James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
When it comes to their software, a lot of warehouse and DC managers have their heads in the clouds these days. Rather than buying a traditional warehouse management system (WMS) and installing it on their corporate servers, they're opting for cloud-based applications that are hosted by the vendor or a third-party on an off-site server, often far away, and delivered via the Internet.
Much of the appeal of cloud-based solutions is their low cost. Companies can avoid a hefty upfront capital outlay for software licenses as well as ongoing expenses for upgrades and maintenance. At present, most cloud-based WMS users are small warehouses that use basic equipment like forklift trucks, bar-code scanners, and radio-frequency devices in their operations.
But what if a user wanted to trade in its forklifts and RF devices for, say, sorters, carousels, pick-to-light systems, or automated storage and retrieval systems? Would it have to rethink its choice of software? Or is it possible to use a cloud-based WMS to run a facility with sophisticated automated material handling equipment?
Not for the faint of heart
Industry experts say that while they haven't seen much activity in this area yet, it is possible to use a cloud-based WMS to manage an automated facility. "Our market is still green with respect to integrating material handling equipment in the cloud, but it can be done," says Frank Camean, president of the 4Sight Supply Chain Group, a supply chain consulting and systems integration firm.
Nonetheless, they caution that this type of project isn't for the faint of heart. Along with the usual challenges of getting an automated system up and running, a company would also have to address some issues raised by remote operation. "Fragility, security, and response time are all issues with cloud-based computing," says Steve Martyn, chief executive officer for systems integrator Glen Road Systems Inc.
In the case of a fast-paced, high-throughput warehouse operation, for example, one of the top concerns would likely be the potential for delays in communications. With a cloud-based setup, information has to travel back and forth across the Internet, making some time lag inevitable. But even a lag of a fraction of a second could be too long for tasks that require split-second timing—like the transmission of instructions from the WMS to a high-speed sortation system. "I have a certain time window to read a bar code and get that information back to the sorter," says Paul Faber, director of software and systems integration at the consulting firm Tompkins Associates.
To prevent these kinds of delays, a robust warehouse control system (WCS) is essential, the experts interviewed for this story agreed. A WCS, which would be installed at the warehouse, essentially serves as a local agent for the remote WMS, downloading information on what items need to be put away or retrieved from inventory and then converting the information into instructions for the sorters, carousels, conveyors, and so forth that carry out the tasks. Because the WCS processes the data on site, it reduces the risk of delays caused by a disruption in communications.
But one software executive cautions that a WCS alone may not be enough. Chad Collins, vice president of marketing and strategy at HighJump Software, says pilots of his company's cloud-based WMS indicated that in some cases, a special "controller unit" might be needed in addition to the WCS. The special controller would sit between the WMS and the WCS, relaying real-time information from the WMS on, say, items needed for a shipment to the on-site warehouse control system.
A matter of volume
Another consideration for a company considering a move to the cloud is transaction volume. No matter how robust a facility's WCS may be, if its transaction volume exceeds a certain level, a cloud-based WMS might not be viable because of the risk of slow response time.
"If you're in a high-volume environment, I'd be hard pressed to see someone doing this," says Camean. "Bandwidth and firewall can become a challenge."
Still, Camean says he wouldn't rule out the possibility altogether. If a company could devise a way to batch communications from the cloud-based WMS to the WCS, he says, this type of setup would work. The WMS would collect instructions regarding which products need to be picked for a shipment; the WCS would then coordinate the activities of the material handling equipment to carry out the task. "Let the WCS do everything that needs to be done and then send word back to the WMS that the actions have been [completed]," he says.
Safe and secure
Another issue that inevitably comes up with cloud computing is data security. It's not uncommon for companies to have trepidations about allowing their critical inventory information and financial records to be stored on a computer many miles away, outside the company's IT domain.
"It becomes a major concern for the customer where the data exists and how they access it," notes Jerry Koch, director of corporate marketing and product management at Intelligrated, a manufacturer of automated material handling equipment. "There needs to be a security scheme in place to provide for [protecting] the information going back and forth [between the WMS and WCS]."
That's why it's so critical to pick the right hosting vendor for the job. Camean advises companies to ask the vendor detailed questions about its data protection procedures, including its processes for data backup and recovery in the case of disaster. He adds that companies should be aware that some hosting services charge extra for data recovery.
It's all about money
Because of their complexity, these types of projects will require extensive testing and debugging before going live, the experts say. In fact, when it comes time for the pilot, they recommend bringing in all of the vendors involved—the suppliers of the WMS, the WCS, and the material handling equipment as well as the software hosting company—in addition to the warehouse's operations and IT personnel.
"Many folks need to be involved ...," says Camean. "It's not as simple as connecting the WMS to the WCS."
Given all the complexities, it seems fair to ask why any company would consider using a cloud-based WMS to manage a highly automated facility. According to the experts, the decision to go with a cloud solution would likely be based on IT-related factors, not by warehousing or distribution considerations. In other words, companies would take this route to avoid having to invest in hardware and software, and more importantly perhaps, to avoid having to maintain an in-house IT support staff.
"The software provider is managing the technology on your behalf so you don't have to develop this IT expertise," says Collins of Highjump. "Limited IT resources would be the driver [for adopting a cloud WMS]," adds Camean. "You could save a ton on labor and maintenance."
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."