One of the system's highlights is its use of multiple scans for quality control, which eliminates the need for employees to manually check outgoing orders for accuracy. For example, before an order leaves the building, it undergoes a check weight scan that's used to verify that the order is complete and correct.
"Each carton passes across a scale when the order is completed but before dunnage is added," says Mucks. "At the same time, one of the Accu-Sort Model 20 optical bar-code scanners installed throughout the system reads the bar code. The WMS system has already determined what the weight should be based on the items in the order.
"The Accu-Sort scanner picks up what the package should weigh and compares it to the actual weight as it comes across the scale," Mucks says. The system allows building in a tolerance, and that can vary, for example, by season. Thus, if cartons weigh a bit more during the humid summer months, the system accounts for that.
As long as a carton's weight is within the expected tolerance, it moves off for packing at one of three taping lanes. If a carton's weight is outside the tolerance, it is diverted to another lane, where an employee can check the contents and correct the order. The check weight system can handle up to 45 packages a minute, with cartons varying in length from eight to 26.5 inches.
Mucks reports that the check weight system has resulted in significant labor savings; today, only two employees are needed to audit orders, as opposed to the 18 who would be needed without it. He adds that the system has also proved to be extremely accurate. "We went from 100 percent manual audits to the check weight system with no drop-off in accuracy," he says.
The check weight scan isn't the final scan in the process, however. After a carton is sealed, another scanner reads its bar code to collect final weight and carrier information, which the system uses to ensure that the shipping label and original customer label match. The weight and carrier data are sent to the Kewill manifest system, which triggers the printing of a shipping label. That label is then applied to the package by one of two print-and-apply machines located in the shipping area.
The cartons then merge back into a single lane, where one more scan matches the original bar code and the bar code on the shipping label. "The most important thing we do at this station is the match check," Mucks says. Simply put, if one is wrong, it is likely that every carton behind it is wrong, as well. "If there's a mismatch, we shut down the divert," Mucks says. "That saves a lot of headaches."
Easy to learn, easy to use
To date, The Swiss Colony reports that automation has brought about improvements on a number of fronts. Take safety, for example. Since the system was installed, the DC's accident rate has decreased significantly— by 48 percent in a one-year period. The facility has since continued to reduce its accident rate through its continuous improvement measures.
Another of the company's original goals was to keep labor costs under control. The system has been phenomenally successful in that regard. Total labor has been reduced by about 24 percent at the Madison facility, and what was a three-shift operation is now a single shift, even with a 41percent increase in throughput. The Madison facility currently ships about 2.5 million units a year for all the company's catalogs (including its subsidiaries).
As the company had hoped, the system has also proved easy to use. Mucks reports that the Accu-Sort auto ID system handles much of the decision-making that might otherwise fall to employees. "The system relays information through the interfaces, the employee reads the document, and it tells him what item to pick, the quantity, and what box to put it in," he says. Because the system has taken the guesswork out of carton selection, packaging and shipping costs have dropped. "We're shipping less air," Mucks says.
In addition, the turnover rate for temporary workers has declined 18 percent—a phenomenon Mucks attributes to the new system. "Truthfully, I think that we have created an environment that temporary workers are comfortable in," he says. "The old system was rather chaotic. The worker had to make a ton of decisions with every pick. It was much more physical, pushing carts through a 225,000-square-foot DC." Now that the work is less demanding, he adds, the DC has been able to tap a whole new source of labor—older workers looking for temporary jobs.
As for what lies ahead, Mucks is confident that the operation will continue to become more efficient. "We have a lot more opportunities in Madison," he says. "We get better every year. The systems get better, and we get better as a staff."
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."