WMS vendors are pushing software that comes preconfigured to the needs of specific industries, cutting weeks—or even months—out of the installation process. But experts warn it's not for everyone.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
Vendors of Warehouse Management Systems (WMS) get it: What you want these days is a fast and cheap installation. In response, they're pushing the concept of software that comes preconfigured to the needs of specific industries—like retail or automotive or pharmaceuticals. Buy one of these packages, vendors say, and you can skip right over some of the programming work during the installation phase.
For all the hype, the idea of preconfigured WMS packages isn't particularly new. In fact, the consulting firm Coopers & Lybrand (now part of PricewaterhouseCoopers) came up with the idea years ago, according to consultant Steve Mulaik, a partner at the Alpharetta, Ga.-based Progress Group.
Nonetheless, it's clear that vendors believe the time is ripe for a product whose chief selling point is the promise of simple, low-cost installation. "The WMS vendors are really pushing this because everyone is cognizant of the time element and the costs of implementation," says John Sidell, a managing principal at the Kansas City, Mo.-based systems integrator TranSystems ESync.
A big head start
The appeal of a WMS that's tailored to the customer's specific industry isn't hard to see. Terminology, business rules, and practices vary widely from one industry to the next, but within a given sector, there's usually a great deal of commonality. Buying software that's preset to reflect standard industry practices can give a company a big head start when it comes to implementation.
For example, consider the difference between buying a WMS package that's preconfigured to the needs of a pharmaceutical warehouse vs. a generic package. With a generic solution, someone has to program the software to recognize the difference between, say, an apparel industry stock-keeping unit (SKU) number, whose digits might indicate a garment's style, size, and color, and a pharma industry SKU, whose digits might indicate a drug's lot number, batch number, and expiration date. A preconfigured program eliminates that task. On top of that, the preconfigured program doesn't have to be "taught" to use, say, lot expiration dates as a criterion for product selection. Instead, the software will arrive pre-programmed to generate pick lists that ensure that workers fill orders from older batches of medications before drawing on new ones.
But preconfiguration work isn't always about tailoring a WMS to the requirements of a particular industry. It can also include tasks like the creation of programming templates that streamline the process of assigning items to storage locations, says Bill Bastian, president of Indianapolis-based systems integrator Bastian Material Handling. Instead of having to input data for each storage location in the warehouse, he says, integrators can use these templates or "masters" that incorporate common data such as the length, width, and height for all bays. The integrator can then create a unique identifier for each storage location and simply copy and paste the template data. "I want to replicate [common information] using this master as opposed to going one by one and putting in the information," says Bastian.
As for how much time is saved, estimates vary. Sidell of TranSystems ESync says preconfigured modules can cut 20 to 30 percent from the programming time. On top of that, he says, presets can reduce the post-installation testing period by 25 percent. "The less you have to configure, the less you have to test," says Sidell. All told, he says, preset modules can cut the typical implementation period from seven months to five.
Matt Wilkerson, a principal at Tompkins Associates, a Raleigh, N.C.based consultancy with a systems integration practice, has a more conservative estimate. He says preconfiguration work can eliminate three to four weeks from the design phase of a project. Differences among individual operations limit the amount of work that can be done in advance, he explains. "There's too much variation to ever arrive at a standard preconfiguration."
Not for everyone
Although the systems integrators contacted for this article agreed that preconfigured WMS models can cut installation time, they also warned that the software has its drawbacks. For example, some believe buying a preset package discourages users from exploring the software's full range of capabilities. "It can inhibit the clients from learning and understanding the product because you come up with preconfigured opinions on how the system will run," says Rod Wyles, a vice president at Fortna Inc., a Reading, Pa.-based systems integrator. "You can miss out on [features] that may work for your business."
It's important to note that not all DC operations are good candidates for preconfigured software. For example, highly automated distribution centers may not get much benefit from installing a preconfigured package. Operations that use a lot of automated equipment will need to have a lot of interfaces written, canceling out the advantages of preconfiguration.
Integrators say unrealistic expectations on the client's part can lead to disappointment as well. It's not uncommon for customers to opt for a preconfigured package but later decide they don't want to settle for the "standard" features. "The clients often wind up customizing the software package," says Paul Faber, director of software and systems integration at Tompkins Associates. "It takes an awful lot of discipline from a client's management team to stick to base functionality."
And even if a warehouse operation is willing to live by the system's "canned" rules, Wyles says, the company shouldn't assume the package is plug and play. A WMS still must be configured to reflect the facility's own physical layout. "The setup of a WMS is built around the facility," he says, "and that often can't be preconfigured."
Although a preconfigured WMS may not be right for every warehouse operation, prospective customers should still take note of which vendors offer packages tailored to their industry. The mere fact that a software company has designed a program for, say, the retail or the automotive industry indicates that its software is suited to that type of business. "If somebody has a template for a specific market," says Mulaik, "I would have a lot more confidence in buying that system."
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."