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.
A cross-section of heavy-hitters—such as the National Industrial Transportation League,
the American Trucking Associations, the U.S. Chamber of Commerce, the Intermodal Association of
North America, and the National Customs Brokers & Freight Forwarders Association—today joined
with nearly 90 other groups pleading with President Obama to immediately intervene to end an eight-day
strike by clerical workers that has shut down the Port of Los Angeles, the nation's busiest port,
and dramatically curtailed operations at the adjacent Port of Long Beach, the second-busiest.
Until today, the National Retail Federation, which represents the nation's largest retailers, had
been virtually alone in its public expressions of concern over the walkout. But as the work stoppage
persists and with the nation's largest port complex effectively paralyzed with 10 of 14 terminals
closed, today's letter makes it apparent that it has begun to affect more than just the retail trade.
In the letter, the organizations asked the Administration to use "whatever means necessary" to bring
the strike to a quick end. President Obama can invoke the 1947 Taft-Hartley Act to order the ports
immediately reopened and the strikers back to work. The law calls for an 80-day cooling-off period
to allow commerce to resume flowing and give the two sides time to resolve their dispute. The
800-member clerical unit of the International Longshore & Warehouse Union (ILWU) has been working
without a contract for more than two years.
President George W. Bush invoked Taft-Hartley in October 2002 to end a 10-day coast-wide lockout
by West Coast waterfront management that cost the U.S. economy $1 billion a day and disrupted supply
chains nationwide at the peak holiday shipping season. By contrast, Office Clerical Unit Local 63 is
striking at a time when most holiday goods are already in U.S. commerce, and retailers are still a week or
two away from the last big order push before Christmas.
However, with inventories at record lows relative to sales and with retailers pressured to
keep shelves stocked up until Dec. 24, there is worry that a continuing job action would begin to
wreak massive havoc on supply chains and, by extension, Christmas sales.
The letter said ships are now being diverted to Canada and Mexico instead of to other West Coast
ports because of concern of widening labor action should vessels try to call other U.S. facilities. Meanwhile,
ships are stacking up in the harbor outside the port complex, and terminal operators are running out of room to
store containers and other intermodal equipment, the groups said.
As of late morning, 13 ships were idling in the waters outside both ports, and 17 ships have been
diverted, according to Phillip Sanfield, a spokesman at the Port of Los Angeles.
"Even if labor returned to work today, it would take several weeks to undo the gridlock this
disruption has already set in motion," the groups said in the letter to the president.
An industry source said he was told on Monday by an executive of a major retailer that even
if the company's containers reached another port, it would not have its regular de-consolidator
available to sort, segregate, and ship the goods in time to reach its stores by Christmas. The
source said the executive told him the company "would be playing 'catch-up' from now until Christmas."
The source would not identify the executive or the company.
Union Pacific Corp., (UP) one of the two major western railroads serving the ports, said
yesterday it has embargoed all westbound U.S. traffic destined for its international container
facility at Long Beach as well as all on-dock locations at both ports supporting international
traffic. Burlington Northern Santa Fe Railway, the other big western railroad, was not available
to comment.
David Howland, vice president, land services, for third-party logistics giant APL Logistics, said
in a Dec. 1 e-mail that the strike has kept containers at the ports from being removed from UP's cars
for on-dock handling and prevents Los Angeles-bound shipments in UP's network from even moving to the
docks.
Howland said at the time that UP was holding trains in multiple staging areas until the strike ends.
Howland was unavailable for comment today on whether the situation had changed since the weekend.
GENESIS OF THE STRIKE
The clerical unit struck in protest over the Los Angeles/Long Beach Harbor Employers Association's (HEA)
alleged attempt to outsource clerical jobs. The unit claimed that management has eliminated 51 permanent
clerical jobs in the past five years and that an additional 76 jobs are poised to be sent overseas.
The HEA has dismissed the unit's claim, saying the individuals whose jobs were purportedly wiped out had
retired with full benefits, quit, or died during the past three years.
"Not one of the 51 job positions they identify has been given to a nonunion employee or subcontracted away,"
HEA said last week. "There simply has not been a business need for replacing these workers."
According to the association, management has guaranteed that no unit member will be laid off during the
life of the contract. The group said employers have no incentive to outsource work since they are "obligated
to pay...employees whether there is work to do or not."
The management group said the unit wants to restore "featherbedding," where workers are hired to perform
jobs that are largely unnecessary. As part of its strategy, the clerical unit insists on having control over
staff levels, management said.
The unit's members are already the country's highest paid clerical workers, according to management.
HEA said the latest proposal would bring workers' wages up to near $90,000 a year and annual pensions
up to nearly $75,000.
Talks aimed at reaching a new contract broke off in October.
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]."