Five years ago, a facility with a warehouse management system was considered cutting edge. Today, China's top-tier operations are abloom with mobile computers, RFID systems, and wireless
networking devices.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
China's thirst for knowledge about logistics and supply chain technology is evident from the growing number of trade shows showcasing the latest innovations. In 2009, logisticians in China could choose from nearly a dozen events where they could get "full firsthand experience in the charm of modern logistics," as one exhibition company phrased it.
According to TechnomicAsia, the Shanghai-based consulting unit of Tompkins Associates, adoption
of logistics technology in that country is still in the "embryonic" stage, with only about 5
percent of warehouses reporting that they have sufficient IT systems. Some are taking matters into
their own hands, reports Managing Director Steven Ganster in his blog on the company's Web site.
"Many Chinese companies are writing their own WMS programs that are not built to international
standards," he writes.
Still, proven logistics technologies are making inroads. A look at a directory of logistics and
supply chain service offerings in China reveals such familiar names as RedPrairie, Descartes
Systems, HighJump, IBM, Infor, JDA, Manhattan Associates, and SAP, to name just a few. Developers
of other types of warehouse and DC solutions—bar-code readers, RFID systems, wireless
communications, hand-held computers, and more—also are finding success in China.
Some of China's largest manufacturers and third-party logistics service providers (3PLs) have
purchased logistics technology from U.S. and European vendors. Others have gained access to the
technology they want through partnerships. For example, in 2007, China's largest logistics
services company, Sinotrans, struck a deal with National Retail Systems, a U.S.-based logistics
company with a strong technology focus, to form a joint venture called SinoNRS.
There are many more examples of logistics technology adoption in this rapidly growing market
than we can include here. A brief look at just a few of them will provide an idea of the technical
capabilities that are taking root and beginning to blossom in China.
WMS gain early acceptance
Warehouse management systems (WMS) attracted attention early on, in large part because China's
extraordinary export growth quickly overwhelmed manual warehouses and DCs. One of the earliest
WMS installations was by P.G. Logistics, one of China's first and largest 3PLs. In 2003, the 3PL
implemented a WMS from Infor in a distribution center it managed for Phillips Electronics. P.G.
Logistics has since extended the WMS to several other facilities to serve multinational customers
like Kraft Foods, Procter & Gamble, Samsung Electronics, and Unilever.
Other Chinese 3PLs quickly followed suit, incorporating warehousing software into their own
operations. In 2006, for instance, Fanhang Logistics implemented RedPrairie's WMS solution. The
following year, Hongxun Logistics selected HighJump Software's WMS. Tingtong Logistics is currently
rolling out Manhattan Associates' ILS Integrated Logistics Solutions to 50 sites across China.
Earlier this year, Manhattan was named the top WMS provider in Asia by ARC Advisory Group in its
Warehouse Management Systems Worldwide Outlook market analysis. But Western WMS suppliers
should keep an eye out for potential domestic competition. In 2007, China's CDC Corp., a global
software giant, strengthened its WMS offerings when it bought U.S.-based Catalyst International
and folded it into its CDC Supply Chain division.
Follow that container!
Like logistics software, wireless technology and RFID are hot topics in China nowadays. China has
an active RFID association, and the technology is a frequent subject of conference sessions and
workshops. There is even a trade show devoted to radio-frequency identification: the China
International RFID Technologies and Applications Show in Logistics, Manufacturing, and
Anti-counterfeiting.
Given the vast distances between China's population centers and its fractured inland
transportation system, it's no wonder RFID and other tracking and security technologies are
generating interest. Savi Networks is just one of the developers that have jumped on this
opportunity. In August, Savi announced that Shanghai-based Coscon Logistics would begin real-time,
global positioning system (GPS) tracking of both domestic and international shipments using
Savi's sensors.
Another player in container security in China is Powers International, which offers a
satellite-based system. Late last year, Powers began collaborating with European Datacomm-Asia and
Beijing-based Trade-Route to offer EDC-76, a "smart" container that provides origin-to-destination
location and status information.
Wireless communication is showing up inside China's warehouses and DCs. Beijing-based 3PL
Southwest Logistics has gone into wireless in a big way at its Southwest Logistics Center, a
complex of eight warehouses plus offices and employee dormitories scattered throughout Beijing's
Yushuzhuang district. The complex, which totals some 3 million square feet, provides receiving,
storage, packaging, and domestic shipping and distribution services for more than 200 book
publishers.
Southwest Logistics turned to wireless to solve two problems. First, some of the buildings are
far apart geographically, and all of them are in a congested part of the city, which made it
difficult to share information between the various locations. Second, the 3PL's rapid business
growth had outstripped its manual warehouse operation's ability to keep up with demand. The
company decided it needed a single, robust data network that could connect storehouses, offices,
and residences. Also on its wish list: wireless access for hand-held terminals and security systems.
Finally, it all had to be part of an integrated solution that could provide high-capacity bandwidth
to ensure uninterrupted Internet access for transmission of voice, video, and data—not to mention
extensive Wi-Fi coverage that could be easily expanded to accommodate the company's growth.
The Azalea wireless mesh network connects the Southwest Logistics Center buildings shown here in blue.
That was a lot to ask, but the supplier Southwest Logistics chose, Azalea Networks, had done it
all before: Azalea was the principal provider of equipment for the "Wireless Beijing" project that
established wireless broadband access across a 30-mile swath of the city during the 2008 Olympic
Games.
The solution for the Southwest Logistics Center was "mesh" technology—a combination of
outdoor and indoor wireless routers, with one or two routers per geographic zone to ensure coverage
in all directions. Each router includes multiple radios, which allows different types of traffic to
flow to and from the main network through the same router.
With the secure wireless network in place, Southwest Logistics' staff can access warehouse and
logistics information via hand-held computers from any company location. They can also transmit
data via their wireless terminals to the company's WMS. The wireless system additionally gave
Southwest Logistics more flexibility when it came to locating video surveillance cameras, leading
to better security at the warehouses. Furthermore, because voice and data communications travel
over the same network, employees can make free voice calls anywhere within the company's network,
which has significantly reduced communication costs.
Demand will grow
Some of the installations described here are as good as any you'll find elsewhere in the world. But
if you've done business in China, you know that those examples are not representative of the
average warehouse in that country.
It's likely, though, that software, RFID, wireless, and other logistics technologies will
quickly gain currency in China. For one thing, the domestic third-party logistics industry will
have to adopt the latest applications in order to compete with 3PLs that have brought their own
systems with them from North America, Europe, and elsewhere in Asia. For another, foreign companies
that do business in China expect to get the same kind of supply chain data there that they do in
other markets.
The Chinese consumer will have as much to say about it as anyone. As the country's middle class
grows and its standard of living rises, consumers will demand more consistent, reliable delivery of
their orders—and they won't get it without modern logistics information systems.
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."