Military tests unmanned helicopters to reduce supply risks
Roadside bombs and anti-aircraft fire have made supply missions into Afghanistan a perilous venture. But the Marines think they have found a better way.
Steve Geary is adjunct faculty at the University of Tennessee's Haaslam College of Business and is a lecturer at The Gordon Institute at Tufts University. He is the President of the Supply Chain Visions family of companies, consultancies that work across the government sector. Steve is a contributing editor at DC Velocity, and editor-at-large for CSCMP's Supply Chain Quarterly.
For as long as there's been war, there's been the challenge of military supply—making sure that the men and women on the front lines, the people in harm's way, have what they need when they need it. The art and science of logistics grew up around that problem, and the work to develop faster, better, safer methods continues to this day.
In recent years, escalating threats to supply lines in Southwest Asia have lent urgency to that mission. Concerns about enemy attacks have led the U.S. military to step up efforts to reduce the risks that come with moving cargo across often hostile and unforgiving territory. Those efforts have yielded a number of innovative tactics and technologies aimed at protecting lives. They include a robotic lift truck designed for use in high-risk environments (see "Military, academic researchers successfully test robotic lift truck") and initiatives to conserve water and fuel at operating bases in Afghanistan in order to reduce the need for supply convoys (see "For U.S. Marines, going green can save lives," May 2010 www.dcvelocity.com).
But there's more to come. Within the next year, the military expects to put its latest technological breakthrough into action: unmanned helicopters capable of carrying pallet-loads of supplies to posts in remote locations.
Infrastructure "almost nonexistent"
To understand what's driving this initiative, it helps to know a little about the supply challenges the military faces in Afghanistan. One of the biggest difficulties is the country's limited infrastructure. In most parts of the world, getting food, munitions, and so forth out to the troops is a simple matter of throwing supplies in the back of a truck and hitting the road. But in Afghanistan, roads aren't always a viable option, largely for reasons of safety. To put it bluntly, Afghanistan's roads are a very dangerous place—roughly 60 percent of all military casualties are from Improvised Explosive Devices, commonly known as IEDs. In fact, IEDs are the number one killer of troops, security forces, and civilians.
Even if the safety threats could be eliminated, Afghanistan's road network leaves something to be desired. The roads themselves are rudimentary, and they don't always go to the sorts of places the U.S. military wants to go. As Alan Estevez, acting assistant secretary of defense for logistics and materiel readiness, puts it, "Infrastructure in Afghanistan is almost nonexistent."
Adding to the problem is a lack of alternatives to over-the-road moves. The landlocked country has no seaports, no railroads, and no navigable rivers. That leaves air as the only other option, and there are a number of difficulties with regard to conventional air resupply. Afghanistan has just 16 airports with paved runways, and only four of those can accommodate international cargo shipments. Building more runways or even small landing zones would be impractical because of the country's mountainous terrain.
Other options are also problematical. In some remote locations, the military uses guided parachutes that can follow a radio beacon to a target. But these parachutes are vulnerable to wind currents, and in mountainous Afghanistan, wind is a near constant.
Manned cargo helicopters can carry loads slung under their bellies, but cargo helicopters are vulnerable to attack. Even small arms fire can put pilots and their crews at risk.
Testing under way
That last obstacle is one the Navy thinks it can overcome. The answer, it says, is an unmanned helicopter, which it calls "a vertical lift Cargo UAS [Unmanned Aerial System]." In a draft document issued by the Naval Air Systems Command this past summer, the Navy laid out its requirements for this "aerial system": It has to be able to reach an altitude of 14,000 feet while carrying 750 pounds of cargo loaded on a standard wood pallet. In addition, the helicopter must have a roundtrip range of 125 miles, including a 20-minute fuel reserve.
This is no whiteboard exercise. Prototypes have already been built, and testing is under way. Earlier this year, the Marines conducted successful tests of two different unmanned cargo helicopters at the U.S. Army's Dugway Proving Ground in Utah, using sling loads to accomplish resupply. (Dugway was chosen for its similarity to Afghanistan with respect to terrain, weather, and altitude conditions.) One of the helicopters was the K-MAX BURRO, an unmanned helicopter developed by Lockheed Martin Corp. and Kaman Aerospace. The other was Boeing's A160T Hummingbird.
Both vehicles met or exceeded requirements. According to documents provided by one of the participants, tests of the unmanned cargo helicopters showed they could hover at 12,000 feet with a 1,500-pound sling load, deliver 3,000 pounds of cargo within six hours to a forward operating base more than 75 miles from the supply point, and fly under remote control in both day- and nighttime conditions.
The test results were good enough that the Department of the Navy has gone ahead with the next step. It has begun work on a request for proposals to deliver and deploy the equipment next year.
The Marines (which are part of the Navy Department) expect to award a contract around the end of 2010 for combat-ready unmanned cargo helicopters. These aircraft are expected to see action in Afghanistan by the summer of 2011.
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."