Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
An amendment tucked into the reauthorization of federal highway and transit programs approved by the U.S. Senate in mid-March could significantly change the way the nation's truck freight is booked and moved, and could put as many as 80 percent of the nation's 20,000 property brokers out of business, critics warn.
The amendment, added by Senate Majority Leader Harry Reid (D-Nev.) to a two-year, $109 billion funding program that passed the chamber by a 75-22 margin, is designed to crack down on allegedly fraudulent behavior by unscrupulous truck brokers and trust companies that issue surety bonds to pay carrier claims. Most of those claims are submitted by small trucking companies like one-person independent owner-operators.
The amendment requires that brokers licensed by the Federal Motor Carrier Safety Administration (FMCSA) renew their licenses every five years instead of just one time. It establishes stricter regulations on surety companies that issue bonds. And it sets harsh monetary penalties totaling in the thousands of dollars for conducting brokerage operations without a bond or a license.
For example, an unlicensed broker that books a load without paying the carrier would be liable for the full amount of its payables, while a licensed broker would have its liability capped, under the legislation.
But the most controversial provision would increase the surety bond minimums to at least $100,000 from $10,000. Because brokers would be required to either make a $100,000 upfront cash payment or supply a bank letter of credit attesting to the availability of funds, about 17,000 small to mid-sized brokers that lack the cash to make an upfront payment or the resources to persuade their lenders to agree to terms would be driven out of business or become agents of larger brokers, according to critics. This would allow big brokers to eventually control the market and remove a robust source of competitive options from the trucking supply chain, critics said.
It could also produce long-term downward pressure on freight rates, as there would be more loads concentrated with fewer but larger brokers exercising greater leverage with carriers, critics said.
Established brokers would have four years to comply with the amendment's provisions. New entrants would be required to comply immediately.
Following the ocean model
The amendment's supporters, which include big truckers, owner-operators, and the largest brokerage trade group, the Transportation Intermediaries Association (TIA), contend that the broker bond requirement had not been adjusted for nearly 30 years and that the higher figure actually represented a reasonable compromise. According to TIA, some trucker groups were calling for a $500,000 broker bond.
TIA contended it is following the model of the ocean freight industry, where companies that operate as ocean freight forwarders and non-vessel operating common carriers (NVOCCs), carrier-neutral companies that aggregate and book freight, must already maintain a combined $125,000 bond with the Federal Maritime Commission (FMC), the federal agency that regulates these entities. A robust market exists for bonds to underwrite those operations, and the FMC issued more than 700 new licenses in 2010, according to TIA. Association executives contend that property brokers should have the same experience obtaining surety bonds as their brethren in the ocean freight business.
"This is not about big companies versus small companies as some will suggest," TIA said in a briefing paper describing the bill. "This legislation is about well-run companies of all sizes that follow the rules against those that think they can skate on thin ice."
TIA also said that brokers certified under the group's strict underwriting criteria could immediately obtain a $100,000 bond for a $10,000 "trust deposit" and a $2,000 annual premium. This has fueled concerns from opponents, notably the Pacific Financial Association (PFA)—a group that claims it provides one-quarter of all financial instruments to property brokers—that TIA is more interested in expanding its share of the surety bond market than in protecting its broker members.
TIA strongly denies the allegation. Selling surety bonds "is not a priority for us," said E. Nancy O'Liddy, director of policy and TIA services.
TIA said it would make little sense to support a bill that disadvantages small brokers, noting that 70 percent of its members have annual revenues of $5 million or less, classifying them as small businesses. However, opponents such as the PFA and the Association of Independent Property Brokers & Agents (AIPBA), a group formed in 2010 to represent smaller brokers, said the TIA is actually controlled by a group of large brokers that contribute most of the dues, call most of the regulatory shots, and stand to gain the most from the amendment.
In a statement issued March 26, AIPBA President James Lamb said TIA's actions amount to little more than a "power play" to corner the broker market and accused TIA of committing "premeditated murder" of 17,000 small, independently owned brokers.
Legislative limbo
The broker language is also included in the House version of the highway bill, which has been approved by the House Transportation and Infrastructure Committee but remains well short of the 218 votes needed to pass the House. House Speaker John Boehner (R-Ohio) is reportedly leaning toward adopting the Senate version as a means of moving the legislative needle.
On March 29, the House and Senate agreed to a 90-day extension of the current legislation to keep highway projects going beyond March 31, the date the latest temporary extension of highway programs expires. The action marked the ninth temporary extension since the most recent law expired in 2009.
Because the broker language is in both versions, it may complicate efforts by opponents to strip it from the final report that House-Senate conferees would vote on before sending a reconciled bill to President Obama's desk for signature. Ironically, stand-alone broker legislation similar to what is included in the Senate's highway bill and the House's version had been introduced in both chambers during the past two to three years, only to wither and die on the legislative vine.
Opponents of the Reid amendment are furious over the Senate's action, saying the proposal couldn't pass muster as a stand-alone bill and has no place in legislation to reauthorize the nation's highway projects.
Shady dealings
One thing both sides agree on is that the U.S. property broker industry, which consists of between 14,000 and 20,000 companies, has a long-held reputation for unsavory activity. There have also been concerns that banks and trust companies are offering broker trusts—the vehicle used to deposit broker money to pay claims—without those trusts being fully funded in accordance with the law. Stories abound of truckers not being paid for loads booked and delivered, and of funds that should have been placed and kept in trust not being available to pay a carrier in the event of a legitimate claim.
By law, banks and trust companies issuing broker bonds are required to collect and hold the full face amount of $10,000 before issuing the trust that ensures that a claim will be paid. However, many trust companies issue broker bonds either based on the value of receivables, or with little or nothing down. Many do not pay claims, or, if they do, they first deduct their costs from the $10,000 amount before paying, according to TIA.
Under the Reid amendment, trust companies would be responsible for paying claims equivalent to the face value of the bond. They will have to publish the list of payments on their respective websites, make pro-rated payments so everyone gets some money, and submit to regular public audits. In addition, they will be forbidden from deducting their costs from the bond amount.
"We believe these reforms are more important to carriers than the amount of the bond," TIA said in its briefing paper.
Opponents of the Reid amendment said Congress need do nothing more than require that existing laws be enforced that make it illegal to use the funds earmarked to pay legitimate claims for any other purpose. If that were the case, the $10,000 surety minimums in place for decades would be more than adequate, opponents said.
Opponents said they could possibly support an increase in the surety minimums to $25,000 as an inflation-cost adjustment. But anything higher than that would be unacceptable, they said.
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."