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.
The rank-and-file Teamsters' union members at UPS Freight, UPS Inc.'s less-than-truckload (LTL) unit,
overwhelmingly voted to reject a five-year contract proposal already approved by the company and union
leadership. The vote, which was 4,244 to 1,897, sends both sides back to the bargaining table and raises
doubts about whether a deal can be finalized before the contract's July 31 expiration date.
At UPS' larger small-package unit, the situation is not as clear-cut, yet it still spells potential trouble
for the Atlanta-based giant and for Teamster leaders. As of late Monday, the contract seemed headed for approval
but only by a slightly more than 4,000-vote margin. According to dissident group Teamsters for a Democratic Union
(TDU), the contract passed with the narrowest margin of victory in the history of UPS labor agreements. The first
national contract was reached in 1979. Before then, the two sides worked under regional and local compacts.
In addition, TDU said members rejected 17 regional supplements and riders to the contract. If accurate, that would be
the largest number of supplemental and rider rejections in the Teamsters' 110-year history.
Unlike with UPS Freight, the Teamsters did not confirm the results of the small-package contract on its
website as of last night. UPS and Teamster leaders tentatively agreed on both pacts in April. The small-package
contract, which also expires July 31, covers about 240,000 UPS employees. The LTL pact covers between 10,000 and
12,000 workers at UPS Freight. Combined it is the largest collective-bargaining agreement in North America.
All of the rejected supplements and riders must be renegotiated and re-voted on before a national contract can be
signed, according to TDU. That's because the contract is one integrated document, not separate or regional agreements.
If a supplement or a rider is rejected for a third time, that becomes a strike vote, TDU said.
Ken Paff, TDU's national organizer and a frequent critic of Teamster General President James P. Hoffa, called the
votes on the two contracts "a big repudiation" of Hoffa's efforts. Paff said the outcomes are a "pretty big deal" for UPS as well.
In a statement issued last night, UPS said it "has not been officially notified of voting results, and it is our
understanding that the ballot count will continue tomorrow." UPS said it would not comment further until it was notified
by the Teamsters of the results.
The small-package master contract passed on the backs of members in the Southeast, the mid-Atlantic, and New England.
In those regions, the margin of victory was close to 12,000 votes. In the rest of the country, the margin of rejection was
about 7,000 votes.
The most striking blow came from the Central region, home of the largest supplemental agreement. There, Local 89 in
Louisville, Ky.—which represents about 9,300 small-package workers and is the largest Teamster local in the UPS system—
rejected the master agreement by a vote of 3,388 to 483. The rank-and-file rejected its supplement by an equally convincing
vote of 3,520 to 441. Louisville is home to UPS' primary global air facility known as Worldport. In mid-May, leaders of the
local had advised members to reject the small-package and UPS Freight contract proposals.
POINTS OF CONTENTION
Based on public statements over the past 24 hours, the biggest bone of contention is the proposed shift from a
UPS-administered health plan to a Teamster health plan with UPS and the union as trustees. Opponents of the shift
say it will result in benefit cuts for the affected workers. Additionally some opponents, such as the leaders of
Local 89 in Louisville, say there is no clear explanation of how the transition would occur.
"Health care sunk [both contracts]," said a high-level union source.
Union officials have also voiced concerns that the raises for package workers in the proposed master contract
fall below the level of increases called for in the current pact. They are also worried that the agreement contained
no pension increases for the first four years.
The Union's executive board also took a dim view of the tentative UPS Freight contract, saying it fails to eliminate or
reduce the practice of driver subcontracting, which was one of the union's main grievances. UPS Freight subcontracts about
half its driving work, according to union officials.
Judging by the resounding defeat of the UPS Freight agreement, the rank-and-file were unhappy with the proposed creation
of a separate "line-haul driver" division designed to reduce the incidence of driver subcontracting. According to Local 89
in Louisville, the contract still fails to eliminate or reduce the practice. Newly hired employees of the division would earn
20 cents less per mile than other members, local officials said.
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%."