An inside look at Jackson Family Wines' new eco-friendly DC
It's already acclaimed for its sustainable farming and water conservation practices. But Jackson Family Wines took its eco-initiatives to a whole new level last year when it built a sprawling, earth-friendly DC.
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.
For 25 years, Jackson Family Wines, the California vintner that produces the Kendall-Jackson line along with some 40 other brands, has dealt in red and white wines. But these days, its wines are increasingly green as well. The winemaker, which established a formal sustainability program in 2008, has launched a number of eco-initiatives in the past two years even in the face of a struggling economy. "In a very challenging economic environment, we have done a pretty good job of [maintaining our] commitment to sustainable practices," says Robert Boller, the company's vice president of sustainability.
Although many of the programs involve stewardship of the land—water conservation, soil erosion controls, eliminating certain herbicides/insecticides—they're not limited to sustainable farming. The Santa Rosa-based vintner, which ships about 5 million cases a year to distributors throughout the country and around the world, has also taken steps to reduce the carbon footprint of its distribution operations.
So it followed naturally that when the company decided to build a new DC, it made sustainability a priority. Jackson Family Wines, along with its developer and general contractor, went into the project with the intention of building a DC that would qualify for a LEED (Leadership in Energy and Environmental Design) certification. The LEED program, which is administered by the U.S. Green Building Council (USGBC), requires a facility to meet specific standards in five key areas: sustainable site development, water efficiency, energy and atmosphere, materials and resources, and indoor environmental quality.
"From the beginning, being very conscious of our impact on the environment was critical," says Kathryn Zepaltas, director of logistics for Jackson Family Wines.
The Jackson Family Wines Distribution Center in American Canyon, Calif. as it nears completion.
A rail spur at the new DC brings rail service to the door, part of the overall effort to reduce transportation costs and the company's carbon footprint.
A need to consolidate
The decision to build a new DC grew out of the company's desire to consolidate what had become a tangled network of distribution operations. "At one point, in addition to the main DC [a 150,000-square-foot facility at the company's Santa Rosa winery], we had 11 other places where wine was stored," recalls Zepaltas. "What was happening was that 75 percent of our production was moving to another site before moving back to the main DC. That meant lots of extra handling and transportation."
That extra handling was not only inefficient, it also affected the integrity of the packaging, Zepaltas reports. In addition, the scattered operations made it difficult to manage inventory and ensure outbound goods were on hand when needed. Management agreed that distribution had to be consolidated into a single large DC.
The original plan was to find an existing building close to the company's Santa Rosa production facility. But when it couldn't find a suitable property, the winemaker decided to build instead. After canvassing the area, the company's site search team settled on a vacant site in American Canyon, Calif.
The 30-acre site offered a number of advantages from a sustainability perspective. To begin with, it was close enough to the Santa Rosa plant to ensure the company could continue its fleet backhaul program. After delivering wine to the DC from the Santa Rosa plant, the company's dry vans would be able to pick up bottles from a supplier just a few miles away for the return trip—an arrangement that would hold down transportation costs as well as carbon emissions.
The site also offered access to rail. "That was very important," says Zepaltas. Using rail instead of trucks for long-haul shipping will also cut down on freight costs and emissions.
Although it remained closely involved throughout the process, Jackson Family Wines did not build the $27.8 million facility itself. Instead, it arranged to have real estate development company Scannell Properties buy the property, contract for the building's construction, and then lease it back to the winemaker. For the general contractor, Scannell and Jackson Family Wines chose Sierra View General Contractors, which has experience with LEED projects. Construction was overseen by Paul Zenak, a LEED Accredited Professional who has deep knowledge of the certification requirements.
Zenak says the final design for the warehouse emerged over the course of nine months, which included regular reviews by Jackson Family Wines. Construction took an additional 11 months. The construction project benefited to some extent from the poor economy, Zenak says. Because of the slowdown, Sierra View was able to subcontract with some of the best construction firms in the state. "We had hungry contractors in a poor economy. We had top-notch tradesmen available," Zenak says. "I dare say that if we had not had this economy, construction would have taken 14 months instead of 11."
Conserving energy and water
The new 650,000-square-foot building—that's 15 acres under one roof—incorporates a number of energy-saving features. They include a highly reflective white membrane roof to reduce heat absorption, motion detectors to keep lights off in unoccupied areas, and the latest T8 efficient fluorescent lighting. In addition, the building's roof is designed to accept a solar array, although Jackson Family Wines decided to forgo installing the costly system for the time being.
Those energy-saving features have already earned the company a $200,000 rebate from the local utility company, Pacific Gas and Electric, which offers incentives for energy-efficient building design. (Zenak says that of the $200,000 incentive, $160,000 came as a result of the energy-efficient lighting.) Overall, Sierra View says, the building will use 61 percent less energy than a LEED-defined baseline model. "We met every energy-savings goal and then some," adds Zepaltas.
The building has a number of other eco-friendly attributes as well. It will use 40 percent less water than the baseline model and includes 50 percent more open space. The water treatment system makes use of ultraviolet light and electrical impulses, instead of chemicals, to eliminate bacterial and fungal growth.
In a bid to minimize transportation-related carbon emissions, Sierra View used local vendors for construction materials as much as possible. It also limited the use of volatile organic compounds in the DC's construction and paid extra attention to ventilation systems in order to maintain good indoor air quality.
In keeping with LEED requirements, the builder had to make a special effort to reduce construction waste. Zenak reports that the company was required to separate waste into distinct waste streams—metals, wood, cardboard, paper, concrete, etc. Ultimately, he says, 83 percent of the project's waste stream was recycled.
The project was not without its challenges. For one thing, the site presented some difficulties. Construction required filling a 0.8-acre wetland, Zenak says, which had to be restored elsewhere on the site. The builders were able to exceed that requirement.
For another, the client's stringent climate control requirements meant the builder had to work within strict tolerances. To maintain the quality of the wine stored on site, temperatures must stay within a couple of degrees of 56–57 degrees Fahrenheit, according to Zepaltas. "We produce some super quality wine, and want to make sure care of that wine was five-star all the way," she says. "When someone is buying a $200 Bordeaux, we want to ensure that it has been cared for tenderly."
Green payoff
Last month, the company began shipping wine from the new facility, which it co-occupies with Biagi Bros., a Napa, Calif.-based trucking and warehousing company. (Biagi Bros., which specializes in beverage logistics, handles Jackson Family Wines' operations in the DC.) Zepaltas says the new DC will initially store about 2 million cases, which will grow to 3 million over time.
As for its plans to obtain a LEED certification, Jackson Family Wines expects the new building will earn at least a silver, and perhaps a gold, certification when USGBC completes the evaluation process. (Certification can take as much as six months from the time an application is submitted.)
Looking back on the project, Zenak acknowledges that eco-friendly construction can be a bit more expensive than traditional methods, but he says it should have a big payoff down the road. "On average, it can increase up-front costs by 2 to 4 percent," he says, "but efficiencies can save operating expenses in the long run."
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”