For repair service provider Lifetime Service Center, the answer to protecting delicate electronics in transit was to use less packaging material and invest in an automated on-demand foam-in-bag system.
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.
The Problem: When it's your job to repair television sets, the last thing you want is for items to sustain further damage while being shipped to your repair centers. But that was the problem Lifetime Service Center faced.
Lifetime Service Center provides repair services for electronics companies and manufacturers as well as for extended warranty providers, such as big-box retailers. One of the main items its technicians service is flat-screen TVs. When a consumer has a TV that needs fixing, he or she calls Lifetime, which ships him or her a box and packaging material. The consumer then puts the damaged product into the box and sends it to one of the company's repair facilities.
"It's critical that the materials we provide are easy for consumers to use and, most importantly, perform during shipping," says Kam Bleuer, distribution manager for Lifetime.
But about five years ago, Lifetime was finding that its packaging materials for large (up to 42-inch) flat-screen TVs were not performing up to standard. The TVs were arriving at the repair centers with cracked screens.
What was particularly perplexing was that Lifetime was not scrimping on packaging. The company was using a well-established foam-in-bag packaging solution, where chemical foam is placed inside a bag and the bag expands around the product to cushion it. But something about it was not working. "We had to find another solution or risk long-term damage to our customer service reputation," says Bleuer.
The Players
Customer: Lifetime Service Center Primary business: Providing repair services for major electronics and appliance manufacturers as well as retailers that offer extended warranty services Locations: Williamsville, N.Y., and Ontario, Calif. Supplier: Sealed Air Corp.
Solution: On-demand foam-in-bag packaging equipment (SpeedyPacker Insight Foam-in-Bag Packaging System and Instapak Molding Wheel, Instapak iMold System)
The solution: A chance meeting at a networking event led to the eventual solution. At the event, two Lifetime employees were introduced to Fred Witkowski, a sales representative at packaging specialist Sealed Air. The Lifetime people mentioned the problem they were having with their current foam-in-bag system (which was provided by one of Sealed Air's competitors), and Witkowski offered to help.
To figure out what was going on, Sealed Air tested Lifetime's packaging at its Packaging Design Center in Danbury, Conn. There, the professionals subjected the company's current packaging to vibration and drop tests. "During testing, we figured out that Lifetime's biggest problem was they were using too much foam material on the corner cushions, and this was causing the television screens to crack," says Witkowski.
Sealed Air experimented with different foam formulations and found one that created cushions that were not too dense yet were still durable enough to be used for shipping a TV both to and from Lifetime's service center. "Ultimately, we determined that Instapak GFlex foam would be the best formulation for Lifetime's needs," says Witkowski. "The density of this formulation meant they would be using less foam to create cushions that performed appropriately."
Sealed Air also found there was room for improvement in Lifetime's cushion-making process. At the time, Lifetime personnel were forming the cushions by hand—after a machine inserted foam into a plastic bag, workers placed the packaging material on top of the television so it would expand and conform to the shape of the product. This wasn't working well, however, because Lifetime could not make a consistent cushion every single time.
Sealed Air suggested replacing the old equipment with its SpeedyPacker Insight and Instapak Molding Wheel systems. The SpeedyPacker creates the foam-in-bag material, which is then placed inside the molding wheel, which uses a mold to form a cushion that fits around a flat-screen television.
It quickly became clear that the new system was a step up from its predecessor. "We reduced damage rates by about 8 percentage points after switching to the Sealed Air molded foam cushions for the televisions," says Bleuer. "At the same time, we cut our packaging material costs by about 25 percent. I'd estimate we saw a return on our investment in the new packaging systems within the first year."
While Lifetime was pleased with the savings, it wondered if the packaging process could be automated even further. With the SpeedyPacker and Instapak Molding Wheel systems, Lifetime had to devote an employee just to making the cushions—placing the bag into the SpeedyPacker to be filled, then removing it and putting it into the molding wheel. Automating the process would free up that employee for other tasks.
In late 2011 and early 2012, Lifetime installed two of Sealed Air's new iMold systems, fully automated machines that create premolded foam cushions. The installation was successful, and now the iMold machines create 400 to 500 cushions daily for Lifetime with minimal oversight.
"We set the two iMold systems up on a mezzanine and have them pump out cushions all day for batching," says Bleuer. "It wasn't too much work to incorporate them into our operations once we set up the mezzanine; we just had to run a few additional power lines to the systems. Now, they're always running—we just have the last guy in the warehouse program the systems to create a certain number of cushions before he leaves."
The next time you buy a loaf of bread or a pack of paper towels, take a moment to consider the future that awaits the plastic it’s wrapped in. That future isn’t pretty: Given that most conventional plastics take up to 400 years to decompose, in all likelihood, that plastic will spend the next several centuries rotting in a landfill somewhere.
But a Santiago, Chile-based company called Bioelements Group says it has developed a more planet-friendly alternative. The firm, which specializes in biobased, biodegradable, and compostable packaging, says its Bio E-8i film can be broken down by fungi and other microorganisms in just three to 20 months. It adds that the film, which it describes as “durable and attractive,” complies with the regulations of each country in which Bioelements currently operates.
Now it’s looking to enter the U.S. market. The company recently announced that it had entered into partnerships with South Carolina’s Clemson University and with Michigan State University to continue testing its products for use in sustainable packaging in this country. Researchers will study samples of Bio E-8i film to understand how the material behaves during the biodegradation process under simulated industrial composting conditions.
“This research, along with other research being conducted in the United States, allows us to obtain highly reliable data from prestigious universities,” said Ignacio Parada, CEO and founder of Bioelements, in a statement. “Such work is important because it allows us to improve and apply academically driven scientific research to the application of packaging for greater sustainability packaging applications. That is very worthwhile and helps to validate our sustainable packaging technology.”
It’s probably safe to say that no one chooses a career in logistics for the glory. But even those accustomed to toiling in obscurity appreciate a little recognition now and then—particularly when it comes from the people they love best: their kids.
That familial love was on full display at the 2024 International Foodservice Distributor Association’s (IFDA) National Championship, which brings together foodservice distribution professionals to demonstrate their expertise in driving, warehouse operations, safety, and operational efficiency. For the eighth year, the event included a Kids Essay Contest, where children of participants were encouraged to share why they are proud of their parents or guardians and the work they do.
Prizes were handed out in three categories: 3rd–5th grade, 6th–8th grade, and 9th–12th grade. This year’s winners included Elijah Oliver (4th grade, whose parent Justin Oliver drives for Cheney Brothers) and Andrew Aylas (8th grade, whose parent Steve Aylas drives for Performance Food Group).
Top honors in the high-school category went to McKenzie Harden (12th grade, whose parent Marvin Harden drives for Performance Food Group), who wrote: “My dad has not only taught me life skills of not only, ‘what the boys can do,’ but life skills of morals, compassion, respect, and, last but not least, ‘wearing your heart on your sleeve.’”
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.”