After a dismal 2009, makers of conveying and sortation systems believe a modest recovery is under way. In the meantime, look for great deals on equipment.
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.
The early signs, at least, are promising. After a dismal 2009, manufacturers of conveying and
sortation systems are once again getting what they believe are serious inquiries from potential
customers about new installations.
As far as the manufacturers are concerned, the rebound can't happen soon enough. Last year was
among the worst the industry has seen in some time. Through the first half of the year,
sales tracked by the Conveyor Equipment Manufacturers Association (CEMA) were down
by 18.8 percent. (Full year statistics will be announced next month.)
But equipment makers have reason for encouragement. Not only are they fielding more requests
for quotes, but buyers themselves have indicated they're likely to increase their spending this
year. In a survey conducted in mid-2009, DC Velocity asked readers about their plans for
spending on conveyor equipment in 2010. While 19 percent indicated they expected to cut spending,
31 percent said they planned to spend more this year than they did in 2009.
For companies planning to buy new equipment, the timing couldn't be better. Right now, vendors
are hungry for business. Most of the manufacturers admit pricing pressure is intense, and with
manufacturing capacity plentiful, they are anxious to book business.
The intense market competition is just one part of the story. Like their peers in many other
industries, conveyor manufacturers have worked hard to trim their own costs over the past 18
months or so. That means they can now cut a better deal and still make a profit.
William J. Casey, president and COO of SI Systems, says, "I know that we've done a lot of
belt tightening, so our break even is a lot lower and that should translate into
better-than-average profits." He admits, though, that competition for order fulfillment equipment
business is "a dogfight."
Larry Strayhorn, president of TGW Ermanco, agrees. "We all sense it's a buyers' market, and
they are taking every advantage they can to pit us all against each other," he says.
"This is a fantastic time for people to buy," adds Michael Johnson, senior vice president for
unit handling systems at HK Systems. "They will never get a better deal than now."
Cautious but hopeful
The deals may be out there, but equipment makers aren't expecting a flood of orders in the
immediate future. Todd Swinderman, current president of CEMA and director and chief technology
officer for Martin Engineering in Neponset, Ill., says, "Most of our members feel like we're
bouncing along the bottom. We don't expect to see a dramatic increase [in orders]." He does see
some light ahead, however. "After seeing a sharp decline in orders in 2009, companies believe the
worst is over and growth is on the way, if not immediately then by later this year."
Russ Devilbiss, chair of the conveyor & sortation systems product section of the Material
Handling Industry of America (MHIA) and sales and marketing manager for Carter Control Systems,
takes the same view. He says section members see glimmers of recovery. "I think we're hopeful
things will be a lot brighter," Devilbiss says. Even so, he expects the comeback to be a slow
one. MHIA's forecasts indicate that equipment sales won't see
a significant rebound until the third and fourth quarters of the year.
SI Systems, an automated systems specialist whose clients are concentrated heavily in the
pharmaceutical, health and beauty aid, entertainment, and office supply industries, is also
seeing signs that customers are getting ready to spend again. Casey says, "We are starting to see
the number of inquiries increase. I'm talking about what I would perceive, based on 40-plus
years of experience, as some pretty solid ones. Customers are starting to loosen the purse
strings a bit. We are not back to normal levels, but we have hit the bottom and are starting
to get a little bit of bounce. It will be a slow but steady recovery."
Johnson of HK Systems is not quite so sure those inquiries will quickly turn into orders.
"We have seen an uptick in quotes, and that gives us some hope, but honestly, the first half is
going to be a difficult time," he says. "I sense a tentativeness with some customers. We are
quoting larger systems, but I'll feel better when the orders come in."
That's not to say the picture at HK Systems is entirely bleak. Although demand for new
installations is down, Johnson reports that the company has seen growth in a few areas,
particularly aftermarket sales, modifications to existing systems, and retrofits. "We
anticipate that will continue to be strong," he says. "That's usually an indicator of an
economy in flux."
Pockets of optimism
Others in the industry sound a bit more optimistic. Ken Ruehrdanz, market development manager for
Dematic Corp. and former chair of the MHIA conveyor & sortation systems product section, expects
to see steady growth in demand for integrated systems this year. "The need for processing speed,
increased levels of accuracy, higher customer service levels, more value-added services, with more
ergonomics and sustainability built in, will drive the market need for integrated material flow
systems in 2010," he wrote in response to a query from DC Velocity. "Warehouse operators
continue to be driven to reduce warehouse logistics costs."
Some are already seeing signs of growth. John Sarinick, vice president and division manager for
Beumer Corp.'s sortation group and vice chair of MHIA's conveyor & sortation systems product group,
says his company started seeing an uptick in the summer. "True proposals turned up in the last
quarter, and several [were] due here in January," he says. "We're hoping for a strong first
quarter."
Sarinick expects growth to be led by dot-com customers, which are projected to recover more
quickly than their brick-and-mortar counterparts. "Direct-to-consumer is looking to be a strong
market for our products," he says. Facility upgrades will be another growth area, Sarinick adds.
"With the economy down, customers are using automated systems to get more out of their [existing
facilities] rather than building greenfield facilities as we saw in previous years," he says.
Bucking the trend
Not all equipment makers look back on 2009 as a disaster. Take TGW Ermanco, for example. "It was a
pretty dismal year, but we did better than expected," says Strayhorn, who joined the company as
president last April. "Actually, the group [which includes several material handling firms
operating under the umbrella of the Austria-based TGW Logistics Group] grew a little last
year."
The company is looking to build on that growth by shifting its strategy from supplying products
to integrators toward developing material handling systems for end customers, Strayhorn says. "We
are still going to maintain relationships and sell conveyor systems to our business partners, but
we are breaking out of the box and approaching the market in a direct fashion," he explains.
Strayhorn says it's necessary for the company to "break out of the commodity box [because] that's
the worst box you can be in in our industry. It drives down margins and limits growth."
At least one company will look back fondly on last year. "Schaefer had a great year in 2009,"
says Jack Lehr, vice president of sales for Schaefer Systems, a large systems integrator for
automated warehouses and distribution centers. He expects business to remain strong this year.
"Blue chip companies in our markets took advantage of our services to leapfrog their
competition," he says. Specifically, Schaefer had success with large food distributors, major
retailers, and electronic commerce fulfillment specialists. "They went against the trend," he
says. "Companies that are segment leaders and had the capital took advantage of lower construction
costs and the opportunity to get the lowest cost per unit."
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."