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."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."