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.
In an episode of the TV series "Mad Men," a chronicle of the 1960s New York advertising world through the eyes of a fictitious agency, the daughter of one of the partners pleads with him to invest in a wondrous idea called "refrigerated transportation." Imagine a world, she tells him in early 1968, where fresh and frozen foods can be transported door to door by trucks over thousands of miles without spoiling.
If ever in this business there were a case of art imitating life, this is it. With the advent of superior refrigeration systems and more powerful and efficient diesel engines, long-haul refrigerated, or reefer, trucking took off in the early 1970s. It created new choices for consumers, new markets for shippers, and a new industry—and virtual monopoly—for carriers. It has been that way for nearly a half century.
But the last few years have shown that railroads are more than willing to jump into the truckers' traditional sandbox. The rails, knowing truck shippers are concerned about volatile fuel costs, increased regulatory pressure, and capacity availability, among other things, have aggressively pushed into domestic intermodal services; this has resulted in the conversion of millions of trailers from the highways to the tracks. In the past year or so, rails have shortened their intermodal lengths of haul, encroaching even further into what has been truckers' sovereign territory.
Now, rails are eyeing a bigger slice of transport's cold chain, a business they've been involved in for years, albeit in a modest way. By using rail intermodal for most of the total move, operators are looking to underprice end-to-end truck transport by 10 to 15 percent on produce shipments moving from farm to market. How well the rails and their partners execute could, over time, reshape a market still controlled by truck; by some estimates, only 2 percent of U.S. long-haul produce traffic moves via intermodal.
Sometime in May, a service will launch that its backers said will put a new spin on the reefer transport tale. Dubbed "TransCold Express," the service calls for BNSF Railway to operate dedicated weekly trains linking specially designed "food parks" in Wilmington, Ill., about 60 miles southwest of Chicago, with Selma, Calif., a town 20 miles south of Fresno that's known as the world's "raisin capital." Heading west, a BNSF train will pull refrigerated and frozen food products such as meats and cheeses in 50 72-foot specialized boxcars, each one capable of holding the equivalent of four trailerloads of palletized cargo. Coming east, another BNSF train of identical size will carry produce shipments from California's Central Valley to the Midwest. Each train will initially operate on Wednesday and take four days to traverse the 2,220 miles between hubs.
A DIFFERENT DRUMMER
A key distinction between this and traditional intermodal services is that it will operate as a rail-truck hybrid instead of incorporating a wider-reaching dray, according to Randy McKay, CEO of McKay TransCold, an Edina, Minn.-based company largely responsible for developing the project. In a typical intermodal move, truck draymen move goods to and from the rail ramps. However, dray equipment covers only about 200 miles before drivers must return to origin, McKay said. With the new service, drivers can drop off loads at destination, pick up another load, and head off without returning to base, he said. McKay said the service will increase supply chain coverage and flexibility beyond what is available through today's intermodal offerings.
"By loading four truckloads of cargo onto one boxcar and then cross-docking those goods to standard reefer trailers, we can run those trucks as if they are regular refrigerated trucks," McKay said in an e-mail to DC Velocity. "They don't need to deadhead back to our yard."
From the Selma railhead, for example, trucks will carry goods as far south as San Diego and as far north as the Bay Area, McKay said. There are no plans to extend service into the Pacific Northwest, McKay said.
Eastbound, goods can be trucked up to 500 miles to points in the Midwest and into the East and South, he said.
About half of the fleet will consist of dedicated contract carriage, with the remainder coming from the spot market, McKay said. He declined to identify the name of the fleet contractor. Private fleets operated by beneficial cargo owners may also be involved, meaning a retailer's trucks can meet the freight at the intermodal hub instead of having McKay's trucks deliver the loads to the retailer's door.
The Wilmington distribution hub, known as RidgePort, is being developed by Ridge Property Trust, a Chicago-based private real estate investment trust (REIT). Van-G Logistics, located in Fowler, Calif., 11 miles from Fresno, will run the Selma facility. McKay said the goal is to offer a full-service operation at both facilities.
LONG LEADTIME
McKay said in mid-January that several anchor customers were "ready to sign contracts," but that the company wanted to wait until the launch date grew nearer before it committed.
There are risks that will remain once the service starts. Volume density is critical to the success of any bidirectional operation. Yet there has always been a pronounced directional imbalance favoring goods from the West Coast. McKay executives acknowledge they will have to make a strong sales push on the westbound leg to narrow the gap.
Though a multitude of produce comes out of California's verdant Central Valley, the pipeline generally runs dry for about two months out of the year. McKay executives said they hope to pick up the slack by booking other types of temperature-sensitive goods.
C. Thomas Barnes, president of Con-way Multimodal, a mode-agnostic unit of trucking and logistics giant Con-way Inc., said the nascent service will get a boost by using BNSF's Los Angeles-Chicago lane. Barnes said the trains on the corridor run "like clockwork" with rapid velocity and short dwell times, both important attributes in hauling perishables. Truckers involved in the operation should also gain efficiencies through better equipment utilization, a result of driving longer distances than the typical dray, he said.
Barnes said the key would be the speed at which cargo is transloaded at destination from the boxcars to the trailers. Transloading can be time-consuming and labor-intensive, adding to the cost and risk of product spoilage, he said.
The McKay service is not the only rail initiative slated to start this year that focuses on the produce market. Also this spring, a company called Tiger Cool Express LLC, founded by intermodal veterans Ted Prince, Tom Finkbiner, and Tom Shurstad, is expected to get rolling. Like McKay TransCold, the Tiger Cool folks spent several years trying to get growers, retailers, railroads, and financiers seriously interested in a service that, up until now, has been off the beaten path.
Little wonder. Trucks come with higher costs relative to rail. However, trucks promise faster, direct transit times and fewer hand-offs, must-haves for perishables shippers and their customers. As such, no one expects the produce business to radically flip to intermodal or boxcar any time soon.
McKay said his goal is not necessarily to take share from truckers but to offer an interesting alternative to stakeholders in the reefer supply chain. Those stakeholders, he said, include truckers.
The service is designed to "give trucking companies, shippers, and others options with added service offerings," he said.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.