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.
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."