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.
Do you have a trailer logjam outside your distribution center that's slowing down operations? Are you using the trailers parked in your yard for overflow storage? Are you unable to quickly pinpoint which trailer has the goods that must be unloaded right away to fill an urgent order?
If you answered yes to any of these questions, then it's time to consider buying a yard management system (YMS), a type of software that, as its name implies, helps users manage the trailers outside the distribution center.
"A basic YMS tells you where you can find trailers in the yard so that the 'shunter' can move the trailer to the assigned dock door without having to manually search the yard," explains Marc Wulfraat, president of consulting company MWPVL International Inc. "This is the equivalent of an inventory control system in that it tells you where the trailer was placed in the past."
As for who offers this type of software, there are a number of sources. Most of the major vendors of warehouse management systems (WMS) offer YMS as an add-on module. For instance, RedPrairie, Manhattan Associates, and HighJump all offer YMS solutions that work with their WMS offerings. Yard management systems are also available from specialty vendors like C3 Solutions and Yardview, as well as Exotrac, which offers a cloud-based version. There are also vendors, such as Pinc Solutions, that use location technology to provide up-to-the-minute information on the whereabouts of a trailer.
If you're in the market for a YMS, what should you look for? We asked several industry experts for their advice. What follows are their recommendations for five "must have" capabilities:
1. Appointment scheduling. Any YMS worth its salt should offer an appointment scheduling capability, according to the experts. Setting a time and date for a truck to arrive at the distribution center is critical to managing work flow in the yard and in the facility itself. "From a warehouse operations perspective, the first and foremost feature is robust appointment scheduling functionality," says Mike Pujda, a project manager at the consulting firm Tompkins International Inc.
Pujda recommends choosing a YMS that incorporates a "self-service" online pOréal that suppliers can use to schedule delivery appointments for inbound shipments. Once the appointment is made, the program should be able to take information on the load—including the type of shipment and its priority—and match it to available receiving capacity at the DC. This should eliminate the need for manual intervention by DC employees.
2. Alerts. For operations facing capacity or labor constraints, using trailers for temporary overflow storage can eliminate the need to rent costly satellite storage space. "Usually, you're allowed to keep a trailer for a number of days if you don't own it. So, you want to maximize the free rent days," says Phil Obal, president of the consulting firm IDII.
But there's a catch: Hold a trailer too long and you risk incurring demurrage changes, which are penalties imposed by motor carriers for a consignee's failure to unload and return a trailer within a designated period. That's why Obal strongly recommends choosing a YMS that alerts the manager when a trailer return deadline is approaching.
3. User-defined rules. Since each company's priorities are different, the YMS should allow the user to set up his or her own rules specifying when certain trailers get pulled forward in a yard, says Wulfraat.
This capability allows the logistics manager to ensure scheduling reflects the company's individual needs and priorities—whether the objective is to maximize sales, optimize customer service, or simply deal with scheduling constraints. For instance, a logistics manager could have the YMS flag trailers that contain inventory needed to fill back orders for prompt unloading. Or the YMS could organize trailer movements and unloading based on workforce requirements.
4. Task management. Picking a YMS that includes task management capabilities—i.e., a program with the capacity to direct workers to the next assignment—can go a long way toward streamlining work flow. For example, once a yard driver drops a trailer at a dock door, the YMS could then provide the driver with instructions on what trailer to move next. "Time is saved when work is presented to the user rather than the user checking in for the next [assignment]," says Pujda.
Pujda notes that this is more than a matter of simply running down a list and checking off tasks. The YMS should be able to rank the moves requested in order of priority and assign work accordingly. If two moves have the same level of priority, the YMS should be "smart" enough to assign the move closest to the yard driver for the sake of efficiency.
5. Event management integration. Because so many companies these days run lean on inventory, real-time information on inbound shipments has become essential to the smooth functioning of an operation. For that reason, Greg Braun, a senior vice president at C3 Solutions, advises shippers to look for a YMS that can be integrated with other company systems. "To be truly effective, a yard management system needs to be able to integrate into a WMS and TMS [transportation management system]," he says.
Linking the YMS to other company systems allows for crucial information on "events" to be instantaneously communicated across the network, so the system can determine the next steps to take. Pujda offers the example of a retail operation, where notification of a trailer's arrival might trigger an inventory allocation program to assign the goods to a particular store. That decision would then dictate whether the goods are sent to storage or cross-docked for loading onto an outbound truck.
Event management capabilities can also include electronic communication with carrier information systems. For example, at the same time the YMS records the movement of a newly unloaded trailer back to the yard, the system could automatically notify the carrier that its equipment is ready for pickup.
A LOW-COST WAY TO BOOST EFFICIENCY
All technology comes at a price, and yard management software is no exception. But the experts interviewed for this article point out that there can also be a price to pay for not investing in technology with the potential to bring order to a chaotic operation. For that reason, they urge managers experiencing yard management headaches not to be put off by the costs of the software.
"YMS systems today are pretty low cost," says Obal. "If you have more than 10 trailers, you need to do something for sure. It's better than having someone trying to remember what's outside in the yard."
A move by federal regulators to reinforce requirements for broker transparency in freight transactions is stirring debate among transportation groups, after the Federal Motor Carrier Safety Administration (FMCSA) published a “notice of proposed rulemaking” this week.
According to FMCSA, its draft rule would strive to make broker transparency more common, requiring greater sharing of the material information necessary for transportation industry parties to make informed business decisions and to support the efficient resolution of disputes.
The proposed rule titled “Transparency in Property Broker Transactions” would address what FMCSA calls the lack of access to information among shippers and motor carriers that can impact the fairness and efficiency of the transportation system, and would reframe broker transparency as a regulatory duty imposed on brokers, with the goal of deterring non-compliance. Specifically, the move would require brokers to keep electronic records, and require brokers to provide transaction records to motor carriers and shippers upon request and within 48 hours of that request.
Under federal regulatory processes, public comments on the move are due by January 21, 2025. However, transportation groups are not waiting on the sidelines to voice their opinions.
According to the Transportation Intermediaries Association (TIA), an industry group representing the third-party logistics (3PL) industry, the potential rule is “misguided overreach” that fails to address the more pressing issue of freight fraud. In TIA’s view, broker transparency regulation is “obsolete and un-American,” and has no place in today’s “highly transparent” marketplace. “This proposal represents a misguided focus on outdated and unnecessary regulations rather than tackling issues that genuinely threaten the safety and efficiency of our nation’s supply chains,” TIA said.
But trucker trade group the Owner-Operator Independent Drivers Association (OOIDA) welcomed the proposed rule, which it said would ensure that brokers finally play by the rules. “We appreciate that FMCSA incorporated input from our petition, including a requirement to make records available electronically and emphasizing that brokers have a duty to comply with regulations. As FMCSA noted, broker transparency is necessary for a fair, efficient transportation system, and is especially important to help carriers defend themselves against alleged claims on a shipment,” OOIDA President Todd Spencer said in a statement.
Additional pushback came from the Small Business in Transportation Coalition (SBTC), a network of transportation professionals in small business, which said the potential rule didn’t go far enough. “This is too little too late and is disappointing. It preserves the status quo, which caters to Big Broker & TIA. There is no question now that FMCSA has been captured by Big Broker. Truckers and carriers must now come out in droves and file comments in full force against this starting tomorrow,” SBTC executive director James Lamb said in a LinkedIn post.
The “series B” funding round was financed by an unnamed “strategic customer” as well as Teradyne Robotics Ventures, Toyota Ventures, Ranpak, Third Kind Venture Capital, One Madison Group, Hyperplane, Catapult Ventures, and others.
The fresh backing comes as Massachusetts-based Pickle reported a spate of third quarter orders, saying that six customers placed orders for over 30 production robots to deploy in the first half of 2025. The new orders include pilot conversions, existing customer expansions, and new customer adoption.
“Pickle is hitting its strides delivering innovation, development, commercial traction, and customer satisfaction. The company is building groundbreaking technology while executing on essential recurring parts of a successful business like field service and manufacturing management,” Omar Asali, Pickle board member and CEO of investor Ranpak, said in a release.
According to Pickle, its truck-unloading robot applies “Physical AI” technology to one of the most labor-intensive, physically demanding, and highest turnover work areas in logistics operations. The platform combines a powerful vision system with generative AI foundation models trained on millions of data points from real logistics and warehouse operations that enable Pickle’s robotic hardware platform to perform physical work at human-scale or better, the company says.
Bloomington, Indiana-based FTR said its Trucking Conditions Index declined in September to -2.47 from -1.39 in August as weakness in the principal freight dynamics – freight rates, utilization, and volume – offset lower fuel costs and slightly less unfavorable financing costs.
Those negative numbers are nothing new—the TCI has been positive only twice – in May and June of this year – since April 2022, but the group’s current forecast still envisions consistently positive readings through at least a two-year forecast horizon.
“Aside from a near-term boost mostly related to falling diesel prices, we have not changed our Trucking Conditions Index forecast significantly in the wake of the election,” Avery Vise, FTR’s vice president of trucking, said in a release. “The outlook continues to be more favorable for carriers than what they have experienced for well over two years. Our analysis indicates gradual but steadily rising capacity utilization leading to stronger freight rates in 2025.”
But FTR said its forecast remains unchanged. “Just like everyone else, we’ll be watching closely to see exactly what trade and other economic policies are implemented and over what time frame. Some freight disruptions are likely due to tariffs and other factors, but it is not yet clear that those actions will do more than shift the timing of activity,” Vise said.
The TCI tracks the changes representing five major conditions in the U.S. truck market: freight volumes, freight rates, fleet capacity, fuel prices, and financing costs. Combined into a single index indicating the industry’s overall health, a positive score represents good, optimistic conditions while a negative score shows the inverse.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."