David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
A hit with Philadelphians almost from their introduction in 1914, Tastykake brand snack cakes and pies have proved they're no flash in the pan. Nearly 100 years later, they still occupy a place alongside cheese steaks and soft pretzels in the pantheon of local favorites.
But Tastykake products are no longer just a regional delicacy. Their manufacturer, Tasty Baking Co., has been distributing its wares to supermarkets, convenience stores, and other outlets up and down the East Coast for decades. And as a result of deals with major retailers like Wal-Mart, they're now available in stores nationwide.
That kind of growth is great for the bottom line, but it can create headaches for the operations side of a business. Tasty Baking is no exception. A few years ago, the company was forced to confront an unwelcome reality: It had outgrown both the six-floor bakery it has occupied in North Philadelphia since 1922 and the small distribution facility it opened across the street in the 1980s.
That put the company in a quandary. Tasty Baking was determined to remain in Philadelphia—the company had grown deep roots in the community and wanted to retain as much of its workforce as possible. But its choices were limited. Expanding the current facility—an aging building with multiple floors—wasn't practical, says Autumn Bayles, senior vice president of strategic operations. Yet finding a new site wouldn't be easy either. In Philadelphia, as in many older cities, suitable land for building is in short supply.
After looking at various alternatives, Tasty Baking came up with a solution. It would build on reclaimed land at the site of the former Philadelphia Navy Yard—a deal that was sweetened by city and state incentives. In April, Tasty Baking moved into a new 35,000-square-foot headquarters it built on the site. And construction is currently under way on a combination production-distribution facility where the base's military prison once stood.
What's remarkable about the facilities isn't their location on a brownfield site, however. It's their eco-friendly profile. The two buildings are showpieces of green construction, built with methods and materials chosen specifically for their minimal impact on the environmental.
From brown to green
Though it's now being touted as a model of environmental responsibility, the company didn't go into the project with any specific plans to go green. The idea actually came from the Navy Yard site developer, Liberty Property Trust, from which Tasty Baking will lease its buildings. Tasty Baking quickly came on board, however, once it saw that being environmentally friendly was also smart business.
"It's the right thing to do," says Bayles. "If you're going to build new, then you may as well [go with] sustainable initiatives that help the environment. Our customers also encouraged it."
The first challenge was to find an environmentally responsible means of reclaiming the Navy Yard site. "This was a brownfield site, which meant we had to deal with a previously developed property with abandoned buildings," says Steve Kopp, an associate and project manager for Cubellis, the architecture firm that designed Tasty Baking's facilities. Although the old buildings were eventually torn down, the developers recycled the materials from the structures rather than send them to a landfill.
When it came to the construction of the new buildings, the architects chose materials with an eye toward eco-friendliness. For example, wherever possible, designers have used locally sourced materials, which require less fuel to transport. They're also choosing low-VOC paints and carpets in order to reduce emissions of volatile organic compounds.
Reducing energy usage in the new facility is also a priority. A white roof will reflect heat and minimize energy requirements. The company is installing energy-efficient fixtures like fluorescent lamps and switches that turn off lights when they're not in use. Tasty Baking has also made a commitment to PECO, its electric supplier, to purchase at least 70 percent of its energy from renewable sources, like wind power.
Inside, low-flow water-saving fixtures will be installed in restrooms. Outside, rainwater will be reclaimed to irrigate landscaping. The landscaping will feature drought-resistant native plants to reduce the need for watering. The site plans also include special parking places for hybrid vehicles, although employees will be encouraged to take public transportation to work when possible.
Under one roof
Tasty Baking's green initiative won't end with the construction, however. The operations that will take place inside the new production-distribution facility are also being engineered for sustainability. For example, the bakery's main ovens will use a thermal oil system that heats and circulates oil for energy-efficient baking. Leftover batter will be given to local farmers as animal feed.
The distribution operations, which will occupy about 100,000 square feet of the 345,000-square-foot facility, will also be a model of eco-friendliness. Unlike the old DC, where product was stored on the floor, the new facility will feature four levels of racking. Using the vertical space will allow the company to reduce the building's overall footprint, minimizing heating, cooling, and lighting requirements.
There will be other eco-enhancements as well. Consolidating bakery operations on a single floor, instead of six levels, will cut down on the need for handling equipment. Co-locating distribution and production in the same building will eliminate the need for vehicles to shuttle finished goods across the street to a separate warehouse. In addition, the internal combustion-powered lift trucks currently in use will be replaced with battery-powered forklifts.
Inside the facility, recycled material will be used for both product packaging and distribution cartons. And Tasty Baking plans to make use of pallet pooling systems like CHEP's to reduce the use of one-way pallets wherever possible.
Perhaps the most significant environmental improvement of all will be a big reduction in the use of paper. Tasty Baking hired OPSdesign Consulting, a firm that specializes in warehouse operations design, to engineer a paperless order processing system. The centerpiece of the new system will be voice-directed order picking technology that will replace the old pick tickets. The facility will use voice technology from Lucas Systems to direct full pallet and case picking. Workers will be equipped with Motorola mobile computers that interface with the company's SAP software systems.
To ease the transition, Tasty Baking installed the voice system in the old DC last January. "The intent was to pilot the system in the current building before moving to the new," explains Bayles. "'Certain things came to light that [we will be able to address] before moving to the new building."
The new bakery is due to open by the end of the year, while operations in the distribution portion of the building are expected to begin by the second quarter of 2010. Once the site is fully operational, about 100,000 cases will ship from the facility each week—a number that's expected to hit 120,000 during peak periods.
Piece of cake
Once the construction is complete, Tasty Baking will be applying for a LEED (Leadership in Energy and Environmental Design) certification from the U.S. Green Building Council. The company hopes to obtain a Platinum designation for the office building and a Silver certification for the production-distribution facility.
That's pretty heady stuff for a company that didn't set out to build green. But as Tasty Baking discovered, the combined social and business benefits made going green an easy choice.
Or as Autumn Bayles puts it: "We found we could have our cake and eat it, too."
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."