In the tuxedo rental business, there's no room for error. At The Men's Wearhouse, an array of specialized conveyors ensure order fulfillment is fast and accurate.
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.
How do you cope with the challenge of assembling up to 50,000 customized tuxedo rental orders a week? That was the question facing managers at a DC run by The Men's Wearhouse in Pittston, Pa. During peak season, the facility, which serves 193 stores in the Northeast and Midwest, processes a flood of returned garments, which all have to be cleaned, inspected, and stored, while workers simultaneously assemble thousands of new customer orders. And, of course, all of this has to be done quickly and without any errors.
Founded in 1973, The Men's Wearhouse is one of the nation's largest men's apparel retailers, selling brand name and private-label suits, sport coats, shirts, and accessories. The company also is a leading renter of formal wear. Orders for the company's 1,200-plus retail stores are primarily filled from a facility in Houston, while six other buildings, including the Pittston facility, handle rentals. Those six buildings receive returned rental tuxes from the stores. They then clean and prepare the garments for picking into tux assemblies to fill new customer orders—or what The Men's Wearhouse calls "reservations." The rental business experiences its peak demand in the spring, when it provides tuxedos for proms and weddings.
For the Pittston DC, the answer to keeping up with the workload during peak season lay in an automated system that features an array of specialized conveyors. The system installed in the 296,000-square-foot facility was designed and installed by W&H Systems, a Carlstadt, N.J.-based warehouse design and system integration firm. Most of the conveyors are designed to transport garments on hangers, known in the trade as "GOH." The mix includes screw units, hanging conveyors, and monorails, along with some flatbed belt and roller conveyors.
SMOOTH-FLOWING RETURNS
The process begins with stores returning their rented tuxes in Gaylord boxes, pallet-sized corrugated cartons used to transport bulk items. Upon the boxes' receipt at the Pittston facility, workers remove the garments from the boxes and separate them by type—pants, coats, shirts, vests, and so on. The workers then place the loose garments onto a belt conveyor supplied by FKI (now Intelligrated). The conveyor transports the garments to a receiving station, where an operator removes each item and scans the permanent bar code sewn onto the garment. This logs the garment back in as a receipt.
After they're logged in, garments are deposited into hampers that are wheeled to the facility's in-house dry cleaning department. Pants, vests, and coats are dry cleaned, while shirts are wet washed. The cleaned garments are pressed and hung on hangers. Plastic bags are placed over shirts and white tuxedos to keep them clean as they make their way through the warehouse. From the cleaning area, the hanging garments are transported to a collection point via a screw conveyor, which resembles a large shaft with grooves like a screw. The hangers ride down the spiral grooves as the shaft turns.
Once the garments arrive in the collection area, they're placed onto trolleys that are wheeled to scan, measure, and label stations. At these stations, an operator removes each garment and scans its bar code. As the code is scanned, information about the garment pops up on a computer screen. The associate then measures the garment to see if the store made any alterations, such as hemming the pants, and compares the measurements to the information on the screen. Any changes are noted. Next, a large label is printed that contains size specifications and other information about the garment. This is attached to the hanger so that workers can easily identify the article later.
The garments are next placed onto a hanging garment sorter supplied by SDI Group, a manufacturer of sorting and conveying systems. This device, which can handle 5,600 garments an hour, sorts the garments to 44 hanging destinations, according to garment type and putaway aisle. Once the items have been sorted, an operator hangs the garments onto trolleys, which are then picked up by a Daifuku/Jervis B. Webb-manufactured Unibilt monorail conveyor. The monorail carries each trolley through a three-level module (the hanging garment sorter is located on the module's bottom level) to a predetermined putaway location. The trolley is taken off and rolled into a position for putaway. The garments are stored in the module by type, with pants in one area, shirts in another, and so forth.
A PERFECT FIT
In the meantime, other workers are busy assembling incoming orders. Customers are measured for tuxedos at The Men's Wearhouse stores. The rental order information is then fed to the DC for fulfillment, where it becomes a reservation. The orders in Pittston are accumulated and processed in waves using pick tickets that specify the size, color, and style of each item in a reservation. Articles are added to the order as it travels through a three-story tower, or picking module, until the complete package is assembled.
The pants, located on the third level, are picked first. There, a worker selects the proper garment from the storage racks and places the pick ticket on its hanger. The pants are then placed onto a powered hanging conveyor manufactured by Pep Conveyor Systems for transport through the pants area. From there, they are transferred to another Unibilt monorail that takes them down to the second level. On arrival, they transfer to a Pep conveyor to travel through that level, where employees read the pick tickets and add shirts and then vests to the order.
At the end of the module, orders go back on the Unibilt monorail for transport to the bottom level. There, the "reservation" is hung on a rail and slid along through coat selection. A garment bag is added to the hanger and shoes are placed into a pocket on the garment bag.
At this point, the fully assembled tux is ready to leave the picking module. It is then slid on the rail to a quality control station, where a worker verifies the order and scans the bar code on each item to "assign" it to the finished tuxedo. A shipping label is printed and placed into the clear pocket of the garment bag. All of the items are then put into the bag, which is zipped closed.
TUXEDO JUNCTION
About 20 percent of the garments processed at Pittston are rush orders that require expedited handling. These tuxes are slid manually on a rail from the quality control area to the small-parcel area for packing. At packing stations, six tuxedos at a time are placed into a flat carton, which is sealed and deposited onto roller and belt conveyors that feed a small push sorter. The sorter diverts the cartons to four ship stations designated for parcel pickup.
The remaining 80 percent of the garments are hung onto trolleys that are wheeled from quality control to a staging area, where the tuxes are sorted by store. The tuxes are then placed onto a shipping trolley designated for that store and the paper reservation for that tux is added to the trolley. The trolley is pushed to a door for loading onto 53-foot trailers. The trailers, which are part of the Men's Wearhouse fleet, have rails built into the trailer beds to allow the trolleys to be wheeled directly onboard. Trailers are sent to consolidation hubs, where the trolleys are removed, routed, and wheeled onto 26-foot company-owned delivery trucks for store delivery.
So how has the new conveyor system worked out? Quite well, by all accounts. Since moving to an automated system for processing tuxedo rentals, The Men's Wearhouse has been assembling its tux orders more efficiently and with a high degree of accuracy. "The big thing was defining the criteria. W&H did a very good job of that," says Andrew White, senior director of engineering at The Men's Wearhouse. "There were no surprises once we got to implementing the system."
You might say these systems are well suited to the retailer's needs.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.