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.
If you're a trucker or private fleet manager looking for a predictably priced alternative source of fuel, truck maker Navistar International Corp. and natural gas advocate Clean Energy Fuels Corp. think they have a deal for you.
Ironically, how good that deal turns out to be will depend on doing one's best to predict the unpredictable.
In early February, Lisle, Ill.-based Navistar and Seal Beach, Calif.-based Clean Energy, cofounded by energy baron T. Boone Pickens, unveiled a joint program to provide incentives to truck owners, renters, and lessors to purchase new and more expensive vehicles powered by liquefied natural gas (LNG) or compressed natural gas (CNG), both of which are considered cheaper and more environmentally friendly than traditional diesel fuel.
Under the program, a user would agree to purchase a gas-powered vehicle manufactured by Navistar and then commit for five years to buying 1,000 gallons of natural gas per month. In return, Clean Energy would offer the user a $500 monthly rebate, which, over the five-year span, would offset the estimated $28,000 per-unit differential between buying a gas-powered truck and purchasing a new diesel-powered vehicle.
In addition, the user would pay for its natural gas fill-ups at a price 60 cents a gallon below the prevailing price of diesel fuel as calculated each week by the Department of Energy's Energy Information Administration (EIA). As of April 9, the national average price for a gallon of diesel fuel stood at $4.148, according to EIA data. Thus, a customer would pay $3.55 a gallon for the first 1,000 gallons consumed during the month.
Users who need to buy in quantities that exceed the 1,000-gallon threshold in any given month would be charged Clean Energy's "retail" rate, which currently stands a shade below $2.90 a gallon, the company said.
Big savings potential
Based on estimates that a typical solo long-haul driver logs 12,000 miles a month, the program could deliver monthly savings of $1,200 per month between the rebate and the savings at fill-up, according to the companies. LNG-powered vehicles can run about 400 miles on a full tank. Vehicles powered by heavier CNG wouldn't get the same range with a full trailerload. Such vehicles are better suited to shorter trips within urban areas where they return to the same depot each day.
For fleet owners and operators uninterested in participating in the program, the alternative would be to pay for the gas-powered vehicles out of pocket and fill up at the pump at prevailing prices for either LNG or CNG. Based on the stunningly wide differential between natural gas and crude oil prices, that option, at least for now, sounds like the better bang for the buck.
Natural gas futures contracts are today trading at $1.98 per million British thermal units (BTUs). Futures prices have fallen about 50 percent in the past 12 months due to a mild North American winter that depressed energy demand and an increase in domestic exploration and development that has led to an abundance of gas inventories. More than 80 percent of natural gas consumed in the United States is domestically produced. The balance is imported from Canada.
By contrast, West Texas Intermediate (WTI) oil futures prices, which are more influenced by global demand and by geopolitical factors, have hovered in the $103-a-barrel range for several months. Brené crude (a sweet, light crude oil), considered the world's benchmark, is trading at a 20 percent premium to WTI.
The current differential of "52 times" between market prices for natural gas and WTI oil is unprecedented; the ratio is historically between six and 12, according to Clean Energy. Many analysts believe the combination of factors that have already affected natural gas supply and demand could cause futures prices to fall even further in 2012 and beyond.
The market price for natural gas translates into a pump price of $2.50 a gallon for LNG and $2.25 for CNG.
Market uncertainties
James N. Harger, Clean Energy's chief marketing officer, said the company is marketing the service to companies skeptical that such a wide price gap between oil and natural gas will persist in the years ahead. From 1990 through 2012, natural gas futures prices averaged $4.01 per million BTU, reaching an all-time high of $15.35 in December 2005 in the wake of hurricanes Katrina and Rita that shut off natural gas supply flows along the Gulf Coast, and hitting a record low of $1.05 in January 1992.
Each $1 per million BTU increase in natural gas prices would equal a 14- to 15-cent per-gallon price hike at the pump, according to Clean Energy's estimates. Thus, a spike to levels midway between the historical high and low price ranges could significantly narrow the gap between oil and natural gas, and make the Navistar-Clean Energy initiative more attractive, Harger said.
Perhaps mindful of all the market uncertainties, Clean Energy said it would allow customers to opt out of the agreement at any time without penalties, Harger said.
Navistar spokesman Stephen C. Schrier said the company will in late summer unveil a gas-powered line of vehicles in the mid-sized category. It plans to roll out gas-powered trucks in the heavy-duty, or "Class 8," category sometime in 2013, he said.
The natural gas highway
The initiative is the latest effort by Pickens, who turns 84 next month, to wean the nation off of imported oil and to use more natural gas. Several years ago, Pickens proposed a plan to invest $1 trillion in wind farms that would eventually replace natural gas as a primary energy source. Natural gas supplies would then be freed up to power trucks and other heavy-duty equipment. The proposal has made little headway due to the logistical challenges in locating wind turbines in congested urban areas.
Clean Energy operates hundreds of natural gas fueling stations nationwide and has a strong presence among intra-city transit agencies and waste-hauling companies, both of which have vehicles that operate in local service and depart from and return to the same locations each day.
The company is building what it calls "America's Natural Gas Highway," a national network of truck refueling stations. Harger said the company expects to have 70 stations operational by year-end and another 80 built by the end of 2013. A high-density gas-refueling infrastructure is considered the key to a successful transition by truck fleets from petroleum to natural gas consumption.
At this point, no companies have signed up for the joint program. Jerry Moyes, CEO of Phoenix-based Swift Transportation Co., the nation's largest truckload carrier by sales, attended the Feb. 1 program launch event at Navistar's Lisle headquarters in Lisle. According to published reports, Moyes said Swift is testing 16 natural gas-powered trucks, and said the success of the program depends on the density of the refueling infrastructure.
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]."