If you're using conventional systems designed to handle cases, the answer is no. Here are some things you can do to prepare your operations for e-fulfillment.
Susan Lacefield has been working for supply chain publications since 1999. Before joining DC VELOCITY, she was an associate editor for Supply Chain Management Review and wrote for Logistics Management magazine. She holds a master's degree in English.
When retailers first began dabbling in e-commerce—whether as a pure play or as a supplement to their brick-and-mortar operations—they often were able to get away with handling order fulfillment manually. But now, as online retailing explodes, they're finding that approach just doesn't cut it. In order to keep up with the increase in volume and the demand for faster turnaround times, they have to automate. At the very least, they have to put in conveyors and sortation systems.
But as they do so, many companies are discovering that the systems that work well for supplying brick-and-mortar stores aren't a good fit with direct-to-consumer operations. That's because the characteristics of e-commerce orders are very different from their store-based counterparts.
These differences have a number of implications for fulfillment operations. First, when you're shipping directly to consumers instead of stores, the volume of orders is going to be higher. Second, instead of transporting cases or broken cases, conveyors and sortation systems have to be able to handle individual items. On top of that, there's packaging. In a bid to cut costs, more companies are choosing to mail out e-commerce orders in polybags or envelopes rather than corrugated boxes, according to Stephen Cwiak, vice president and general sales manager at conveyor manufacturer Interroll.
THE RIGHT FIT
All of these characteristics have a big impact on what type of conveyors you use or how you use them. For instance, small items, soft goods, and items packaged in bags or envelopes typically aren't a good fit with conventional roller conveyors.
"Because you can't rely on the item's having a large, firm, flat-bottomed surface, there's a potential that the item will end up going up and down between every roller," explains Tim Kraus, product manager for line sortation at systems integrator Intelligrated. As a result, he says, small things could get stuck between rollers, and you don't have as much control of the movement of the bagged items as you might like.
In comparison to roller units, belted conveyors provide a better ride for small and bagged items, making them a good match for e-commerce. However, they typically cost more than the more popular roller conveyors. And not every company is willing to shell out for the more expensive systems, especially if they already have a roller conveyor that they're hoping to repurpose for e-commerce operations.
One way to get around this is to batch-pick items into a tote, according to Kelly Reed, a partner with the consulting firm Tompkins International. The totes can then be transported by traditional roller conveyors to a unit sortation system or put-to-order module, where the items are allocated to individual orders and packaged.
After the orders are packed, orders in cartons can be separated from those packed in polybags or envelopes, Reed says. The polybag or envelope orders can be deposited back into a tote and routed to a shipping sorter, where they can be manually sorted for shipment.
Not only are totes an economical option for companies looking to make use of existing equipment, but they're also a good fit for those retailers that sell a mix of products. One such company is online women's fashion retailer JustFab. Most of the company's volume consists of shoes, which can be easily transported on roller conveyors in shoeboxes. But the company also sells soft goods, such as jeans, purses, and accessories. For these items, the company uses totes. (See sidebar for more on JustFab's fulfillment operations.)
The majority of JustFab's orders are packed in corrugated cartons. The remainder are polybagged and handled manually, using a process similar to the one described by Reed. "Polybags are such a small percentage of our business that we chose not to [automate] it," says Bert Hooper, JustFab's vice president of operations. "We tote up our sealed polybags and send them to a manual shipping station, where our employees apply shipping labels and sort them into gaylords [large reusable corrugated containers used for shipping]."
If a facility has no choice but to use roller conveyor for transporting small bagged items, Kraus recommends that the rollers have tighter roller centers than the standard three to four inches. He also suggests setting any sensors used with the conveyor to detect small items.
On top of that, the company should pay particular attention to catch points—places on the conveyor's frame where the bags might get snagged. These include corners, guardrail "transition" areas, and areas where one piece of sheet metal overlaps another. Rigid cartons are less likely to get snagged or drag on these points than a bag, which conforms to the shape of whatever you set it on, says Kraus.
SORT IT ALL OUT
As is the case with conveyors, the best sortation systems for brick-and-mortar fulfillment may not be the best ones for e-commerce fulfillment.
Mitch Johnson, director of systems development for Hytrol Conveyor Co., notes that typically, sorters in DCs that supply retail stores are set up to handle 200 orders. This works well in a store fulfillment environment, where those 200 orders may contain thousands of items. But in an e-commerce operation, the average order only contains 1.5 items. If your systems can only process 300 items, you aren't going to be able to keep up with the volume and velocity requirements of e-commerce, Johnson warns. "So you have to look at different ways to do it."
To handle that kind of volume, Johnson suggests using sortation systems that offer a lot of sort points in a small area, like a tilt-tray sorter or a cross-belt sorter.
In addition to volume, the type of packaging used will affect the choice of sorter. If you're just handling cartons, Reed recommends using a sliding-shoe sorter. This type of sorter is well suited to the small, mostly lightweight cartons that are common in e-commerce operations, he says. Sliding-shoe sorters also work well when you're routing a high volume of goods or totes to different order processing or consolidation areas, says Clint Lasher, divisional president, engineering and integration, Oak Lawn (Ill.) for systems integrator Wynright. For lower volumes, a pop-up sortation system would work well, he says. JustFab, for example, is using a pop-up wheel divert sorter.
If you're sorting bagged items, however, things change—including the criteria you use to decide what type of sorter to deploy. According to Kraus, with cartons, you only have to know the size of the cartons, the range of carton sizes, and the rigidity of the cartons. With bags, you not only need to know the size of the bag, but also the size and rigidity of the item(s) inside the bag and how closely the size of the item or items matches the size of the bag. "If it's a large bag with very small items, that becomes more difficult to handle because there are more catch points and a bigger opportunity for snags," he says.
The rigidity of the bag itself also plays a role, says Kraus. Most direct-to-consumer orders use a very thin polybag with no structure or rigidity. In those cases, Kraus says, a loop-type sorter, such as a tilt tray, cross belt, or bomb bay, is a good choice, assuming the operation or layout will accommodate it. Another good choice is a positive line-type sorter, such as a sliding shoe, pusher, or sweep divert. However, friction-based line sorters, such as pop-up wheels, pop-up rollers, or angled roller belting, do not work as well because of the bag's lack of structure or rigidity, Kraus says.
Interroll's Cwiak specifically recommends cross-belt sorters for handling polybagged items. A cross-belt sorter does a good job of sorting soft goods without their becoming tangled or being mishandled, which is known to happen with narrow-belt sorters, sliding-shoe sorters, and tilt-tray sorters, he says.
TIME FOR A PARADIGM SHIFT?
Although analyzing equipment needs is an important part of the process, there's more to preparing an operation for e-commerce than modifying or replacing the conveyors and sortation systems, cautions Steve Schwietert, vice president of integrated systems sales for systems integrator TGW. Schwietert strongly urges DCs to re-examine their entire paradigm for picking, packing, and shipping items. For example, he argues that goods-to-person systems, such as automated storage and retrieval systems and miniloads, are much better suited to e-commerce than traditional picking methods.
Conveyors, of course, will still be needed to transport goods to and from those systems. Indeed, Lasher says that e-commerce fulfillment will require a lot more routing conveyors to ensure goods are moved around the warehouse in an intelligent fashion.
Motor-driven roller conveyors work well for transporting goods into and out of goods-to-person systems because they're easy to deploy and control, Schwietert says. And because they're modular, they give users the flexibility to change configurations as needs shift, says Lasher.
The paradigm shift may extend beyond simply redesigning your distribution center. For example, Johnson of Hytrol says he can envision a day when retailers—in an effort to respond to demands for same-day delivery—install automated equipment like conveyors and sortation systems in the stores themselves. In this scenario, store employees would pick orders from the site's inventory for customers to pick up the same day.
Whether or not these dreams become reality, this much is clear. E-commerce fulfillment presents both challenges and opportunities. And it has likely changed the fulfillment game for good.
Justfab: From carts to conveyors
When it comes to the front-end selling experience, the online women's retailer JustFab has always been tech savvy, with a Web operation that pushes monthly recommendations for shoes and handbags tailored to a customer's personal style. On the back end, however, the pure-play e-commerce retailer was—until recently—anything but high tech.
Bert Hooper, the retailer's vice president of operations, recalls that when he joined the company in June 2011, its Louisville, Ky., warehouse was an entirely manual operation. While that worked well enough when the company was starting out, it was becoming increasingly clear JustFab would have to automate in order to stay competitive. "You get to the point where it's costing you too much money to manually process the order," says Hooper.
JustFab needed to reduce its variable labor cost per unit and its cycle times in order to stay in the game. In addition, it had to come up with a more efficient way to handle multiple unit orders (when a customer orders more than one item at a time) than simply sending associates out to collect items on carts. After weighing its options, it installed 1,500 feet of conveyor and sortation systems from Intelligrated, along with various other systems.
Today, JustFab's DC associates pick directly onto the conveyor system. The orders then travel to the sortation system, which diverts multi-unit orders back to the "binning" area to collect the remaining items, and sends single-unit orders and completed orders on to the packing area.
The sortation system has six divert lanes for multi-unit orders, with 200 bins per divert lane. This means the company can have up to 1,200 multi-unit orders in the system at one time, flowing between picking, packing, and shipping. This is in addition to the 1,000 single-unit orders that the system is concurrently handling.
As a result of the shift to the new system, JustFab has been able to keep up with the rapid increase in volume. Since 2011, the company has grown from an operation with 200,000 units in inventory that processed 2,000 orders per day to one that handles 1 million units of inventory and 8,000 orders a day.
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]."