Wine and spirits distributor RNDC found the answer to its space crunch—and throughput woes—in an innovative new DC that features mezzanines and state-of-the-art conveyors.
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.
Not so long ago, wine and spirits distributor Republic National Distributing Co. (RNDC) found itself facing the classic growth challenge&8212;at least where its distribution operations were concerned. RNDC, which is the second-largest distributor of wine and spirits in the U.S., had seen sales explode in one of its key markets: Virginia.
That kind of exponential growth is great for the bottom line, but it can create problems elsewhere in the organization. In this case, it was the company's DC in Sandston, Va., that was feeling the strain. Basically, RNDC had outgrown the facility, and building out was not an option. The Sandston building had already been expanded in 2001, says Stefan Kirshenbaum, RNDC's vice president of operations systems and services, and the lot didn't allow for further expansion.
Filling orders on time was also becoming a challenge. Space limitations prevented the operation from deploying the kind of technology that would allow it to achieve the productivity and accuracy levels it wanted. And the building's size limited the amount of merchandise that could be pushed through it in a day. "We just grew out of it, plain and simple. We needed to move forward to a new distribution space," Kirshenbaum says.
After conducting a site search, the company found a suitable spot some 30 miles north of Sandston in Ashland, Va. The new location offered 23 acres to grow in as well as proximity to Interstate 95. The move would also put it a bit closer to the growth markets in Northern Virginia.
Opened in February, the new facility has a footprint of 280,000 square feet but offers 315,000 square feet of processing space when you include the mezzanines. The site provides ample room for expansion, with enough space to enlarge the facility to well over half a million square feet if needed.
The facility's material handling system was designed by W&H Systems, which also integrated the equipment. The new setup includes new automated equipment to speed up processing, including a voice-directed picking system and conveyors and sorters that gently handle cases of bottles. A camera system also assures shipping accuracy, and smart software keeps it all flowing with the smoothness of fine Kentucky bourbon.
RAISING THE BAR
For many of the products arriving at the new Ashland facility, the first stop is the reserve area, which contains both floor and rack storage and some high-density pushback racking. As the name implies, the pushback racks are designed so that when a lift truck operator loads a new pallet into the front of the rack, the previously loaded pallets are pushed backward along a rail. The facility's pushback racks range from two to four pallets deep, allowing the company to make optimal use of storage space. When a pallet is removed, the remaining pallets behind gently slide forward to make it easy to retrieve subsequent pallets. Advance Storage Products provided the pushback racks along with flow racks and other static storage units in the building.
Reserve items are used to replenish three modules&8212;two that are used for full-case picking and one for individual bottle selection. The Jennifer voice system from Lucas directs all of the picking activity. The Shiraz warehouse control system (WCS) supplied by W&H Systems determines picking waves, working in conjunction with Manhattan Associates' warehouse management software. The waves are based on multiple tiers of algorithms that consider product and delivery route. Picking for six trucks can be performed at the same time within the wave. Orders for each truck are picked in reverse delivery sequence so that the order for the first stop is loaded onto the truck last.
Pallet flow racks hold full cases of fast-moving items, while slower-moving cases are presented to workers in case flow rack locations. In both instances, workers select the cases onto a belt that runs through the middle of the two case picking modules, following directions transmitted by the Jennifer voice system. Each worker is also supplied with a stack of customer labels that are printed to match the picking sequence that the Jennifer system provides to him or her. Combining voice with the labels is much faster than simply using pick-by-label selection, since the worker does not have to stop to read locations off of the labels. Instead, the associate can be moving as he or she is listening to the voice prompts, saving valuable seconds with each pick.
Once a worker arrives at the appropriate section, he or she recites a check digit to confirm the location and then removes the number of cases required, placing a customer label onto each before depositing it onto the takeaway conveyor belt. The voice system then directs the picker to the next location.
Meanwhile, the conveyor transports the selected cases through a five-sided scan tunnel that matches the customer label and the product UPC label to assure that the right product has been selected.
BOTTLES UP!
The bottle pick area is specifically designed for fast throughput. A setup that combines flow racks, the voice system, and other material handling equipment allows for an average of 600 bottles to be picked per person per hour, which is one of the highest picking rates in the wine and spirits industry.
Two conveyor lines run through the bottle pick module. An "express line" is used for faster-moving products, which are selected only from the bottom level of the two-level module. This constitutes about 85 percent of the individual bottle picks made here. The DC uses the pick-and-pass order selection method in the bottle pick area, with workers selecting bottles within their zones from deep-flow racks and then passing the order carton along to the next worker for additional selections.
A carton erector builds a box to begin the process. The voice system then takes over to direct picking. First, a worker reads a carton ID into the voice system to match the carton to the products it will contain. The voice system then tells the worker the quantity of bottles to select from each location. Again, a check digit is used to confirm the right items were picked. Completed cartons are conveyed to a quality assurance area, where randomly selected cartons are checked against actual orders.
The remaining 15 percent of bottle picks consist of both fast- and slower-moving items. These are picked onto a conveyor belt known as the "local line." Pick-and-pass is also employed here, with the carton passed through the various pick zones and bottles added to it. In some cases, the cartons require additional items from the second level, where most of the DC's medium-movers are stored on flow racks. In such cases, the cartons are placed on an AmbaFlex spiral conveyor, which whisks them to the next level.
The facility's 4,000 slow-moving stock-keeping units (SKUs) are stored in static shelving. Two cases per SKU are housed in each slot on the shelves. When needed, bottles from the shelving are batch picked onto rolling carts that can hold from 100 to 120 bottles in numbered locations. The voice system directs picking from the racks and also tells the worker where on the cart to place the bottle.
Once the batch has been picked, the voice system instructs the worker to push the cart to a station near the quality assurance area on the second level. The voice system then directs bottles to be removed and combined as needed with items selected for each customer order.
After undergoing quality checks, the orders are conveyed to an Intelligrated sliding shoe sorter designed for the gentle handling of cartons filled with glass bottles. The sorter carefully diverts the cartons to six dock positions. To assure that the right carton is loaded onto the right truck, the company installed a camera capture system from Blue Violet Networks at the docks. Tied to the warehouse control system, the system uses cameras to capture three distinct views of each carton. To resolve discrepancies, an operator can dial in a carton number and see exactly which truck the carton was loaded into.
THE RIGHT TONIC
Ashland is one of four new distribution centers that RNDC is building within a 12-month period. Several existing facilities are also undergoing renovations. Many of these will incorporate similar designs, with the goal of duplicating the impressive gains that the Ashland facility has recorded in just half a year of operation.
Ashland can process some 3,200 cases per hour, which is double the rate achieved in the previous facility. Plus, orders are shipping on time, which has virtually eliminated overtime, and accuracy is at an all-time high. And there is room to grow, as the material handling systems can handle up to 3,600 cases per hour at peak. "We did not expect to be hitting the throughput numbers this quickly," notes Kirshenbaum. "It has produced a lot of smiles from top to bottom. I truly believe we hit a home run here."
Sometimes, all you need is the right partner to solve your logistics problems.
In 2021, global paint supplier Sherwin Williams faced driver and hazardous material (hazmat) capacity constraints: There simply weren’t enough hazmat drivers available in its fleet to maintain the company’s 90% fleet utilization rate expectations for key partner store deliveries while also meeting growing demand for service. Those challenges threatened to become even more acute in the future, as a competing paint supply company began to scale back its operations in the Pacific Northwest, leaving Sherwin Williams with an opportunity to fill the gap.
The paint supplier needed a logistics partner that could help it overcome the shortage of hazmat drivers while also helping to manage its West Coast trailer pools, out-of-region runs, and ad-hoc freight. It also needed a solution that would meet quarterly and annual fleet budgets.
SCALING UP
Enter ITS Logistics, a third-party logistics service provider (3PL) that offers supply chain solutions for drayage, network transportation, distribution, and fulfillment across North America. ITS proposed a combined owned-asset and asset-light approach that would provide Sherwin Williams with the equivalent of 21 additional drivers. The 3PL would leverage its carrier network to overcome the shortage of hazmat capacity while also certifying its own drivers via a three-month process. Further, ITS would help manage Sherwin Williams’ trailer pools and coordinate carriers, providing the paint company with a single point of contact for transportation.
The project would address cost concerns as well: “ITS Logistics aligned its solution with Sherwin Williams’ budgetary cadence and offered a quarterly business review to align on price structure, adding a level of transparency and trust to the relationship,” according to a case study the partners released earlier this year.
The companies soon sealed the deal and launched the program.
Not long after that, Sherwin Williams began to feel the effects of the anticipated challenges in the Pacific Northwest—but the company was prepared. When the competing paint supply company shuttered its operations, causing demand for Sherwin Williams’ products to spike, ITS injected a blend of owned trailers and carrier power to alleviate equipment challenges, cover all locations and regions, and help the paint supplier scale to meet volume.
CLOSING THE GAPS
The project has helped Sherwin Williams rapidly scale its capacity, meet fleet utilization requirements, manage trailer pools, coordinate carriers, and flex to meet spikes in regional demand.
And the results speak for themselves.
“ITS integrating themselves into our fleet was instrumental in helping increase our outbound volume by 18.4 million pounds [year over year] in the last seven months of 2023,” said Ted Taxon, regional transportation manager at Sherwin Williams, in the case study. “This equated to approximately 460 truckloads of extra freight, a large portion of which ITS [handled] on an ad-hoc basis with no operational constraints or quality issues.”
The partnership also helped Sherwin Williams maintain a 90% fleet utilization rate with big box retailers—an increase from less than 70% prior to the partnership’s launch.
Robots are revolutionizing factories, warehouses, and distribution centers (DCs) around the world, thanks largely to heavy investments in the technology between 2019 and 2021. And although investment has slowed since then, the long-term outlook calls for steady growth over the next four years. According to data from research and consulting firm Interact Analysis, revenues from shipments of industrial robots are forecast to grow nearly 4% per year, on average, between 2024 and 2028 (see Exhibit 1).
EXHIBIT 1: Market forecast for industrial robots - revenuesInteract Analysis
Material handling is among the top applications for all those robots, accounting for one-third of overall robot market revenues in 2023, according to the research. That puts warehouses and DCs on the cutting edge of robotic innovation, with projects that are helping companies reduce costs, optimize labor, and improve productivity throughout their facilities. Here’s a look at two recent projects that demonstrate the kinds of gains companies have achieved by investing in robotic equipment.
FASTER, MORE ACCURATE CYCLE COUNTS
When leaders at MSI Surfaces wanted to get a better handle on their vast inventory of flooring, countertops, tile, and hardscape materials, they turned to warehouse inventory drone provider Corvus Robotics. The seven-year-old company offers a warehouse drone system, called Corvus One, that can be installed and deployed quickly—in what MSI leaders describe as a “plug and play” process. Corvus Robotics’ drones are fully autonomous—they require no external infrastructure, such as beacons or stickers for positioning and navigation, and no human operators. Essentially, all you need is the drone and a landing pad, and you’re in business.
The drones use computer vision and generative AI (artificial intelligence) to “understand” their environment, flying autonomously in both very narrow aisles—passageways as narrow as 50 inches—and in very wide aisles. The Corvus One system relies on obstacle detection to operate safely in warehouses and uses barcode scanning technology to count inventory; the advanced system can read any barcode symbol in any orientation placed anywhere on the front of a carton or pallet.
The system was the perfect answer to the inventory challenges MSI was facing. Its annual physical inventory counts required two to four dedicated warehouse associates, who would manually scan inventory to determine the amount of stock on hand. The process was both time-consuming and error-prone, and often led to inaccuracies. And it created a chain reaction of issues and problems. Fulfillment speed is one example: Lost or misplaced inventory would delay customer deliveries, resulting in dissatisfaction, returns, and unmet expectations. Productivity was also an issue: Workers were often pulled from fulfillment tasks to locate material, slowing overall operations.
MSI Surfaces began using the Corvus One system in 2021, deploying a small number of drones for daily inventory counts at its 300,000-square-foot distribution center (DC) in Orange, California. It quickly scaled up, adding more drones in Orange and expanding the system to three other DCs: in Houston; Savannah, Georgia; and Edison, New Jersey. The company plans to add more drones to the existing sites and expand the system to some of its smaller DCs as well, according to Corvus Robotics spokesperson Andrew Burer.
Those expansion plans are based on solid results: MSI’s inventory accuracy was about 80% prior to the drone implementation, but it quickly jumped to the high 90s—ultimately reaching 99%—after the company initiated the daily drone counts, according to Burer.
“We actually had an incident early on where one of the forklift drivers ran into the landing pad, rendering it inoperable for about a week while the Corvus team fixed it,” Burer recalls. “When we restarted the system, we noticed MSI’s inventory accuracy had dropped down to the 80s. But after flights resumed, accuracy quickly improved back to near perfect.” He adds that such collisions are rare as Corvus mounts landing pads high off the floor to avoid impacts but that accidents can still happen.
Overall, the system has helped speed warehouse operations in two key ways: First, the accuracy improvement means that associates no longer waste time searching for missing material in the warehouse. And second, the associates who used to conduct the physical inventory counts have been reallocated to picking and replenishment—creating a more efficient, and optimized, workforce.
A SAFER, MORE EFFICIENT WAREHOUSE
Robot maker Boston Dynamics is well-known for its Stretch and Spot industrial robots, both of which are at work in warehouses and DCs around the world. Earlier this year, Stretch made its debut in Europe, teaming up with Spot at a fulfillment center run by German retail company Otto Group. The deployment marks the first time Stretch and Spot are being used together—in a partnership designed to improve Otto Group’s warehousing operations by increasing efficiency and making warehouse work safer and more attractive to workers.
The partnership is part of a two-year project in which Boston Dynamics will deploy dozens of its warehouse robots in Otto Group’s European DCs. The first location is a fulfillment site operated by Hermes, the company’s parcel delivery subsidiary, in Haldensleben, Germany—a facility that handles as many as 40,000 cartons of goods on peak days.
At the site, Stretch—which is a mobile case-handling robot—autonomously unloads ocean containers and trailers, using its advanced perception system to pick and place boxes onto a telescoping conveyor inside the container or trailer. Spot—a quadruped robot—helps with predictive maintenance by collecting thermal data and performing acoustic and visual detection tasks throughout the facility to reduce unplanned downtime and energy costs. One of Spot’s jobs is to detect air leaks in the facility’s warehouse automation systems; future duties may include conveyor vibration detection, according to leaders at Otto Group.
Both Stretch and Spot will help the Haldensleben facility run more efficiently, especially during fall peak season when volume increases and work intensifies. The addition of Stretch addresses safety and comfort issues as well: Trailer unloading—a process that entails repeatedly lifting and moving heavy boxes inside a trailer, which can be dark, dirty, cold, and/or hot, depending on the weather—tends to be unappealing to workers. Along with reducing the amount of labor required, automating these tasks will have the added benefit for European facilities of helping them comply with EU (European Union) regulations limiting the amount of time workers can spend in those conditions.
Essentially, the robots are making life easier on the warehouse floor and for the company at large.
“Stretch is going to have a ton of benefits for customers here in the EU,” Andrew Brueckner, of Boston Dynamics, said in a recent case study on the project.
The trucking industry faces a range of challenges these days, particularly when it comes to load planning—a resource-intensive task that often results in suboptimal decisions, unnecessary empty miles, late deliveries, and inefficient asset utilization. What’s more, delays in decision-making due to a lack of real-time insights can hinder operational efficiency, making cost management a constant struggle.
Truckload carrier Paper Transport Inc. (PTI) experienced this firsthand when the company sought to expand its over the-road (OTR), intermodal, and brokerage offerings to include dedicated fleet services for high-volume shippers—adding a layer of complexity to the business. The additional personnel required for such a move would be extremely costly, leading PTI to investigate technology solutions that could help close the gap.
Enter Freight Science and its intelligent decision-recommendation and automation platform.
PTI implemented Freight Science’s artificial intelligence (AI)-driven load planning optimization solution earlier this year, giving the carrier a high-tech advantage as it launched the new service.
“As PTI tried to diversify … we found that we needed a technological solution that would allow us to process [information] faster,” explains Jared Stedl, chief commercial officer for PTI, emphasizing the high volume of outbound shipments and unique freight characteristics of its targeted dedicated-fleet customers.
The Freight Science platform allowed PTI to apply its signature high-quality service to those needs, all while handling the daily challenges of managing drivers and navigating route disruptions.
STREAMLINING PROCESSES
Dedicated fleets face challenges that evolve from day to day and minute to minute, including truck breakdowns, drivers calling in sick, and rescheduled appointment times. PTI needed a tool that allowed for a real-time view of the fleet, ultimately enabling its team to adjust truck and driver allocation to meet those challenges.
The Freight Science solution filled the bill. The platform uses advanced analytics and algorithms to give carriers better visibility into operations while automating the decision-making process. By combining streaming data, a carrier’s transportation management system (TMS), machine learning, and decision science, the solution allows carriers to deploy their fleets more efficiently while accurately forecasting future needs, according to Freight Science.
In PTI’s case, Freight Science’s software integrates with the carrier’s TMS, real-time electronic logging device (ELD) data, and other external data, feeding an AI model that generates an optimized load plan for the planner.
“We’re an integrated data analytics company for trucking companies,” explains Matt Foster, Freight Science’s president and CEO. “We’re talking about AI.”
The benefits of the real-time data are difficult to overstate.
“We’ve been able to execute in the toughest of situations because we’ve got real, live data on how long each event is actually going to take and a system to aid and even automate the decision-making process,” says Chad Borley, PTI’s operations manager. “From what traffic patterns we are battling in the morning and evening with rush hour and things like that, to the impact of additional miles to a route, or even location-specific dwell times, it’s been a huge differentiator for us.”
REALIZING RESULTS
A case in point: the collapse of Baltimore’s Francis Scott Key Bridge in March. PTI was scheduled to go live with a new dedicated account in the area just days after the collapse, which would mean rerouting and the potential for longer transit times. Instead of recalculating based on assumptions or latent data, PTI was able to reroute freight based on real-time information and analytics to give the customer timely updates.
“With the bridge going out, that changed our ability to make as many turns a day as the customer would expect,” Stedl explains. “But one of the things Freight Science could do [was to] quickly [assess] how much of an impact that traffic would have [and] what the turns [would] be based on what’s happening on the ground.
“So we were able to go back to the customer and readjust expectations in a real way that made sense, using data. Now expectations can be reset¾we’re not asking for forgiveness when there’s no reason for it.”
The system’s advanced algorithms make load planning more cost-effective and scalable as well. The platform allows PTI to monitor trucks, trailers, and driver hours in real time, recommending additional loads with remaining driver hours that would otherwise be wasted.
And they’re doing it all with much less. Stedl says tasks that used to require five people and hours of work can now be accomplished by one person in mere minutes, improving productivity and profitability while reducing labor and operational costs.
Terms of the deal were not disclosed, but Aptean said the move will add new capabilities to its warehouse management and supply chain management offerings for manufacturers, wholesalers, distributors, retailers, and 3PLs. Aptean currently provides enterprise resource planning (ERP), transportation management systems (TMS), and product lifecycle management (PLM) platforms.
Founded in 1980 and headquartered in Durham, U.K., Indigo Software provides software designed for mid-market organizations, giving users real-time visibility and management from the initial receipt of stock all the way through to final dispatch of the finished product. That enables organizations to optimize an array of warehouse operations including receiving, storage, picking, packing, and shipping, the firm says.
Specific sectors served by Indigo Software include the food and beverage, fashion and apparel, fast moving consumer goods, automotive, manufacturing, 3PL, chemicals, and wholesale / distribution verticals.
Schneider says its FreightPower platform now offers owner-operators significantly more access to Schneider’s range of freight options. That can help drivers to generate revenue and strengthen their business through: increased access to freight, high drop and hook rates of over 95% of loads, and a trip planning feature that calculates road miles.
“Collaborating with owner-operators is an important component in the success of our business and the reliable service we can provide customers, which is why the network has grown tremendously in the last 25 years,” Schneider Senior Vice President and General Manager of Truckload and Mexico John Bozec said in a release. "We want to invest in tools that support owner-operators in running and growing their businesses. With Schneider FreightPower, they gain access to better load management, increasing their productivity and revenue potential.”