When Xerox and its 3PL needed to improve the accuracy of export data filings, they thought it would mean costly changes to a warehouse management system. Instead, they found a much simpler way.
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.
Implementing changes to software can be like opening the proverbial can of worms. For one thing, the interconnected nature of business systems today means that revisions or upgrades in one area will almost certainly lead to changes elsewhere. For another, what appears on the surface to be a simple matter—adding new fields to a report, for instance—may end up requiring costly and time-consuming reprogramming.
That was a concern at the Groveport, Ohio, distribution center operated by the third-party logistics company (3PL) Genco on behalf of Xerox. In order to improve the accuracy of government-mandated export filings, the facility would have to change the way it collected and entered data for those reports. But that raised the prospect of expensive revisions to the warehouse management system (WMS) that contained some of the required information.
Fortunately, a collaborative effort involving the shipper, the 3PL, and a software developer led to a simpler solution: an easy-to-use "app" for the WMS that allows anyone to create accurate filings—no special programming or export management expertise required.
ON TIME BUT ERROR-PRONE
The Groveport DC exports Xerox-brand printers, cartridges, and other printer supplies worldwide, much of it destined for Asia and South America as well as Canada and Europe. The facility ships approximately 4,000 order lines per month in full and partial containers, according to Xerox's Ron Tegner, manager, indirect channel strategic partnerships and supply chain support. In the past, those shipments often were delayed because the export information submitted to U.S. Customs and Border Protection (CBP) contained errors.
The U.S. government requires exporters to file certain pieces of information via the Automated Export System (AES) operated by CBP. AES enables exporters to electronically submit data that used to be included on the paper Shippers Export Declaration, such as shipper, destination, Harmonized Tariff System identification number, export carrier, transportation mode, and voyage or flight number. As soon as AES receives that information, the system validates its accuracy and completeness; it also confirms that the information meets the requirements of other federal agencies, such as the Bureau of the Census and the departments of State and Commerce. If all is correct, AES then generates a confirmation message. If not, the system sends an error message to the party that filed the data.
Xerox was initiating timely AES filings, which Genco prepared and ADSI, a third-party shipping system, transmitted to AES. But the method used for creating the reports frequently led to mistakes. The problem was that the operation was relying on a particular screen in Genco's proprietary D-Log Plus warehouse management system to capture the necessary information.
"The screen didn't have enough checks and balances to tell whether the data was correct and complete," recalls Jim Rubino, Genco's senior vice president of systems. "We were relying on people to remember certain things and to enter them correctly. It required someone who was very knowledgeable about export declarations and processes sitting at the screen. That wasn't a reality for this operation." Not to mention that any process that relies on manual intervention is likely to introduce errors and omissions, he adds.
And that's exactly what happened. "We were seeing spelling errors and incomplete or missing data being sent to AES," Tegner says. "For example, air shipments did not always include flight numbers." Consequently, AES kicked back error messages, and shipments were delayed while Genco's staff addressed the errors and resubmitted the filings. This also left the shipper vulnerable to possible fines.
That could not continue, of course, so Genco's information system experts called in DMLogic, a software developer and systems integrator, to help find a solution. Although Genco had developed D-Log Plus in-house, it collaborates with DMLogic on installations and integration—the "care and feeding" of the WMS, as Rubino puts it.
FOLLOW THE WIZARD
The solution was to automate and integrate the collection of export shipment information, the validation of that information, and the creation of the AES filing. Initially, the Genco and DMLogic systems experts planned to build new functionality into D-Log Plus. But, Rubino says, "We very quickly saw that was going to become a bit invasive into the WMS and that it would require a lot of changes to user interfaces and to background logic." Such changes would also make it more difficult and costly to implement upgrades and do other maintenance tasks down the road. Was there another way to achieve the same objectives, but without making major modifications to the WMS?
The DMLogic team thought there was. They suggested using stepLogic, a tool for software developers that interfaces with a WMS but does not change it. Instead, it replaces development tasks with configuration steps. "StepLogic is comparable to a software 'wizard.' It leads you through the various steps to set up a screen and to query a database," explains LeeAnn Dawson, director of information technology for DMLogic.
Genco's Rubino describes stepLogic as a "software accelerator tool" that enables the rapid implementation of changes with little or no programming. "That was the beauty of it. It didn't require a programmer to figure this out," he says. What it did require was a "superuser"—someone with a thorough knowledge of Xerox's export operations—to define the rules for retrieving the appropriate information for each input field and then put those rules into stepLogic in the right sequence so the program would guide the user through the process without missing any steps. "It asks the user question 1, and then based on that answer, it asks the next question," he explains. "It makes sure that all questions are answered and that all questions that need to be asked are asked."
But it doesn't require export expertise to answer those questions. The WMS alerts users—Genco employees at the distribution center—when an export shipment is ready and thus requires an AES submission. To input the information used by AES, users choose from options on drop-down menus. "The screen provides lists of legitimate values, instead of the former process of manually typing data into text boxes," Tegner explains. That change has completely eliminated spelling and other errors, such as incorrect spacing and place names that differ from the format required by AES.
Exactly which questions are asked depends on the nature of the shipment. "You're almost following a script," Dawson says. "If you have an air shipment to Puerto Rico, then you need to be prompted for certain information. That query will follow a different path than it would for an ocean shipment to China."
When all questions have been satisfactorily answered, the data flows to ADSI's system, which electronically submits the AES filing to customs. ADSI also uses the data as well as some additional information it pulls from D-Log Plus to create export documentation, such as shipping labels and customs invoices, Dawson says.
NEW AND DIFFERENT APPLICATIONS
Since implementing the new system, AES filing errors have essentially been eliminated. "We went from getting daily calls to I can't tell you the last time I had a call about an AES issue," Dawson says. Xerox and Genco were also pleased with the flexibility the software tool offers, including the ability for superusers to reconfigure screens and menus in a matter of minutes, without incurring programming costs.
The shipper and 3PL have worked on developing new applications of the stepLogic platform, including an app that allows multiple countries of origin to be entered and tracked for a single stock-keeping unit (SKU), Tegner says. Just last month, the distribution center deployed a stepLogic app in a completely different area: managing the divert lanes for an automated print-and-apply system.
Rubino believes this type of software tool has many potential applications. "From a user standpoint, it's intriguing because it's very configurable and anyone can do it. It's an interesting concept, and we're looking at where else we might use it."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."