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.
Less-than-truckload (LTL) carrier YRC Worldwide Inc. said today it had made a preliminary proposal
to acquire Arkansas Best Corp., a deal that ostensibly would include its unionized LTL division, ABF
Freight System Inc.; its nonunion expedited transportation business; its truck brokerage operations;
and other units.
According to a source close to the situation, a preliminary offer of $18 per share was—and
may still be—on the table for Arkansas Best.
The source said it was unclear if the proposal was an all-cash deal or a combination of cash and other financing
instruments. In less than a week, Arkansas Best's stock has jumped from $10.33 a share to close at $16.71 per share today, up $1.36. At current share prices, the company's market capitalization stands at slightly more than $394 million.
As of March 31, YRC's liquidity—which includes cash, cash equivalents, and available funds under a $400 million
asset-based loan—was $214.8 million, the company said when it released its first-quarter results earlier this week.
The recent surge in Arkansas Best stock coincided with a May 3 announcement that ABF and international leaders of the
Teamsters union had agreed on a tentative five-year contract containing an undetermined level of wage and benefit concessions.
ABF, which has the highest labor cost structure in the LTL industry, has stressed for months that it needs to bring its labor
expenses in alignment with its rivals, many of whom are nonunion, in order to remain competitive.
YRC CEO James L. Welch implied in a statement today that he and YRC will not take no for an answer. "Our board and
management believed then and believes now that the combination of Arkansas Best and YRC would be in the best interests
of all employees, customers, and shareholders of both companies," he said.
Fort Smith, Ark.-based Arkansas Best said last night that Welch met with CEO Judy McReynolds on March 22 at
Arkansas Best's headquarters to discuss a possible combination. Arkansas Best said in its statement that YRC
approached it in late March with an interest in exploring a possible deal only for ABF, which accounts for roughly
80 percent of Arkansas Best's revenue. However, Arkansas Best said it told YRC in early
April that ABF had other issues on its plate and that "considering a transaction with YRC was not appropriate
at that time." The companies have not talked since then, according to the statement.
Today's statement from Overland Park, Kan.-based YRC took on a slightly different tenor, seeming to suggest that
Arkansas Best was receptive to a transaction. According to the statement, McReynolds discussed the proposal with her
company's board of directors, but Arkansas Best declined to enter into talks with YRC because the "timing was not right
to consider such a transaction."
Neither company would comment beyond their respective statements.
LABOR IN LIMELIGHT
Organized labor will play a critical role in determining the future of any YRC-Arkansas Best combination or
if a deal has any future at all. Word of the CEO discussions and the possible acquisition by YRC leaked out as
ABF and the Teamsters are trying to consummate a new five-year collective bargaining agreement. Labor and
management are currently operating under the second of two one-month extensions to the existing five-year
contract, which originally expired March 31. The current extension expires May 31.
According to the source, Teamster officials bargaining with ABF were unaware until recently of any high-level
discussions over a possible transaction. By the time they were notified, contract talks were at an advanced stage,
according to the source. Neither the 7,500-member ABF rank-and-file or officials of Teamster locals representing the
workers knew of YRC's interest in their company before news of it appeared last night on DC Velocity's website.
A spokesman at Teamsters headquarters in Washington declined comment.
Officials of the various Teamster locals are scheduled to meet the week of May 20 to review the contract proposal.
Should the local leaders approve it, they will then need to sell it to a scrappy and independent group of rank-and-file
workers. Three years ago, they rejected a contract offer that called for significant
concessions similar to what union workers at YRC granted the company to keep it afloat. The rejection came after Teamster
leaders approved the deal.
There are several scenarios in play at this time. The rank-and-file could choose to accept the proposed contract. Union members could also reject the contract proposal, and both sides could return to the bargaining table. If that happens, the existing contract could be extended again for an agreed-upon time period. Alternatively, operations could continue without a contract, although such a move would be dicey because the union could call a strike without
notice on or after June 1.
In the current environment, however, there is another factor to consider: A rejection by the rank-and-file would likely
send Arkansas Best's stock falling, which ironically would make it cheaper for a potential suitor to buy the company. It
could also make Arkansas Best's board and management more willing to sell because they may see little hope of making a
significant change in their labor cost structure.
Arkansas Best said it was "very pleased" with the May 3 agreement. It noted that ABF Teamsters would remain the best paid in the LTL sector. However, the source said the tentative contract didn't deliver the magnitude of concessions that management wanted.
In mid-2009, YRC's rank-and-file agreed to a series of extraordinary concessions calling for 15-percent wage cuts
and an 18-month suspension of the company's pension contributions. YRC resumed contributions in 2011, but at levels
75 percent below what it was contributing prior to the 2009 deal. Full pension payments are set to resume in 2015.
The agreements sparked a lawsuit by ABF against the Teamsters and YRC alleging the deals were struck outside of the main
collective-bargaining agreement governing the trucking industry, and they should be made null and void. Despite several setbacks,
ABF has continued with its suit.
In return for the givebacks, the Teamsters were given the right in 2011 to name two directors to YRC's board. One is Douglas
O. Carty, co-founder and chairman of Switzer-Carty Transportation Inc., a Canadian company specializing in school bus
transportation services. The other is Harry J. Wilson, a former financier who today is chairman and CEO of Maeva Advisors
LLC, a New York-area company that holds itself out as a non-traditional corporate restructuring concern.
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]."