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.
When the bill reauthorizing the nation's transport funding mechanisms became law in July 2012, much was made of the fact that it was the first multiyear funding law in seven years and that the federal government would be doling out $105 billion over the subsequent 27 months to pay for infrastructure projects.
Largely overlooked in the 1,656-page bill was language that on Oct. 1 changes forever how truck freight is laded, brokered, and transported. To some, it smacks of trucking reregulation. To others, it brings clarity and accountability to a business lacking in both. For those who make their nut moving freight, it reshapes the decades-old operation of property brokerage, which is a $300 billion-a-year business.
On that date, the federal government makes it more expensive for brokers to do business, enforces strict rules on what brokers and truckers can and can't do, and levies stiff fines for noncompliance. The law also forces shippers to be more vigilant in how they tender their goods for transport.
First off, there is the higher cost of brokering. Anyone seeking a broker's license will have to post a $75,000 surety bond, which ensures a carrier will be paid if a broker fails to do so. The more than seven-fold jump in the bond's original $10,000 ceiling has drawn the ire of smaller brokers, who argue it will drive many independents out of business and concentrate activity in the hands of larger brokers, a claim the main broker trade group, the Transportation Intermediaries Association (TIA), denies. The Association of Independent Property Brokers and Agents filed suit July 16 in federal district court in Ocala, Fla., to block the provision.
That may not cause a major problem, however. A survey released July 11 by Portland, Ore.-based consultancy DAT of 250 major truckers and brokers said two-thirds have already purchased the higher bond. Of those who hadn't, 79 percent said they were either shopping for the bond or intended to do so, DAT said. Only 3 percent said they didn't plan to buy the higher bond.
The big changes come elsewhere in the law. As of Oct. 1, a trucker can no longer take possession of freight from another trucker or a broker, a long-held and fairly common practice known as "double-brokering." A trucker cannot broker freight without a brokerage license, and that authority must be completely separate from the trucking operation. The trucker showing up at a shipper's dock must be the same carrier whose name appears on the bill of lading. If not, a shipper must create a new bill with the new trucker's name and identification number, and pay just the new carrier. Truckers can accept cargo only with their own equipment.
An exception to all of this is the so-called interline agreement, where the origin trucker accepts the load, drives a certain distance, and then tenders the goods to another trucker. In practice, however, such operations are rare because of the time and cost involved in transferring loads and because carriers are reluctant to give up revenue.
Brokers, meanwhile, can no longer take physical control of cargo and can only arrange the transportation for their shipper clients. A broker must ensure the trucker with which it has arranged the transaction is the carrier appearing at the shipper's dock. A broker cannot insure the cargo, except as a contingency, meaning its coverage would kick in if a carrier's policy fails, a rare occurrence. A broker cannot appear on the bill of lading as a carrier. In essence, the law transforms a broker into a shipper and strips it of any carrier-related functions.
As for shippers, they need to know that a trucker can no longer accept their freight for brokering purposes, and that a broker or a third-party logistics (3PL) company cannot physically touch the goods. Neither party can be on the bill of lading in the "carrier" section. A broker or 3PL can appear on the bill's section marked "3PL" and can receive freight bills.
The penalties for violating the laws are not cheap. The federal government can levy a maximum fine of $10,000 per load on the guilty party.
CHANGING ROLES
Experts said the law stops a trucker from holding itself out as the freight hauler, only to switch roles—unbeknownst to the shipper—into that of a broker. "If a carrier does not move the freight, it will have to disclose to the shipper that it is acting in another capacity ... No secrets can be kept," said Robert Mucci, a commercial risk management specialist with Worcester, Mass.-based Wolpert Insurance Agency Inc.
Mucci said the law would prevent a trucker who agreed to haul a load from claiming after the fact that it was not liable for a lost or damaged shipment because it was merely acting as a broker. Because the Federal Motor Carrier Safety Administration (FMCSA), a Department of Transportation sub-agency that oversees truck safety, will issue unique registration numbers to each party for their specific authority, "there will be a Berlin-type wall separating broker-arranged shipments from 'subcontracted' shipments," he said.
David G. Dwinell, who owned his first truck in 1958 and today instructs brokers on, among other things, how to avoid liability issues, called the law a "get-out-of-jail-free card" for well-run brokers who operate their business without controlling drivers' actions and who are not in possession of the cargo.
Dwinell called the provisions a prime example of well-intentioned legislative overreach. He said the elimination of double-brokerage wipes out an important source of revenue for a trucker, especially if it has too much business for its own fleet to move and needs to farm out excess loads. Over the years, truckers came to view the practice of double-brokerage as "their sacred right," he said.
Dwinell said the language was essentially crafted by the American Trucking Associations, the Owner-Operator Independent Drivers Association (OOIDA), and the TIA to protect their respective interests, and called it a stab at backdoor reregulation. He said the provisions would add friction to the trucking supply chain, deprive truckers of business, and invite more extensive safety enforcement by the states.
Truckers, Dwinell said, will bear the biggest burden. "The net effect of this will be incalculable," he said. When asked about the cost, he replied, "write the word 'billion,' pick a number out of the air, and put it in front."
A LONG LEGISLATIVE ROAD
The language is the culmination of several years of legislative wrangling designed to clean up a corner of the shipping world that sometimes operates in the shadows. Supporters say the provisions establish clear functional lines among the various players. It gives shippers peace of mind that the carrier on its bill of lading will be the same one that shows up to haul its freight, they say. And it curtails the sleazy act of "churning," where a trucker without brokerage authority grabs freight from a load board, gets an advance from the shipper or broker, flips the load to another carrier, and then disappears, leaving the second carrier empty-handed. Roughly one-quarter of owner-operators have had trouble at one point or another collecting from brokers or other intermediaries, according to OOIDA estimates. In some cases, the truckers never get paid, the trade group said.
The language in the law "spell[s] out responsibilities and protect[s] all involved," Robert A. Voltmann, TIA's president and CEO, wrote in May. "We believe that whoever hires a truck is responsible for paying for that truck."
Voltmann said truckers who rebroker freight without proper licensing expose themselves to a legal nightmare called "vicarious liability," where a company can be held responsible for accident-related damages even if it wasn't directly involved in the incident.
In recent years, the plaintiffs' bar has focused on the potential liability in carrier-to-carrier relationships to win big settlements for accident victims. By contrast, brokers who are properly licensed and who demonstrate robust carrier selection procedures have been, to some extent, insulated from legal exposure, Voltmann said. "Why would a carrier not avail [itself] of these protections?" he wrote.
Jett McCandless, founder and CEO of CarrierDirect, a Chicago-based firm that consults for carriers and 3PLs, said the law will deter low-rent truckers and brokers that, out of desperation, engage in behavior beyond the scope of the law and its ethics. Double-brokerage, he said, leaves shippers vulnerable to actions they have no visibility into or control over. "All of the controls they have in place, all of the reasons they did the procurement, go out the window," he said.
McCandless said the new rules would go a long way toward removing the bad actors and, by extension, make the business cleaner and the roads safer. "It legitimizes the space," he said.
Voltmann said it's high time truckers operating in brokerage be required to have separate broker authority and the bond that accompanies it. "Brokerage is not a hobby. It's a profession with certain responsibilities, including protecting other people's money," he said. "The majority of money touched by a broker, whether that broker is asset-based or nonasset-based, belongs to other people."
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%."