Aftershocks continue at West Coast ports as supply chain works toward solutions
Staffing dispute shuts Oakland's biggest terminal for a day; Plan unveiled at
Los Angeles to speed cargo flows; Long Beach loses status as number two port.
It may not come as a surprise given the massive cargo backlogs and bad blood that have built up through the fall and winter, but three weeks after West Coast waterfront labor and management reached a tentative five-year collective bargaining agreement, the situation is still not stable.
At the Port of Oakland, a dispute over staffing levels between the International Longshore & Warehouse Union (ILWU) and the Pacific Maritime Association (PMA) shut yard and gate operations at the Oakland International Container Terminal, the port's main terminal, on Wednesday. By Thursday, the terminal was operating normally, according to Mike Zampa, a port spokesman. Oakland is believed to be the only one of the 29 West Coast ports represented by the ILWU experiencing lingering labor issues.
PMA said on its web site that ILWU Local 10, which works the terminal, refused to allow yard crane operators to work unless management agreed to staff each crane with three workers instead of the normal ratio of two workers per crane. All other terminals at Oakland operate at a 2-to-1 worker-to-crane ratio, PMA said. The ILWU local was unavailable to comment.
Meanwhile, the Agricultural Transportation Coalition, a group that represents U.S. agriculture and lumber exporters, quoted in a note today an executive for a major importer that cannot unload all 12 of its containers from a ship in Oakland, and is being hit with $1,540 in demurrage, or detention, for failing to return one of the containers to the terminal within the allotted "free time" grace period. The importer, according to the group, said its truckers have queued up daily, but as of this morning had only recovered five of the boxes. The group quoted the executive as saying that importers should be granted "unlimited" free time for equipment returns because it is the fault of labor and management, not the user, that cargo is being released and delivered late.
The group, whose members were hit especially hard by the dispute because they weren't able to get many of their goods to overseas buyers, quoted a California rice exporter as saying all Oakland exporters are going to "permanently lose customers and business" as buyers find, and remain with, suppliers from other nations. Exports account for about 55 percent of Oakland's traffic mix due to the port's proximity to the prominent growing areas of California's Central Valley.
Down the coast at the Port of Los Angeles, the nation's busiest seaport, a "peel off" program has been launched. Under this plan, loaded containers belonging to high-volume customers are taken from the vessels and brought to a dedicated yard near the docks for transport to inland distribution centers. Upon arrival, the boxes are stacked in a block, drayed to a yard less than a mile away, and then sorted. The same trucks return to the terminals to retrieve the next inbound box, while carrying back with them empty containers to be staged for export traffic.
The program, which began February 25, will help clear the backlogs at Los Angeles while improving cargo flows, said Gene Seroka, the port's executive director. It will also increase truck turns, a key component in expediting goods movement and reducing congestion, supporters said.
"We have found an efficient way to get containers to their destination that is beginning to pay off," Seroka said in a statement. "We're acting on our pledge to our customers to harmonize the supply chain and make it work better. Permanently."
It will likely take Los Angeles and the adjacent Port of Long Beach until late April or mid-May to clear away all of the backlogs that developed as operations there slowed to a crawl late last year and through the first six weeks of 2015.
The port is involved in the project with stevedoring company The Pasha Group; drayage firm Total Transportation Services Inc. (TTSI); several marine container-terminal operators, and a core group of major retailers. The model is likely to be implemented throughout the entire port, which covers 43 miles of waterfront.
Long Beach loses ranking
The dramatic decline in containerized traffic knocked the Port of Long Beach from its long-held perch as the country's second-busiest container port, according to data released yesterday by consultancy Zepol Corp. Long Beach had held the number two position for 11 years, according to Zepol.
The Port of New York and New Jersey, which has long ranked third, jumped into the second spot by virtue of an 8-percent year-over-year gain in container import traffic through the end of February, Zepol said. By contrast, traffic at Long Beach dropped 20 percent year-over-year, while volumes at Los Angeles fell by 19 percent. Traffic is measured by twenty-foot equivalent units, or TEUs.
By contrast, container traffic at New York and New Jersey rose by 34,000 TEUs year-over-year. Traffic at the Port of Houston rose 29 percent, or 31,000 TEUs, while volumes at the Port of Savannah increased 20 percent, or 40,000 TEUs. East and Gulf Coast ports benefitted from moves by U.S. importers throughout 2014 to divert their cargoes to those ports via the Panama or Suez Canals. Importers did so to ensure goods were in U.S. commerce before the holiday buying season.
Zepol, which surveys 19 U.S. ports and one in San Juan, Puerto Rico, said overall import volumes through February fell 5 percent year-over-year. The drop-off was attributed to the decline at the southern California ports, which combined handle about 40 percent of the nation's containerized imports.
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."