When wholesaler Central Grocers broke ground on a new DC, it opted for a number of environmentally (and economically) attractive options. Among them: hydrogen fuel cellpowered lift trucks.
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.
When Central Grocers and Certified Grocers Midwest merged last year, one of the consequences was the need for a new distribution center to serve the combined networks.
The merged company, a memberowned wholesaler that continues to operate under the Central Grocers name, is now serving more than 400 independently owned grocery stores in Chicagoland and northwest Indiana—a big increase from what Central Grocers had served before. The merger also shifted the geography somewhat, adding to the need to open a new DC.
To serve its expanded customer base, the company opted to build an allnew DC, a 960,000-square-foot facility in Joliet, Ill. That facility opened last month.
Building from scratch gave the company the opportunity to look at the technologies it would employ in the building with fresh eyes. As a result, it made several choices that not only are economically advantageous, but environmentally friendly as well.
Take, for example, the lift trucks the new facility is using.
The Central Grocers DC will be one of the few in the nation whose entire lift truck fleet will operate with hydrogen fuel cells.
Two-stage conversion
The decision to go with fuel cells may seem unusual for a grocery distributor. Grocers, whose margins tend to be razor thin, are noted for the sharp pencils they bring to their purchasing. "The grocery industry runs on pennies," says Kal Anglewicz, president of Yale Equipment & Services, the Rosemont, Ill., dealer that's providing the lift trucks. "They cannot just do a green initiative unless it is cost justified."
But Central Grocers' analysis, along with tough negotiations, led to a deal that will pay off in longterm savings in operating costs, according to John Coari, vice president of operations for Central Grocers. Coari took time to discuss the new facility and the lift truck decision with DC VELOCITY while traveling between facilities in the scramble prior to the new building's opening.
During the analysis of what lift trucks the company would employ in the new facility and how they would be powered, Central Grocers managers looked at several alternative fuel options, Coari said. Eventually, they settled on hydrogen fuel cells and negotiated a deal with Plug Power, a developer of alternative energy products. Plug Power is supplying the facility with 220 of its GenDrive fuel cell units for use in the lift truck fleet.
The GenDrive units make use of compressed hydrogen gas converted from liquid hydrogen. The liquid hydrogen storage system and fueling stations were supplied by Air Products, a company that provides atmospheric and specialty gases to a variety of industries.
The trucks themselves are being converted to hydrogen fuel cells in two stages. The first phase included 140 Yale center-control pallet trucks. Those trucks went into operation with the GenDrive fuel cell units when the new DC opened in April. The fleet also includes 41 reach trucks, 30 standup counterbalanced trucks at the shipping and receiving docks, and five sit-down three-wheel trucks for the freezer and cooler operations. Those are battery-operated trucks that will be converted to fuel cells early next year. In the meantime, the batteries are being managed with Sackett Systems' HydraHandler battery handling system, which will be removed when the conversion is completed.
Central Grocers has outsourced fleet maintenance to Yale Equipment & Services, which has been a vendor to the grocer for more than 40 years. That includes maintaining the fuel cell units under a full maintenance contract.
No more lines
Despite the higher startup costs, Coari is confident that using fuel cells will yield longterm savings for Central Grocers. "Plug Power made it very attractive to go with them," he said. "The initial cost is higher, but we will make up the difference in labor savings."
In particular, labor productivity will improve, he explained, by eliminating the time workers take to exchange batteries in a traditional battery room operation. Typically, he said, a battery exchange takes between five and 15 minutes, and it's not unusual to have several operators waiting in line to switch out batteries. Refueling at hydrogen stations will take no more than five minutes, and sometimes as little as two minutes. The new DC currently has three hydrogen fueling stations located at strategic locations throughout the facility. Two more will be added when the other trucks are converted early next year.
In addition, Coari said, trucks operating on hydrogen fuel cells are more like internal combustion vehicles than battery trucks in that they operate at close to full power throughout the shift. With batteryoperated trucks (particularly those powered by directcurrent batteries), voltage drops as the day wears on, making the vehicles sluggish.
Finally, eliminating the need for a battery room has meant a more productive use of DC floor space.
Delayed gratification
All told, Central Grocers expects the savings to add up to $1.5 million over 10 years, most of that in the last five years.
Despite those impressive savings, the technology is not for everyone. For one thing, the initial acquisition cost is substantially higher for fuel cells than for batteryoperated trucks, Anglewicz says, which means the technology probably won't benefit smallscale operations. "From our perspective, you probably need a minimum of 50 to 75 trucks and a twoshift operation," he says. But for large fleets in operations that are willing to wait for a payback, fuel cells offer benefits in fast fueling times, operating efficiency, and perhaps reduced maintenance costs.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.