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.
In the end, the allure of running the whole shooting match at the Port of Oakland was
strong enough to persuade J. Christopher Lytle, the executive director of the Port of Long Beach, to jump ship.
Lytle, 67, surprised virtually everyone late last month when he announced he would leave the nation's second
busiest port in mid-July to run the Port of Oakland, Oakland International Airport, and the facility's real estate operations.
For Lytle, a maritime veteran, this represents his first crack at running an airport. The added responsibility was a
key factor in his decision to take the Oakland post, he said. "I wasn't out there looking for a job," he said, noting that
he was approached about the position.
Lytle's last day at Long Beach is July 19, and he expects to be running Oakland on July 22. The five-member
Long Beach Board of Harbor Commissioners is soon expected to elect an interim replacement.
Lytle worked in Oakland from 1992 to 1995 when he ran then Sea-Land Service Inc.'s West Coast operations at the port. When
Lytle leaves Long Beach, he will have been there nearly seven years. He was named executive director in November 2011.
In an interview, Lytle said he will work to convince businesses that Oakland should be the first West Coast port of call for
import traffic. To do that, he will push for improvements to on-dock rail service, he said.
Lytle's said one of his priorities will be to lessen the port's near total-reliance on containerized traffic by diversifying
into areas like break bulk and even dry bulk. Oakland is one of the few U.S. ports that processes more exports than imports, a
trend that Lytle wants to promote. Oakland benefits from its proximity to California's verdant Central Valley, a mecca for
foodstuffs that are in increasing demand from export markets.
Lytle will move from a port that handles slightly more than 6 million twenty-foot equivalent units (TEUs) a year to a
port that handles about 2.4 million TEUs annually. At the same time, Oakland's smaller size means its terminals are less
congested than Long Beach's, giving Lytle and his team more room to be agile, he said.
Lytle said he has no plans to turn Oakland into the Long Beach of the north. Instead he will, among other things, promote
Oakland's capabilities to customers whose cargo requires specialized handling.
Lytle said he is looking at converting a nearby army base into a distribution center to encourage the practice of transloading
that has gained popularity down the coast. At the ports of Los Angeles and Long Beach, the nation's busiest complex, fewer
containers are being loaded on intermodal trains for direct transit inland. Instead, they are trucked to a distribution center
in the nearby Inland Empire to the east, where they are transferred to a 53-foot domestic box for delivery to a local DC and
then onward distribution to the customer.
On the labor side, Lytle, like other West Coast port managers, faces the specter of contract talks next year with the
International Longshore & Warehouse Union (ILWU), a 59,000-member union that represents virtually all of West Coast
waterfront labor. The contract with West Coast ports expires June 30, 2014 but talks are expected to begin in early spring.
LONG BEACH'S FUTURE
Lytle's departure comes at a critical time for Long Beach.
The port is facing increased competition for Asian imports from Vancouver,
British Columbia's Port of Prince Rupert, and Mexico's Port of Lázaro Cárdenas on the country's Pacific Coast. Prince Rupert touts
itself as the fastest way to deliver goods from Asian producing markets to U.S. consuming points in the Midwest and mid-South. Lázaro
Cárdenas is promoting itself as a better alternative to Long Beach for getting Asian goods into the vast Texas market. This is
especially true after Kansas City Southern, the exclusive rail provider between Lázaro Cárdenas and the United States, made track improvements
that promise shippers and beneficial cargo owners (BCOs) equivalent service at lower costs.
Long Beach also faces lingering concerns that the opening of the expanded Panama Canal in 2015 will divert Asian import traffic from West
Coast ports—where goods are railed or trucked inland—to the Canal as part of an all-water route to Eastern ports. Lytle shares the
belief held by many that most of the diversion from West to East has already occurred, and any further shift will be incremental, if it happens at all.
Long Beach is in the second year of a multibillion-dollar program to upgrade its facilities. It is spending $1 billion to expand and improve its on-dock
rail capabilities. It is nearly two years into a nine-year, $1.2 billion project known as the "Middle Harbor" container terminal, designed to renovate and
combine two aging container terminals into one modern facility.
In April 2012, Hong Kong-based ship line Orient Overseas Container Line (OOCL) signed a 40-year, $4.6 billion lease to be the terminal's sole occupant.
It is the largest deal of its kind in seaport history, according to the port. The terminal will also have the most sophisticated IT system ever installed at
any port, Lytle said in an interview in March of 2013.
Lytle also leaves behind more than his share of headaches. Issues like cost, congestion, and labor strife are ways of life at the San Pedro ports that
shippers and carriers have grown accustomed to. Including last year's clerical workers strike, three labor-related disturbances have plagued Long Beach in less
than 11 years.
Another headache appeared Wednesday when the city of Long Beach sued to prevent the city of Los Angeles and BNSF Railway from moving forward on a $500
million rail yard project. The City of Long Beach says the project may jeopardize the health and quality of life of its residents.
Long Beach leaders are also asking the courts to set aside Los Angeles' recent approval of the Southern California International Gateway (SCIG) project and
its environmental impact report, which Long Beach says does not comply with the state's Environmental Quality Act.
Long Beach said the negative effects of the project would be borne almost entirely by residents of West Long Beach.
Logistics real estate developer Prologis today named a new chief executive, saying the company’s current president, Dan Letter, will succeed CEO and co-founder Hamid Moghadam when he steps down in about a year.
After retiring on January 1, 2026, Moghadam will continue as San Francisco-based Prologis’ executive chairman, providing strategic guidance. According to the company, Moghadam co-founded Prologis’ predecessor, AMB Property Corporation, in 1983. Under his leadership, the company grew from a startup to a global leader, with a successful IPO in 1997 and its merger with ProLogis in 2011.
Letter has been with Prologis since 2004, and before being president served as global head of capital deployment, where he had responsibility for the company’s Investment Committee, deployment pipeline management, and multi-market portfolio acquisitions and dispositions.
Irving F. “Bud” Lyons, lead independent director for Prologis’ Board of Directors, said: “We are deeply grateful for Hamid’s transformative leadership. Hamid’s 40-plus-year tenure—starting as an entrepreneurial co-founder and evolving into the CEO of a major public company—is a rare achievement in today’s corporate world. We are confident that Dan is the right leader to guide Prologis in its next chapter, and this transition underscores the strength and continuity of our leadership team.”
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%."