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 average daily high temperature in Saskatoon, Saskatchewan, in December is 14 degrees F. It dips to a frigid 9 degrees F in January before climbing back to 16 degrees in February.
It's in that environment that Federated Co-operatives Ltd. operates a 300,178-square-foot grocery distribution center to serve retail outlets throughout the region. Federated provides distribution and other services to some 250 retail cooperatives across Western Canada.
During the winter, Federated's goal is to keep the temperature in the DC at about 20 degrees C (68 degrees F). That's proved high enough to keep everyone satisfied. "We had no comfort complaints," says Trevor Carlson, the cooperative's manager of environmental and technical services. Trouble was, maintaining that temperature required a lot of energy—as much as 250,000 cubic feet of natural gas each season.
For Federated's managers, that was cause for concern. The cooperative is committed to environmental sustainability,environmental sustainability, Carlson says. And the consumption of large amounts of fossil fuels seemed out of line with those goals. After they got a look at the fuel consumption figures, everyone agreed it was high time the cooperative started looking for ways to reduce the operation's reliance on carbon-based fuels.
A lot of hot air
Carlson suspected a lot of heat was being wasted because warmed air was rising to the ceiling. (While ceiling heights vary within the Saskatoon DC, they're about 28 feet high in most parts of the building.) That led him to explore the possibility of installing industrial fans to mix the air in the space—a process known as destratification.
Normally, the warm air coming out of a forced air heater (which is lighter than the surrounding air) goes right to the ceiling, with the result that the ceiling can be 10 to 30 degrees F warmer than the ground level. Fans can reduce heat buildup at the ceiling by forcing the warm air back to the ground. The aim is to mix the air thoroughly enough to achieve even temperatures throughout the facility.
Christian Taber, an applications engineer for Big Ass Fans, a supplier of industrial fans, says destratifying a facility's air can reduce the temperature variation between ceiling and ground level to a degree or two. But there's more to a successful destratification than just plugging in a few fans, he cautions. For one thing, you have to put the fans in the right places—positioning them over racks, for example, could impede air flowing to the floor. More importantly, you have to choose the right equipment—in this case, large fans that are capable of operating at low speeds.
Low speeds are necessary because they eliminate the drafts associated with air circulation, Taber explains. "Essentially, we're trying to spin the fans at low speed in a forward direction and push air efficiently down to the floor," he says. The fan blades are airfoils, he adds, similar in profile to airplane wings. "The curved aerodynamic profile allows us to move air at slow speeds."
As for how all this translates into energy savings, Taber says destratification raises the overall temperature in a facility, which means less fuel is needed to heat the space. Further savings can be achieved by using variable-speed fans, he adds. Taber explains that the relationship between fan speed is cubic, so that a fan running at one-third of full speed uses about 1/27th of the electrical power it would use at full speed.
Giving fans a whirl
Although he was intrigued by the idea, Carlson says he was initially skeptical of the gains promised by Big Ass Fans. Eventually, curiosity won out, however, and he decided to conduct a pilot test.
The pilot took place in the winter of 2008-2009 in the Saskatoon DC. Based on recommendations from Big Ass Fans, Federated installed five 24-foot fans, placing them near the loading docks and the facility's battery charging room. "We believed that would destratify the whole warehouse," Carlson says.
The results came close to expectations. "Our numbers were good—not as good as promised but pretty close," Carlson reports. "The amount of air the large-diameter fans move is surprising. The amount of heat they pull off the ceiling is phenomenal."
In fact, the DC became too warm. After receiving requests from workers to turn down the heat, Federated lowered the temperature settings on the building's thermostat, thereby generating further savings.
What kind of savings are we talking about? Quantifying the cost benefits of a project like this can be tricky, largely because of complications like temperature variations from one heating season to the next. However, Federated had good data on its natural gas consumption by degree day, and Carlson was able to use those numbers to calculate payback. (His calculations also included the cost of electricity for operating the fans, but Carlson says that was not a significant factor.) The result? Carlson says he expects the payback to be within five years, perhaps less.
As for the cooperative's goal of cutting energy use, Big Ass Fans says the project succeeded on that count as well. According to its figures, natural gas consumption at the facility dropped by about 10 percent, resulting in estimated savings the first winter of about $18,500.
The results of the test were good enough to convince Federated to take the next step. It plans to install fans in all of its other DCs except for an agricultural products facility that Carlson says is too small to benefit from the installation.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.