Coming soon to a fleet near you: ultra-clean lifting machines
The EPA's stringent Tier 4 final emissions restrictions will apply to all diesel-powered lift trucks by the end of next year. How will the rules affect your fleet?
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
For those of us of a certain age, the word "diesel" evokes images of smelly, soot-spewing vehicles clogging highways and crawling around construction sites. Future generations, though, are unlikely to have those same associations. Thanks to stringent emissions control regulations issued by the U.S. Environmental Protection Agency (EPA), it won't be long before the exhaust from diesel engines is clean and clear.
Many people are familiar with those regulations as they apply to over-the-road trucks. But they also apply to diesel-powered "nonroad" vehicles, including the heavy-duty lift trucks typically used outdoors. The first level of emissions restrictions for diesel-powered lift trucks—designated Tier 1—went into effect in 1997. Over the next decade, Tier 2 and Tier 3 as well as Tier 4 interim rules were introduced.
But even stricter standards are looming. The next iteration, the Tier 4 final standards, mandate that harmful emissions from diesel-powered lift trucks be reduced by more than 90 percent compared with emissions levels before the regulations were first imposed.
Here's a look at what those rules require, how manufacturers are responding, and what they will mean for fleet operators.
RULES OF THE NONROAD
The main components of vehicle emissions are particulate matter (PM), nitrogen oxides (NOx), hydrocarbons (HC), and carbon monoxide (CO). Of these, only PM (soot, or "black smoke") and NOx are currently regulated by the EPA, according to J.B. Mayes, manager, counterbalanced product management for the Hyster Co.
Tier 4 interim regulations require that diesel engine manufacturers reduce PM exhaust emissions by 96 percent and NOx emissions by 76 percent compared with the Tier 1 standards, Mayes says. The Tier 4 final regulations reduce NOx emissions by 94 percent compared with the Tier 1 standards.
That last mandate, as they say, is a doozy: According to the lift truck manufacturers we spoke to for this article, moving from Tier 4 interim to Tier 4 final compliance will be difficult and expensive. "The EPA's objective is that whatever we shoot out of the exhaust should be cleaner than what we take in," says Tim Webb, manager, product development for Hyundai Construction Equipment Americas Inc. "Everybody can get to that, but the problem will be the components and the cost for modification of the diesel engine."
Compliance deadlines are keyed to engine output in kilowatts (also expressed as horsepower). For lift trucks rated up to 75 hp, the Tier 4 final standards went into effect Jan. 1, 2013. The deadline for engines rated between 174 and 750 hp is Jan. 1, 2014, and for those between 75 and 173 hp, the deadline is Jan. 1, 2015. Only engines manufactured on or after those dates are affected.
DESIGN CHALLENGES
For lift truck manufacturers, the challenge is to redesign their products to comply with the regulations but without compromising fuel efficiency, performance, or durability.
Most of the lift truck makers are partnering with engine manufacturers such as Cummins, Perkins, Kubota, and Deutz. (A notable exception is Toyota, which is producing its own Tier 4 final engine.) The engine manufacturers are using a variety of technologies to meet emissions requirements. The most common include:
Selective catalytic reduction (SCR) systems, which break down NOx into nitrogen and oxygen by mixing a reagent (called diesel exhaust fluid, or DEF) into the exhaust gas flow in a catalytic converter.
Exhaust gas recirculation (EGR), which dilutes the oxygen in the combustion chamber, lowering the combustion peak temperature and reducing the formation of NOx. The lower temperature increases particulate matter, which must be filtered out.
Diesel particulate filters (DPF), which trap particulate matter from the exhaust and burn it off to prevent soot from being released into the air.
Diesel oxidation catalysts (DOC), which convert carbon monoxide and hydrocarbons to water vapor and carbon dioxide.
Turbochargers, which help small, lower-emission engines generate more horsepower.
Each lift truck manufacturer must decide which combination of technologies will work best with its models and the applications for which they were designed. Hyundai, for example, will use diesel particulate filters in its 1.5- to 3.3-ton trucks and a diesel oxidation catalyst/selective catalytic reduction combination for larger trucks. Mitsubishi Caterpillar Forklift America Inc. (MCFA) chose diesel particulate filters for its Cat lift trucks and Mitsubishi forklift trucks lines. For its largest trucks, Hyster will use exhaust gas recirculation with a diesel particulate filter. Toyota's 8-Series trucks feature a new electronic common-rail fuel injection system that works with an intercooled turbocharger and a diesel oxidation catalyst. And Crown Equipment's Hamech V811 Series trucks are equipped with a diesel oxidation catalyst system. (See sidebar for a list of some of the Tier 4 models that are now available or will be shortly.)
The regulations have created some design challenges for lift truck manufacturers, says Jason Provancher, director of IC (internal combustion) product development and engineering at Crown Equipment Corp., which makes diesel-powered lift trucks under its Hamech brand. Components like the canister-shaped diesel particulate filters and the containers required to hold and burn oxidation catalysts take up space inside a truck, and it can be difficult to make room for them in a small lift truck, he notes. Manufacturers may also have to redesign the inner workings and exterior cowlings and panels to accommodate changes in the size and positioning of exhaust pipes, hoses, cables, and other components, says Lucas Dumdie, a product line manager at MCFA.
Another concern is the effect of overheating on the combustion process and the changes in emissions levels this can bring. Toyota, for one, has introduced an improved cooling system with the ability to reduce power usage automatically to help prevent overheating and maintain the proper emissions levels, according to Mark Faiman, a product manager for Toyota Material Handling, U.S.A., Inc. (TMHU).
Typically, operators must stop the truck and wait while accumulated particulates burn off. That's a productivity-buster, says Dumdie. So some manufacturers have found ways to carry out that process while the truck is running, without overheating. The Perkins-built engines in Mitsubishi's and Cat's Tier 4 final trucks, for example, heat up the DPF and automatically burn off soot while the vehicle is in operation.
Diesel lift trucks are designed for heavy-duty applications, so manufacturers that opt for smaller engines (which use less fuel and therefore, produce lower emissions) can't compromise power or lifting capacity. Toyota addressed that by incorporating a new electronic common-rail fuel injection system and an intercooled turbocharger into its fuel-sipping four-cylinder engine. Thanks to these and other design changes, the new model provides greater torque and as much horsepower as the previous inline six-cylinder engine, says Cesar Jimenez, TMHU's national product planning manager.
Fuel and lubricating oil are another consideration with Tier 4-compliant engines. Because sulfur can severely damage catalytic converters, low-emissions engines require ultra-low-sulfur diesel (ULSD) fuel, Provancher says. Although ULSD is in wide use, it may not be readily available everywhere lift truck fleets operate, he observes.
As for engine oil, because the emissions control systems generate more heat and the ash residue left when lube oil burns off during combustion can foul particulate filters, CJ-4 lubricant is recommended for engines using DPF and EGR systems, says Webb. "CJ-4 is more resistant to heat and produces less ash," he explains, which in most cases prolongs the interval between cleanings.
BUYERS BE AWARE
Initial purchase prices for Tier 4 final lift trucks will be higher than those for their Tier 3 predecessors. That's not surprising considering the additional costs engine and lift truck makers have incurred over the past decade, Provancher says. It's too early to say what Tier 4 final pricing could or should be over the long term, he continues, "but realistically, there's a good substitute with LPG (liquefied petroleum gas), and the market is only going to bear so much when it comes to purchase price." In the short term, there will be opportunities to buy less-expensive, lower-tier trucks, but he expects that supply will dry up in about a year.
Lift truck makers counter that the fuel savings from their Tier 4 final models compared with their previous models should offset the higher prices. Hyundai and Hyster, for instance, expect to boost average fuel efficiency by 10 percent and 15 percent, respectively, in the models they've scheduled for rollout. Mitsubishi and Cat, meanwhile, have both achieved a 22-percent improvement in fuel consumption. But Toyota may be the champion when it comes to fuel savings: The company is citing a 30-percent average reduction in fuel consumption for its 8-Series diesel trucks compared with the previous model.
Those improvements are due not only to hotter-burning, more efficient engines, but also to manufacturers' concerted efforts to cut fuel consumption—and thus, the total cost of ownership—through such innovations as regenerative braking, automatic engine shut-off, idle management, and on-demand hydraulic, cooling, and power steering. But there could be hidden costs. Engines that use selective catalytic reduction technology require a reagent called diesel exhaust fluid (DEF) that is approximately one-third urea and two-thirds water. "Trucks utilizing this technology require separate DEF tanks and regular fill-ups, creating additional costs for the user," Mayes notes.
Maintenance costs should not be much higher, according to the lift truck makers. Depending on the type of emissions equipment, infrequent or even no cleaning (in the case of DOC systems) will be required. Some diesel particulate filters, for instance, could go 4,000 hours or more before they need cleaning. But the Tier 4 final engines are highly electronic and thus "more complex than the diesel engines of yore," says MCFA's Dumdie. "As a result, they are a lot different to troubleshoot."
There's speculation that the advent of ultra-clean diesel engines could cause a shift in the lift truck market. For one thing, when pricing eventually comes down, there may not be as big a cost difference between electric and IC trucks as there is now, Webb suggests. "I think we'll see a more level playing field for the initial cost of a truck, battery, and charger versus the initial cost of a diesel truck."
The Tier 4 final engines, moreover, will be clean enough to use indoors in some areas, making them appropriate for at least a few applications where they've long been barred. Diesels could also become more attractive in California, where the California Air Resources Board (CARB) has imposed fleetwide emissions limits. Instead of having to replace older trucks with electrics or other power sources to keep a fleet's total emissions below the applicable limits, Toyota's Faiman says, buyers could purchase the powerful diesels they want and still be in compliance with the regulations.
That situation could soon spread to other states. The EPA has delayed approving CARB's diesel emissions rules for now, Faiman says, but if and when it does, other states with strict air-quality-attainment goals could follow California's lead and adopt fleet emissions averaging, too.
Where to learn more
There are many information resources available that explain the complex emissions control regulations for lift trucks. Here are some we found helpful:
The U.S. Environmental Protection Agency Emission Standards Reference Guide for compression-ignited nonroad vehicles provides an overview and includes links to the regulations for lift trucks.
The California Air Resources Board's "Diesel Programs and Activities" page includes everything you need to know about California's emissions restrictions.
Hyster's "2011 Tier 4 interim/Stage IIIB Emissions Standards" white paper explains and compares the different emissions control methods.
Tier 4 final lift trucks
Every manufacturer of diesel-powered lift trucks is working to develop models that comply with the Environmental Protection Agency's Tier 4 final emissions control regulations. Here's a quick look at some that are already on the market or will be very shortly.
Cat Lift Trucks says its DP40N1 and DP55N1 series of 8,000- to 12,000-pound capacity diesel pneumatic-tire lift trucks provide a 21.6-percent increase in fuel efficiency. The diesel particulate filter (DPF) will automatically regenerate, and the Perkins 854F engine will not require any ash service.
Crown Equipment'sHamech V811 Series pneumatic-tire forklift offers lifting capacities of up to 11,000 pounds for a variety of outdoor applications. Its Deutz TD 3.6-liter engine is equipped with a diesel oxidation catalyst (DOC) exhaust system that is maintenance-free and does not require periodic service.
The first of Hyundai's extensive line of Tier 4 final lift trucks will be available in the fourth quarter of 2013; the others will debut in 2014 and 2015. Trucks of up to 3.3 tons will use a diesel particulate filter (DPF) system. Larger vehicles will use a diesel oxidation catalyst (DOC) and selective catalytic reduction (SCR) system.
Hyster's H80-120FT Series of Tier 4 final lift trucks will feature an efficient Kubota 3.8-liter engine with exhaust gas recirculation and a diesel particulate filter. The pneumatic-tire forklifts will handle the toughest duty with lifting capacities ranging from 8,000 to 12,000 pounds.
Mitsubishi Forklift Trucks' FD40N1-FD55N1 series of 8,000- to 12,000-pound capacity diesel pneumatic-tire forklifts provide a 21.6-percent increase in fuel efficiency. The diesel particulate filter (DPF) on the Perkins 854F engine does not require any ash service and automatically regenerates during normal operation.
Toyota Industrial Equipment's 8-Series pneumatic-tire trucks handle loads of 8,000 to 17,500 pounds and feature a Toyota-built four-cylinder engine with a diesel oxidation catalyst, an electronic common-rail fuel-injection system, and an intercooled turbocharger. The 8-Series offers on average 30-percent lower fuel usage with as much horsepower and greater torque than its six-cylinder predecessor.
What happens when your warehouse technology upgrade turns into a complete process overhaul? That may sound like a headache to some, but for leaders at paper crafting company Stampin’ Up! it’s been a golden opportunity—especially when it comes to boosting productivity. The Utah-based direct marketing company has increased its average pick rate by more than 70% in the past year and a half. And it’s all due to a warehouse management system (WMS) implementation that opened the door to process changes and new technologies that are speeding its high-velocity, high-SKU (stock-keeping unit) order fulfillment operations.
The bottom line: Stampin’ Up! is filling orders faster than ever before, with less manpower, since it shifted to an easy-to-use voice picking system that makes adapting to seasonal product changes and promotions a piece of cake. Here’s how.
FACING UP TO CHANGE
Stampin’ Up!’s business increased rapidly in 2020, when pandemic-era lockdowns sparked a surge in online orders for its crafting and scrapbooking supplies—everything from rubber stamps to specialty papers, ink, and embellishments needed for home-based projects. At around the same time, company leaders learned that the WMS in use at its main distribution center (DC) in Riverton, Utah, was nearing its end-of-life and would have to be replaced. That process set in motion a series of changes that would upend the way Stampin’ Up! picked items and filled orders, setting the company on a path toward continuous improvement.
“We began a process to replace the WMS, with no intent to do anything else,” explains Rich Bushell, the company’s director of global distribution services. “But when we started to investigate a new WMS, we began to look at the larger picture. We saw problems within our [picking] system. Really, they were problems with our processes.”
Stampin’ Up! had hired global supply chain consulting firm Argon & Co. to help with the WMS selection and implementation, and it was that process that sparked the change. Argon & Co. Partner Steve Mulaik, who worked on the project, says it quickly became clear that Stampin’ Up!’s zone-based pick-and-pass fulfillment process wasn’t working well—primarily because pickers spent a lot of idle time waiting for the next order. Under the old system, which used pick-to-light technology, workers stood in their respective zones and made picks only from their assigned location; when it came time for a pick, the system directed them where to make that pick via indicator lights on storage shelves. The workers placed the picked items directly into shipping boxes that would be passed to the next zone via conveyor.
“The business problem here was that they had a system that didn’t work reliably,” Mulaik explains. “And there were periods when [workers] would have nothing to do. The workload was not balanced.”
This was less than ideal for a DC facing accelerating demand for multi-item orders—a typical Stampin’ Up! order contains 17 to 21 items per box, according to Bushell. In a bid to make the picking process more flexible, Mulaik suggested eliminating the zones altogether and changing the workflow. Ultimately, that would mean replacing the pick-to-light system and revamping the pick-and-pass process with a protocol that would keep workers moving and orders flowing consistently.
“We changed the whole process, building on some academic work from Georgia Tech along with how you communicate with the system,” Mulaik explains. “Together, that has really resulted in the significant change in productivity that they’ve seen.”
RIGHTING THE SHIP
The Riverton DC’s new solution combines voice picking technology with a whole new process known as “bucket brigade” picking. A bucket brigade helps distribute work more evenly among pickers in a DC: Pickers still work in a production-line fashion, picking items into bins or boxes and then sending the bins down the line via conveyor. But rather than stop and wait for the next order to come to them, pickers continue to work by walking up to the next person on the line and taking over that person’s assignment; the worker who is overtaken does the same, creating a process in which pickers are constantly filling orders and no one is picking from the same location.
Stampin’ Up! doesn’t follow the bucket brigade process precisely but has instead developed its own variation the company calls “leapfrog.” Instead of taking the next person’s work, pickers will move up the line to the next open order after completing a task—“leapfrogging” over the other pickers in the line to keep the process moving.
“We’re moving to the work,” Bushell explains. “If your boxes are full and you push them [down the line], you just move to the open work. The idea is that it takes the zones away; you move to where the next pick is.”
The voice piece increases the operation’s flexibility and directs the leapfrog process. Voice-directed picking allows pickers to listen to commands and respond verbally via a headset and handheld device. All commands filter through the headset, freeing the worker’s eyes and hands for picking tasks. Stampin’ Up! uses voice technology from AccuSpeechMobile with a combination of company-issued Android devices and Bluetooth headsets, although employees can use their own Bluetooth headsets or earbuds if they wish.
Mulaik and Bushell say the simplicity of the AccuSpeechMobile system was a game-changer for this project. The device-based system requires no voice server or middleware and no changes to a customer’s back-end systems in order to operate. It uses “screen scrape” technology, a process that allows the collection of large volumes of data quickly. Essentially, the program translates textual information from the device into audible commands telling associates what to pick. Workers then respond verbally, confirming the pick.
“AccuSpeech takes what the [WMS] says and then says it in your ear,” Bushell explains. “The key to the device is having all the data needed to make the pick shown on the screen. However, the picker should never—or rarely—need to look at the screen [because] the voice tells them the info and the commands are set up to repeat if prompted. This helps increase speed.
“The voice piece really ties everything together and makes our system more efficient.”
And about that system: Stampin’ Up! chose a WMS from technology provider QSSI, which directs all the work in the DC. And the conveyor systems were updated with new equipment and controls—from ABCO Systems and JR Controls—to keep all those orders moving down the line. The company also adopted automated labeling technology and overhauled its slotting procedure—the process of determining the most efficient storage location for its various items—as part of the project.
MISSION ACCOMPLISHED
Productivity improvement in the DC has been the biggest benefit of the project, which was officially completed in the spring of 2023 but continues to bear fruit. Prior to the change, Stampin’ Up! workers averaged 160 picks per hour, per person. That number rose to more than 200 picks per hour within the first few months, according to Bushell, and was up to 276 picks per hour as of this past August—a more than 70% increase.
“We’ve seen some really good gains,” Bushell says, adding that the company has reduced its reliance on both temporary and full-time staff as well, the latter mainly through attrition. “Overall, we’re 20% to 25% down on our labor based on the change …. And it’s because we’re keeping people busy.”
Quality has stayed on par as well, something Bushell says concerned him when switching from the DC’s previous pick-to-light technology.
“You have very good quality with pick-to-light, so we [worried] about opening the door to errors with pick-to-voice because a human is confirming each pick,” he says. “But we average about one error per 3,300 picks. So the quality is really good.”
On top of all that, Bushell says employees are “really happy” with the new system. One reason is that the voice system is easy to learn—so easy, anyone can do it. Stampin’ Up! runs frequent promotions and special offers that create mini spikes in business throughout the year; the new system makes it easy to get the required temporary help up to speed quickly or recruit staff members from other departments to accommodate those spikes.
“We [allocate] three days of training for voice, but it’s really about an hour,” Bushell says, adding that some of the employees from other departments simply enjoy the change of pace and the exercise of working on the “leapfrog” bucket brigade. “I have people that sign up every day to come pick.”
Not only has Stampin’ Up! reduced downtime and expedited the picking of its signature rubber stamps, paper, and crafting supplies, but it’s also blazing a trail in fulfillment that its business partners say could serve as a model for other companies looking to crank up productivity in the DC.
“There are a lot of [companies] that have pick-and-pass systems today, and while those pick-and-pass systems look like they are efficient, those companies may not realize that people are only picking 70% of the time,” Mulaik says. “This is a way to reduce that inactivity significantly.
“If you can get 20% of your productivity back—that’s a big number.”
With its new AutoStore automated storage and retrieval (AS/RS) system, Toyota Material Handling Inc.’s parts distribution center, located at its U.S. headquarters campus in Columbus, Indiana, will be able to store more forklift and other parts and move them more quickly. The new system represents a major step toward achieving TMH’s goal of next-day parts delivery to 98% of its customers in the U.S. and Canada by 2030, said TMH North America President and CEO Brett Wood at the launch event on October 28. The upgrade to the DC was designed, built, and installed through a close collaboration between TMH, AutoStore, and Bastian Solutions, the Toyota-owned material handling automation designer and systems integrator that is a cornerstone of the forklift maker’s Toyota Automated Logistics business unit. The AS/RS is Bastian’s 100th AutoStore installation in North America.
TMH’s AutoStore system deploys 28 energy-efficient robotic shuttles to retrieve and deliver totes from within a vertical storage grid. To expedite processing, artificial intelligence (AI)-enhanced software determines optimal storage locations based on whether parts are high- or low-demand items. The shuttles, each independently controlled and selected based on shortest distance to the stored tote, swiftly deliver the ordered parts to four picking ports. Each port can process up to 175 totes per hour; the company’s initial goal is 150 totes per hour, with room to grow. The AS/RS also eliminates the need for order pickers to walk up to 10 miles per day, saving time, boosting picking accuracy, and improving ergonomics for associates.
The upgrades, which also include a Kardex vertical lift module for parts that are too large for the AS/RS and a spiral conveyor, will more than triple storage capacity, from 40,000 to 128,000 storage positions, making it possible for TMH to increase its parts inventory. Currently the DC stores some 55,000 stock-keeping units (SKUs) and ships an average of $1 million worth of parts per day, reaching 80% of customers by two-day ground delivery. A Sparck Technologies CVP Impack fit-to-size packaging machine speeds packing and shipping and is expected to save up to 20% on the cost of packing materials.
Distribution, manufacturing expansion on the agenda
The Columbus parts DC currently serves all of the U.S. and Canada; inventory consists mostly of Toyota’s own parts as well as some parts for Bastian Solutions and forklift maker The Raymond Corp., which is part of TMH North America. To meet the company’s goal of next-day delivery to virtually all parts customers, TMH is exploring establishing up to five additional parts DCs. All will be TMH-designed, owned, and operated, with varying levels of automation to meet specific needs, said Bret Bruin, vice president, aftermarket sales and operations, in an interview.
Parts distribution is not the only area where TMH is investing in expanded capacity. With demand for electric forklifts continuing to rise, the company recently broke ground for a new factory on the expansive Columbus campus that will benefit both Toyota and Raymond. The two OEMs—which currently have only 5% overlap among their customers—already manufacture certain forklift models and parts for each other, said Wood in an interview. Slated to open in 2026, the $100 million, 295,000-square-foot factory will make electric-powered forklifts. The lineup will include stand-up rider trucks, currently manufactured for both brands by Raymond in Greene, New York. Moving production to Columbus, Wood said, will not only help both OEMs keep up with fast-growing demand for those models, but it will also free up space and personnel in Raymond’s factory to increase production of orderpickers and reach trucks, which it produces for both brands. “We want to build the right trucks in the right place,” Wood said.
Editor's note:This article was revised on November 4 to correct the types of equipment produced in Raymond's factory.
“The latest data continues to show some positive developments for the freight market. However, there remain sequential declines nationwide, and in most regions,” Bobby Holland, U.S. Bank director of freight business analytics, said in a release. “Over the last two quarters, volume and spend contractions have lessened, but we’re waiting for clear evidence that the market has reached the bottom.”
By the numbers, shipments were down 1.9% compared to the previous quarter while spending dropped 1.4%. This was the ninth consecutive quarterly decrease in volume, but the smallest drop in more than a year.
Truck freight conditions varied greatly by region in the third quarter. In the West, spending was up 4.4% over the previous quarter and volume increased 1.1%. Meanwhile, in the Southeast spending declined 3.3% and shipments were down 3.0%.
“It’s a positive sign that spending contracted less than shipments. With diesel fuel prices lower, the fact that pricing didn’t erode more tells me the market is getting healthier,” Bob Costello, senior vice president and chief economist at the American Trucking Associations (ATA), said in the release.
The U.S. Bank Freight Payment Index measures quantitative changes in freight shipments and spend activity based on data from transactions processed through U.S. Bank Freight Payment, which processes more than $42 billion in freight payments annually for shippers and carriers across the U.S. The Index insights are provided to U.S. Bank customers to help them make business decisions and discover new opportunities.
Parcel giant FedEx Corp. is automating its fulfillment flows by investing in the AI robotics and autonomous e-commerce fulfillment technology firm Nimble, and announcing plans to use the San Francisco-based startup’s tech in its own returns network.
The move is significant because FedEx Supply Chain operates at a large scale, running more than 130 warehouse and fulfillment operations in North America and processing 475 million returns annually. According to FedEx, the “strategic alliance” will help to scale up FedEx Fulfillment with Nimble’s “fully autonomous 3PL model.”
“Our strategic alliance and financial investment with Nimble expands our footprint in the e-commerce space, helping to further scale our FedEx Fulfillment offering across North America,” Scott Temple, president, FedEx Supply Chain, said in a release. “Nimble’s cutting-edge AI robotics and autonomous fulfillment systems will help FedEx streamline operations and unlock new opportunities for our customers.”
According to Nimble founder and CEO Simon Kalouche, the collaboration will help enable FedEx to leverage Nimble’s “fast and cost-effective” fulfillment centers, powered by its intelligent general purpose warehouse robots and AI technology.
Nimble says that more than 90% of warehouses today still operate manually with minimal or no robotics, and even those automated warehouses use robots with limited intelligence that are restricted to just a few warehouse functions—primarily storage and retrieval. In contrast, Nimble says its “intelligent general-purpose warehouse robot” is capable of performing all core fulfillment functions including storage and retrieval, picking, packing, and sorting.
For the past seven years, third-party service provider ODW Logistics has provided logistics support for the Pelotonia Ride Weekend, a campaign to raise funds for cancer research at The Ohio State University’s Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute. As in the past, ODW provided inventory management services and transportation for the riders’ bicycles at this year’s event. In all, some 7,000 riders and 3,000 volunteers participated in the ride weekend.
Photo courtesy of Dematic
For the past four years, automated solutions provider Dematic has helped support students pursuing careers in the STEM (science, technology, engineering, and mathematics) fields with its FIRST Scholarship program, conducted in partnership with the corporate nonprofit FIRST (For Inspiration and Recognition of Science and Technology). This year’s scholarship recipients include Aman Amjad of Brookfield, Wisconsin, and Lily Hoopes of Bonney Lake, Washington, who were each awarded $5,000 to support their post-secondary education. Dematic also awarded $1,000 scholarships to another 10 students.
Motive, an artificial intelligence (AI)-powered integrated operations platform, has launched an initiative with PGA Tour pro Jason Day to support the Navy SEAL Foundation (NSF). For every birdie Day makes on tour, Motive will make a contribution to the NSF, which provides support for warriors, veterans, and their families. Fans can contribute to the mission by purchasing a Jason Day Tour Edition hat at https://malbongolf.com/products/m-9189-blk-wht-black-motive-rope-hat.
MTS Logistics Inc., a New York-based freight forwarding and logistics company, raised more than $120,000 for autism awareness and acceptance at its 14th annual Bike Tour with MTS for Autism. All proceeds from the June event were donated to New Jersey-based nonprofit Spectrum Works, which provides job training and opportunities for young adults with autism.