Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Supply chain software has historically been split into discrete chunks, which meant users had to turn to a transportation management system (TMS) to solve one problem, a warehouse management system (WMS) for another, and an enterprise resource planning (ERP) program for an overview of it all.
These distinctions worked fine for years as the tradition-bound trucking, warehousing, and material handling industries caught up to the technology wave sweeping corporate America. But as the digital marketplace re-orders supply chain operations, it's evident that the siloed model is no longer up to the task.
TMS vendors have responded by tearing down the fences that used to separate trucking software from other logistics solutions. Today's TMS programs share overlapping databases with ERP, WMS, and warehouse execution systems as well as with fulfillment planning, order management, business intelligence, data analytics, and other specialized applications. Linking these isolated data fields can trim waste and create new profit, whether the user is a shipper, third-party logistics service provider (3PL), broker, truckload carrier, or other supply chain player.
The merger between TMS and its software siblings has been made possible by recent advances in two particular fields—cloud-based computing that allows for shared interoperable databases, and mobile application development that supports native apps built to take advantage of the unique capabilities of devices like tablets and smartphones.
OMNICHANNEL DISTRIBUTION CHANGES THE GAME
One of the main forces driving the change in transportation management systems is omnichannel retailing, which is pushing users to demand higher performance from their transportation management systems and increasing the execution pressure on fulfillment operations, said Fab Brasca, vice president for global solution strategy and intelligent fulfillment at Scottsdale, Ariz.-based developer JDA Software Group Inc.
In response, developers are moving away from treating those diverse software applications as independent silos of information because the isolated data can lead to bottlenecks and latency in decision-making—an unforgiveable sin at a time when companies need to be able to respond swiftly to any disruption in the supply chain.
"A customer could say, 'I've already got WMS, TMS, and order management software. Isn't my supply chain efficient enough?' And we answer that it may have been efficient enough when all you were doing was pushing inventory to your stores. But with this change to omnichannel, it's not just about store fulfillment and online fulfillment, but about overall consumer fulfillment," Brasca said.
Companies increasingly operate in a marketplace where complex global problems affect not just transportation but also omnichannel distribution, retail, and manufacturing operations. To tackle those challenges, software must feature interoperability between transportation and warehousing, both in sharing transactional flows and in merging the two worlds with optimization logic.
A "warehouse-aware" TMS application can help users to eliminate common bottlenecks—for instance, by allowing them to revise dock schedules to better coordinate inbound and outbound traffic, said Brasca.
Another advantage a networked TMS offers over standard transportation management systems is the ability to host a link to mobile computing platforms, giving users more visibility into shipments in transit than is allowed by current technology, such as daily updates generated through electronic data interchange (EDI). In comparison, a TMS linked to a location-enabled smartphone could use signals from a global positioning system (GPS) receiver to provide real-time updates that give users better connectivity with carriers and let them find quick solutions to capacity constraints.
GOING MOBILE
Adding mobile capabilities to a TMS can do much more than simply allow users to do a better job of tracking deliveries and monitoring schedules. For example, it is easier to track a load if the TMS can accommodate "geofences," which, when incorporated into software programs, enable users to receive alerts when a truck crosses predefined geographic boundaries as measured by an app on the driver's smartphone.
"With an automated location-enabled device, you could be notified if the truck is ahead of schedule or behind," said Bill Ashburn, chief marketing officer at HighJump Software Inc. "You would know he's arrived, because he broke the geofence and he's no longer moving. So now you know he's at the DC."
That location-enabled TMS extension could also allow a company to automatically track information relating to fuel taxes, driving logs, and hours of service, sparing drivers the task of keeping detailed records and reporting them to the dispatcher once a day.
The transition from daily updates to real-time connectivity will produce big results, but it may take time to reach all levels of the shipping industry.
"Transportation is a very generational business," Ashburn said. "The millennials come in and they're more savvy with technology. The generation (before) them is wowed by real-time data."
Mobile TMS apps can do far more than generate truck schedules, Ashburn said. A driver with a TMS app on his smartphone could take photos of damaged cargo, record vehicle inspections at checkpoints, or scan images of documents such as a bill of lading. In some cases, a mobile-enabled TMS could even generate additional profit for users.
"Now, you can see if there's a vehicle here and a load available over there. Let's connect the dots and reduce deadhead miles," Ashburn said. "If you don't have it, you're at an extreme competitive disadvantage."
GREAT EXPECTATIONS
Shippers and their customers are raising their expectations for real-time TMS performance as they become aware of these abilities, said Chris Parker, chief operating officer of InMotion Global Inc., a TMS provider in Brandon, Fla.
"Today's logistics professionals are much more sophisticated than they were 10 years ago," Parker said in a press release. "They are used to one-stop online services, with access from any location and on any device."
TMS use has more than tripled since 2005, according to a July 2015 survey conducted for the company. The same survey showed 54 percent of logistics professionals use some sort of TMS software today, compared with just 15 percent 10 years ago.
Logistics companies are flocking to transportation management systems to address the issues that keep fleets from operating at maximum efficiency, particularly those related to drivers' schedules and delays that all-too-commonly occur at the junction between the warehouse and the truck.
Those pain points are among the top causes of wasted driving hours and lost freight-carrying capacity, according to a recent white paper from J.B. Hunt Transport Inc., a multimodal transportation logistics company based in Lowell, Ark.
Delays in transportation can cost freight carriers dearly because of the Department of Transportation's strict limits on truck drivers' hours of service, the report says.
Current regulations limit commercial motor vehicle drivers to an "on duty" day of 840 consecutive minutes (or 14 hours), which quickly shrinks to 660 minutes (or 11 hours) after subtracting mandated safety inspections and a required 30-minute break within the first eight hours.
Because the hours-of-service countdown logs all minutes consecutively, drivers can't simply stop the clock during traffic jams or warehouse delays. J.B. Hunt goes on to list a range of additional time-wasters, such as waiting around for freight to be loaded or unloaded, detention and dwell time caused by inflexible pickup and delivery times, and unscheduled variation in shipment schedules.
The common thread to most of these time-wasters is that they occur at the point where the truck meets the distribution center. That means a TMS app with access to warehouse data could help users avoid logjams by identifying time-consuming activities and devising a more efficient route.
By smoothing out those bumps in the road, a connected TMS application could add valuable minutes to every driver's day and boost the number of shipments passing through each warehouse.
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.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."