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.
Cubing and weighing systems have been important pieces of warehouse equipment for decades, providing precise size and weight data that allow workers to safely store material on racks, collect it on pallets, and load it on trucks.
DC workers often take these systems—which lack the cachet of, say, high-speed sortation systems or sophisticated planning software—for granted. However, recent changes in the industry are shining a spotlight on these devices and giving users a new reason to upgrade their equipment and reap further benefits.
MASTERING "DIM WEIGHT"
Companies in every corner of the supply chain universe felt the ground shift under their feet on Jan. 1 this year, when FedEx Corp. and UPS Inc. changed the way they price ground parcel services. As of that date, the giant carriers extended the dimensional weight pricing structure they had long applied to air and ground shipments of more than three cubic feet to all ground parcel shipments.
Under the new "dim weight" rules, the companies now determine shipping rates for parcels based on a combination of their weight and dimensions, not their weight alone. The change has reverberated particularly loudly for companies shipping lightweight items in large cartons, since the carriers effectively charge them an extra fee for occupying a disproportionate amount of space on a truck.
In turn, the advent of dim weight pricing has made cubing and weighing systems more important than ever. If you're multiplying length by height by width in inches, then dividing by 166 for a domestic shipment, you'd better have an accurate measurement system.
The reason for that is that FedEx and UPS will measure your package too, and then hit you with a chargeback fee if the parcels were rated incorrectly.
"Whether you're a less-than-truckload carrier, a freight forwarder, a big DC, or just a mom-and-pop shop shipping 50 jars of honey, you have to get accurate measurements to manifest freight correctly," said Justin Headley, marketing manager for CubiScan of Farmington, Utah, which makes cubing, weighing, and dimensioning systems.
Installing better dimensioning equipment in a DC can help a company save money on packing material in addition to shipping fees.
In the typical operation, workers often pack items in a slightly bigger box than necessary, filling the empty space with packing material, Headley said. But with precision dimensions delivered by a cubing and weighing machine, the packager can choose a more appropriate (read: smaller) carton, saving money on void fill, freight charges, and corrugate material.
In addition to helping warehouses hold down shipping costs, a dimensioning machine can be a crucial tool for shippers negotiating rates with carriers.
"You're not just going to negotiate by price, you're going to negotiate by volume; you can't rate-shop without giving them dimensions," said Bob Fischer, founder and CEO of Advanced Distribution Solutions Inc. (ADSI) of Schaumburg, Ill.
MEANWHILE, BACK AT THE DC ...
The benefits of capturing the precise dimensions of every item extend well beyond the packing station and shipping dock, however. That information has become critical to efficient DC storage practices as well.
That's because knowing the exact size of items allows DCs to optimize product slotting, packing the maximum number of items into valuable storage space.
It's no accident that some cubing and weighing systems are designed to measure packages with an accuracy of one-tenth of an inch for shipping applications, and an even more precise five one-thousandths of an inch for warehousing and distribution.
"Real estate is costly; if you save space, you save money," Headley said.
Makers of dimensioning machines have kept pace with these demands by upgrading the technology over the years. The first measuring systems used ultrasound-based platforms, but manufacturers quickly moved on to infrared technology, then digital cameras, and finally the laser-based 3D cameras with image processing capabilities found in today's top-line systems.
Among other benefits, these enhancements have made it possible for operations to use the equipment to weigh and measure pallets on freight docks, not just parcels neatly lined up on indoor conveyors, said Jerry Stoll, marketing manager for transportation and logistics at Columbus, Ohio-based Mettler Toledo LLC, a maker of weighing and dimensioning equipment.
Commercial parcel carriers have been using top-shelf dimensioners for years, but many less-than-truckload (LTL) freight carriers are still using manual tape measures to estimate density, Stoll said.
When laser technology finally entered the LTL market in 2006 or 2007, trucking companies realized they could use the data provided by the systems to participate in global multimodal moves with partners who needed precise measurements.
"Even palletized goods are rarely perfectly square," said Stoll. "They can be obscure or 'ugly,' with protrusions sticking out that make them oblong or irregular. The challenge is to determine what the minimal cuboidal shape is; in other words, what's the smallest box it could fit in?"
The latest dimensioning systems can capture far more information than that, however. Today's options include devices equipped with advanced sensors that read bar codes and package IDs, as well as high-end systems that document each item with a photo and a time stamp.
NO ROOM FOR ERROR
Pairing precision measurements with powerful software is quickly becoming an essential element in running a profitable omnichannel fulfillment operation, experts say.
Before the rise of e-commerce, warehouses typically shipped items in full case- or pallet-load quantities to other DCs or retail stores. But as online sales took off, they found themselves filling more consumer orders for individual items (or a handful of assorted items), and the job grew far more challenging.
"Let's say a customer orders a ball point pen, a ball cap, a baseball, and some apparel items all in one box. What is the best size box for shipping that?" Cubiscan's Headley said. "In omnichannel, there is really a lot of value to minimizing inefficiencies, and the savings will start to compound."
An e-commerce website may charge a consumer $8 in estimated shipping fees for that combination of items but face a $16 charge from the parcel carrier if a DC worker places the gear in an oversized mailing box.
"Then companies have a choice to make: Do they pass that extra cost on to the customer or do they eat it? One hundred percent of the time, they're going to end up eating it," Headley said.
Retailers can avoid that conflict if they run the items through a dimensioner first, export the cube and weight data to a warehouse management system (WMS), and use the software's load-planning or carton-optimization features to specify the exact size box to use.
Some companies take this approach to the extreme and build custom boxes for each order. These warehouses link their WMS's dimensional data with an on-demand box-making machine. These systems calculate box geometries and cut flat sheets of corrugate cardboard to the exact size needed. Workers then fold the sheet like a pizza box into a carton that's tailored to the specific order.
Given the proliferating business benefits, many companies have found they can achieve a quick return on investment by installing cubing and weighing systems in multiple locations throughout the DC. Whether they use the data to solve the challenges of dimensional weight shipping, warehouse slotting, or omnichannel fulfillment, users say these precision machines are here to stay.
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."