With space in short supply, Dutch dairy company FrieslandCampina was forced to shuttle milk bottled at a Belgian plant off site for storage. A sophisticated automated warehouse brought an end to all that.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
The marketing slogan for FrieslandCampina is "Get more out of milk." You might say the company has adopted the same attitude toward the automated equipment used to handle the dairy products produced at its facility in Aalter, Belgium.
The material handling equipment in question is a sophisticated storage and retrieval system used in the distribution facility adjacent to the Aalter plant. The facility was built in 2005 by the Dutch dairy company Campina, which three years later merged with Friesland to create FrieslandCampina. At the time, the company lacked a distribution presence in the area, forcing it to either outsource warehousing or ship product off site to other company facilities. But as business grew, that plan became increasingly unworkable, largely because of the inefficiencies associated with the added handling and rising transportation costs.
The biggest obstacle to constructing a new DC was a shortage of available space. But after consulting with suppliers, the company realized there was a way around the problem. The solution would be to build a fully automated facility that could store a high volume of products in a small footprint. In the end, it contracted with SSI Schaefer to install an 11-aisle high-bay automated storage and retrieval system (AS/RS) that's specifically designed to provide dense storage in a small area.
Going with the flow
The world's fourth-largest dairy company, FrieslandCampina is a cooperative of dairy farmers who collectively produce more than 11.7 billion liters (over 3 billion gallons) of milk each year. It also sells cheese, butter, milk powder, and other dairy ingredients through its 18 different brands. The company manufactures its products in 22 facilities in seven European nations.
The Aalter facility is used to process milk and cream products, currently producing 360 million liters (about 95 million gallons) of milk each year. The milk bottled at Aalter isn't the fresh chilled milk sold in the United States, however. Rather, it's what's known as long-shelf-life milk—milk that's processed and packaged to stay fresh at room temperature for months at a time. At the plant, milk brought in from the farms is pasteurized and homogenized before being packaged in sterilized plastic bottles, cartons, or small dairy cups for coffee.
Once packaged, cases of products are palletized using robotic systems. Lift trucks then carry the pallets to a conveyor that whisks the pallets through a tunnel from the plant to the warehouse. Upon arrival, the pallets are transferred to vertical lifts that raise them to conveyors for transport to the input stations for the AS/RS.
To meet the facility's throughput needs of 300 pallet moves per hour, SSI Schaefer determined early on that the AS/RS would require 11 aisles with 11 cranes. However, 11 aisles of double-deep storage would not easily fit into the thin strip of land available for the building. The supplier solved the problem by modifying the system so that it rotates each pallet 90 degrees before placing it into storage. By positioning the pallets sideways, it was able to reduce the depth of each storage rack. This allowed it to fit the 11 aisles and 24,640 total storage positions into double-deep racking and still meet the throughput requirements.
A crane is located within each of the 11 aisles to gather the incoming loads for putaway into the system's 14 levels of racking. Nine of the aisles hold ambient product, while the remaining two aisles are used to store fresh milk and dairy products produced at other facilities and brought to Aalter for distribution. The ambient aisles store product two pallets deep, while the refrigerated aisles are one pallet deep. Most of the non-refrigerated milk products will remain in the storage system up to two weeks before being shipped.
Udder perfection
The AS/RS at FrieslandCampina's Aalter facility does more than simply store products. It also acts as a sorting and order sequencing tool. When needed, the cranes are instructed to gather pallets in sequence. These are dropped off at output stations on the bottom level of the system.
While 96 percent of all product ships as full pallets, the remainder is picked as mixed-case pallets. Pallets of products are delivered from the AS/RS to lifts that serve a small picking area adjacent to the storage system's second level. They are then taken by walkie reach trucks to two levels of racking. Product is picked from staged pallets on the bottom level, while the top level holds an additional reserve pallet. Workers place cartons onto order pallets according to directions transmitted via radio-frequency units from the facility's SAP order system. Once the order is complete, the pallet is taken to an input station and returned to the AS/RS, where it will be stored until sequenced with full pallets to complete the order.
FrieslandCampina allocates 90 minutes at most to complete an order, though usually the task can be accomplished in just half an hour. All of the movements in the warehouse are controlled by the SSI Schaefer Noell "ant" warehouse control system, which also provides inventory tracking and quality control.
"We have complete tracking and tracing, which is very important to us," says Andre Van der Meulen, manager of FrieslandCampina's Aalter warehouse and Benelux supply chain projects. "Testing is done every day on our products. If we find there is a problem with a lot, then we need to be able to quickly pull that product from storage for further evaluation."
When ready to ship, all pallets are pulled by the AS/RS cranes in the sequence in which they will be loaded onto trucks. These sequenced pallets are delivered to first-level output stations, where an electric monorail is employed to act as a sorting system. The monorail has 16 suspended carriers, each containing a roller platform. The pallet is rolled onto the carrier, which makes a loop past 42 shipping lanes that serve 10 dock positions.
When the carrier reaches the correct lane, the product is discharged onto a gravity conveyor that takes it to the front of the dock position. Each of the dock positions has four lanes—two that are used for immediate loading of a vehicle at the dock and two that are used for staging pallets of products for the next truck. Lift trucks load the pallets in delivery-stop sequence on about 70 outbound trucks per day.
Approximately 420,000 pallets are shipped annually from the facility. About 180,000 of these pallets ship to locations within Belgium, 95,000 pallets head to the Netherlands, 63,000 cross the channel to the United Kingdom, and the remainder go to Germany, Italy, and other parts of Europe.
Worry-free operations
In a unique twist, FrieslandCampina has outsourced the management and operation of the warehouse to the company that designed and integrated it—SSI Schaefer. Once the pallets enter the warehouse, Schaefer takes over management of the system, assuring that the automated system handles the product as intended. Schaefer has onsite personnel to keep the equipment humming. The two companies agreed on what the warehouse should achieve. If performance exceeds that goal, Schaefer gets a bonus. Last year, the productivity was such that Schaefer earned the bonus 48 out of 52 weeks.
"Servicing the AS/RS is not our core business, but we wanted to make sure that we maintain a certain service level to our customers," says Van der Meulen. "With our agreement with SSI Schaefer, the only thing I am interested in is getting a pallet in and then getting a pallet out. That is all I need to worry about."
Mooving forward
As for how it's working out to date, the new system appears to be a success on all counts. Not only has the AS/RS met the company's storage and sequencing needs, but it has also virtually eliminated product damage. In addition, labor has been kept to a minimum. The Aalter warehouse operates over two shifts, five days a week with only about 25 people in the facility.
On top of that, the new system has enabled the company to do a better job of inventory tracking, which has resulted in improved customer service. Plus, transportation costs have dropped because there's no longer any need to shuttle products to other warehouses for storage.
The new system is about to be put to a further test. In a bid to boost supply chain efficiency, FrieslandCampina is currently consolidating operations from Germany and the Netherlands into Aalter. The company will soon add 12 more production lines to the Aalter plant to accommodate higher volumes. When the consolidation is completed, production at the site is expected to increase by 200 million liters (nearly 53 million gallons) annually.
The company chose Aalter for the consolidation largely on the basis of the automated warehouse, which has the capacity to handle the added volume. Should further expansion become necessary, the AS/RS can easily be enlarged. The company can add approximately 9,000 additional storage positions simply by lengthening the aisles.
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.