David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
Parcel shippers may be in for a shock when they open their first parcel shipping bills of 2015. By that time, FedEx Corp. and UPS Inc. will have implemented what is known as "dimensional weight pricing" for all of their ground packages, including those measuring less than three cubic feet that were previously exempt from dimensional weight, or dim weight, pricing.
For the first time, parcels falling under the three-cubic-foot dimensional threshold will be priced based on a combination of weight and carton dimensions, not their weight alone. For shippers of lightweight items with packaging heft to them, this could spell double-digit price increases because the parcels will be rated based on the amount of space they occupy in a van. No longer will the carriers haul Styrofoam popcorn and other cushioning materials that amount to little more than air for free.
The companies say the pricing changes will foster greater packaging efficiency for shippers, reduce fuel consumption through better truck utilization, and result in a smaller carbon footprint. They are also likely to generate for the carriers hundreds of millions of dollars in additional revenues without significant fleet investments. "The simple reason for the new pricing structure is it is much cheaper for [FedEx and UPS] than buying more trucks and airplanes. They want to get more product into the trucks and airplanes they already have," says Jack Walsh, director of sales and marketing for CASI, a company that provides dimensioning and weighing systems.
Before the Internet changed shopping (and shipping) habits, a large portion of parcel loads involved business-to-business shipments that were optimally packed by the manufacturer. Things are different in the age of e-commerce. Speed has now taken precedence, and for most DCs doing e-commerce fulfillment, it is faster for workers to grab a larger carton than necessary than risk having to repack an order because the carton originally selected was too small.
Jack Ampuja, president of the packaging and supply chain consulting firm Supply Chain Optimizers, says an order picker chooses the wrong sized carton about a quarter of the time. "We have all gotten that small item, such as a flash drive, packed in a breadbox-sized carton," he says.
Such packaging habits result in wasted space. "Forty percent of total shipping volume is unnecessary air," says Hanko Kiessner, CEO of Packsize, a company that provides on-demand packaging systems that enable users to build custom cartons. "If we can reduce shipping volume by 40 percent, we can actually increase fleet efficiency by 66 percent."
KNOW YOUR NUMBERS
So how can companies avoid high parcel shipping charges? The first step is to talk to the carriers. Many companies have negotiated rates, so it remains to be seen if, or by how much, the pricing changes will immediately affect them. Experts emphasize that the time for shippers to act is well before their contracts are up for renewal. "If your water bill goes up, you turn off the sprinklers," quips CASI's Walsh.
The second step is to know what is actually being shipped. "You can't make intelligent packaging decisions if you don't know the [dimensional] volume of your products," says Walsh. Few companies know their product characteristics, especially those companies that have a constant churn of stock-keeping units (SKUs). But knowing the actual weight and size of products can pay big dividends. It can make handling easier, optimize storage space, and save on shipping costs. If you know the size and weight of each item shipped, you can then optimize how the items are packed so you're not paying to transport air.
As for how you can get those dimensions, there are a number of ways. Sometimes, suppliers will provide you with that data. But more often than not, shippers have to gather the data themselves. They can measure and weigh products manually using a tape measure and a scale, but this can be very time consuming. Another option is to use automatic dimensioning and weighing systems. Not only are these systems much faster and more accurate, but they can help take the guesswork out of the carton selection process. The systems can transmit the weight and dimensional data they capture to a warehouse management system and shipping software. The software then guides packers in choosing the best packaging for the product, including the correct size carton and the amount of dunnage needed to protect its contents. Some systems will also tie into a computer screen to display the optimal way to arrange products within the carton—for instance, with heavier items on the bottom and lighter ones on top.
In addition to being used to collect data on individual SKUs handled at the facility, automated dimensioning systems can be installed at the end of the line to capture information about each package in a shipment. This information is then passed along to the carrier and can also be used for customer billing. "It is important for shippers to include the dimensions of the parcel when processing their ground shipments. If they don't, they are likely to receive significant 'back-charges' from their carrier, which cannot be passed back to the shipper's customer," notes Randy Neilson, director of sales and marketing for Quantronix, the manufacturer of CubiScan dimensioning systems. "The system will collect the parcel's ID/order license plate number as well as its length, width, height, and weight," he says. "All of this information is then electronically transferred and integrated with the user's shipping software system."
Such systems are certified as legal-for-trade dimensioning and weighing systems. Therefore, the information they gather may also be useful in settling any billing disputes that might arise with the carrier or customer.
CARTON CORRECTION
Another way to address shipping costs is to evaluate the packaging you're using to see if the cartons you employ are the best ones for your needs. Consultants like Ampuja can help shippers determine carton characteristics, the number of cartons that are ideal for their products, and the sizes those cartons should be. "Six box sizes are about optimum for manual operations," Ampuja says. Companies that use computers to select the proper box size really have no limit on the number of boxes they employ but typically use about 15 to 18 boxes, which will provide more freight savings, he says.
Ampuja notes that shippers are sometimes reluctant to increase the number of boxes they use because they feel it will complicate their operations. However, expanding their carton lineup can save money if the cartons are a better fit for their products, he says, especially if computers handle the carton selection. "The money is in the freight, not in the box," Ampuja says.
Making even minor changes in the boxes' dimensions can also greatly affect the dim weight. For example, simply trimming a half-inch off the length, a quarter-inch off the height, and so on can save significant money when multiplied by thousands of boxes.
Obviously, consideration should be made for the types of products shipped—how heavy and fragile are they? What is the ideal corrugated thickness and design to assure the products are protected? The cartons should not be too weak or too strong, but as Goldilocks would say, "Just right." Another matter to consider is the optimal amount of dunnage to use to ensure the product will survive the journey while at the same time making the most efficient use of space.
"ON-DEMAND" PACKAGING
Another option for companies looking to eliminate wasted space is to go the custom carton route. They can do this by installing an on-demand packaging system that allows them to make custom cartons on the spot. Using measurements obtained from dimensioning systems, an on-demand packaging system forms the correctly sized box for the product being shipped. In short, these systems can neutralize the effects of the new dim weight charges, as the package is already as compact as it can get. "Our solution can actually help customers see a reduction in their shipping charges even with dim weight pricing," says Packsize's Kiessner. He says customers using his company's on-demand packaging solution currently obtain at least a 20-percent overall savings even before dim weight pricing kicks in. The savings come from lower shipping charges as well as a reduction in the amount of corrugate and dunnage needed.
Using a carton of the correct size also reduces the potential for product damage. "There is no better protection for any product than the best fit, so that there is no shifting inside the box," explains Kiessner.
On-demand packaging can be especially useful for companies shipping irregularly shaped items. One such shipper is CarPartsDepot Inc., an online store that sells automotive body parts, such as bumpers, fenders, grills, radiators, hoods, and headlights. Not too many of these parts fit neatly into a standard box. For that reason, CarPartsDepot relies on a Packsize system to create the oddly shaped boxes it needs.
"We have around 6,000 SKUs. Every one has a different shape, so we need a perfectly shaped box for each item," says Tony Chiu, CarPartsDepot's general sales manager. He says the retailer captures each part's dimensions, which are then stored in a computer until it's time to create the box for the shipment. About 1,200 to 1,500 parcels ship daily from his facility. He adds that he is not worried about dim weight pricing as he is already optimized for parcel shipping. "We are saving 15 percent now and will save even more comparatively when the dimensional weight [pricing] starts."
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.
Supply chains are poised for accelerated adoption of mobile robots and drones as those technologies mature and companies focus on implementing artificial intelligence (AI) and automation across their logistics operations.
That’s according to data from Gartner’s Hype Cycle for Mobile Robots and Drones, released this week. The report shows that several mobile robotics technologies will mature over the next two to five years, and also identifies breakthrough and rising technologies set to have an impact further out.
Gartner’s Hype Cycle is a graphical depiction of a common pattern that arises with each new technology or innovation through five phases of maturity and adoption. Chief supply chain officers can use the research to find robotic solutions that meet their needs, according to Gartner.
Gartner, Inc.
The mobile robotic technologies set to mature over the next two to five years are: collaborative in-aisle picking robots, light-cargo delivery robots, autonomous mobile robots (AMRs) for transport, mobile robotic goods-to-person systems, and robotic cube storage systems.
“As organizations look to further improve logistic operations, support automation and augment humans in various jobs, supply chain leaders have turned to mobile robots to support their strategy,” Dwight Klappich, VP analyst and Gartner fellow with the Gartner Supply Chain practice, said in a statement announcing the findings. “Mobile robots are continuing to evolve, becoming more powerful and practical, thus paving the way for continued technology innovation.”
Technologies that are on the rise include autonomous data collection and inspection technologies, which are expected to deliver benefits over the next five to 10 years. These include solutions like indoor-flying drones, which utilize AI-enabled vision or RFID to help with time-consuming inventory management, inspection, and surveillance tasks. The technology can also alleviate safety concerns that arise in warehouses, such as workers counting inventory in hard-to-reach places.
“Automating labor-intensive tasks can provide notable benefits,” Klappich said. “With AI capabilities increasingly embedded in mobile robots and drones, the potential to function unaided and adapt to environments will make it possible to support a growing number of use cases.”
Humanoid robots—which resemble the human body in shape—are among the technologies in the breakthrough stage, meaning that they are expected to have a transformational effect on supply chains, but their mainstream adoption could take 10 years or more.
“For supply chains with high-volume and predictable processes, humanoid robots have the potential to enhance or supplement the supply chain workforce,” Klappich also said. “However, while the pace of innovation is encouraging, the industry is years away from general-purpose humanoid robots being used in more complex retail and industrial environments.”
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.”