Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
The five-year, $305 billion federal transport spending bill negotiated by House and Senate conferees has given freight interests the best seat at the table they've ever had. But freight is still not on the dais.
The compromise version, announced yesterday afternoon, allocates $4.5 billion in grants for what are considered "nationally significant" freight and highway projects. The program provides up to $500 million in funding for nonhighway projects that nevertheless improve the movement of highway freight. The bill provides an additional $6.3 billion to a formula program that states can use to facilitate freight mobility on a national-highway freight network. It also creates a multimodal freight policy, and it directs the Department of Transportation to establish a multimodal freight network that would identify the segments of the national freight-moving system most critical to goods transport. The industry has lobbied for years to have such an endeavor codified.
The bill, known as the "Fixing America's Surface Transportation" (FAST) Act, now returns to the House and Senate for floor votes. Each chamber must adopt the bill and vote for its final passage. If that happens, the bill is sent to President Obama's desk for signature. The current law, which was signed in July 2012 and has since been living on short-term extensions, expires Dec. 4. The so-called FAST Act would be the first transport-spending bill since 2005 that was more than 27 months in duration.
Never before has freight been showered with so much money and attention from a federal transport-spending bill. For the Coalition for America's Gateways and Trade Corridors (CAGTC), a public-private intermodal advocacy group that has spent 15 years arguing for a minimum $2 billion annual investment in the nation's freight network, the outcome was all it could have hoped for. "We are thrilled to see conferees recognize so many of the coalition's long-standing priorities," CAGTC President Leslie Blakey said in a statement. Blakey said the size of the proposed funding would "increase the efficiency and reliability" of the nation's transport and logistics network.
From a process standpoint, the bill streamlines the path of funding freight projects, which are generally large in scale and which cross multiple jurisdictions, causing delays and conflicts, according to CAGTC.
Despite the funding breakthrough, freight interests—particularly the trucking industry—got almost nothing that they sought. Negotiators dropped an amendment that would have established a federal hiring standard for motor carriers. The initial proposal would have deemed a trucker to be fit if it were properly licensed, had sufficient insurance, and received a better than unsatisfactory safety rating from the Federal Motor Carrier Safety Administration (FMCSA), the agency that oversees the truck, freight brokerage, and freight forwarding sectors. The amendment, which had been contained in the House's version of transport funding legislation, would have qualified a motor carrier as fit even if it were unrated by FMCSA.
Industry groups said that because the agency lacks the resources to conduct full safety reviews of most of the nation's 530,000 registered truckers, the original bill threatened to exclude thousands of operators that remain unrated, yet operate in a satisfactory manner.
Negotiators also dropped an amendment requiring DOT to develop a program allowing licensed drivers between the ages of 19 years, six months, old and 21 years old to operate commercial motor vehicles in interstate commerce as long as the routes were between adjacent states that enter into special bistate agreements. Currently, commercial drivers under the age of 21 cannot drive across state lines, though they can operate within the boundaries of their state of residence. However, conferees adopted a pilot program allowing certain under-21 military veterans to drive across state lines.
Conferees agreed to language directing FMCSA to commission a three-year study by the Transportation Research Board (TRB) of the agency's controversial "Compliance, Safety, and Accountability" program (CSA), which grades carriers based on a series of metrics and then assigns them performance scores under what is known as a Safety Measurement System, or SMS. The bill requires FMCSA to remove SMS scores and analysis, but allows the raw data used to compile the scores to remain in public view. On that score, negotiators bowed to the language contained in the Senate version of transport funding legislation, which was passed in July. The House version, passed in early November, would have removed all data elements from public scrutiny. CSA's critics argue that the scores are based on flawed methodology, and discriminate against many of the thousands of truckers that operate safely and legally.
The legislation does not call for raising excise taxes on diesel fuel and gasoline, the primary mechanism for funding transport projects, keeping the tax levels unchanged for the 22nd year. The bill would be financed in part by a one-time $19 billion draw of Federal Reserve surplus funds and by a cut in the 6-percent dividend that national banks receive from the Fed. The dividend would be reduced by an amount tied to yields on 10-year U.S. Treasuries, currently about 2.2 percent. If Treasury yields rose higher than 6 percent, the Fed wouldn't pay the banks more. Banks with $10 billion or less in assets would be exempt from the cut.
Funds would also be raised by selling oil from the nation's Strategic Petroleum Reserve, which serves as an emergency source of oil in the event overseas supplies are disrupted. The reserve stood at 695.1 million barrels as of the end of November, below its capacity of 727 million barrels.
As the conference bill returns to both chambers, the debate may now center on the manner in which the programs would be paid for. Sen. Tom Carper (D-Del.) has already gone on record saying he would vote against the legislation because the conferees resorted to accounting gimmickry and other revenue-raising techniques that have nothing to do with transportation. Carper had proposed a doubling of motor-fuels taxes that would go directly toward road infrastructure improvements.
For the freight industry, the conferees' report, though not ideal, is a significant improvement over what had—or had not—come before. Not only will there be a higher level of stability that comes with a five-year funding timetable, but the freight side, which has historically been shunted to the back of the bus when it came to Congressional funding, has finally realized tangible benefits from the process. "While not perfect, this bill is a tremendous step forward for trucking in many respects," said Pat Thomas, senior vice president of state government affairs for Atlanta-based UPS Inc. and chairman of the American Trucking Associations (ATA), the trade group representing the nation's largest motor carriers.
Logistics real estate developer Prologis today named a new chief executive, saying the company’s current president, Dan Letter, will succeed CEO and co-founder Hamid Moghadam when he steps down in about a year.
After retiring on January 1, 2026, Moghadam will continue as San Francisco-based Prologis’ executive chairman, providing strategic guidance. According to the company, Moghadam co-founded Prologis’ predecessor, AMB Property Corporation, in 1983. Under his leadership, the company grew from a startup to a global leader, with a successful IPO in 1997 and its merger with ProLogis in 2011.
Letter has been with Prologis since 2004, and before being president served as global head of capital deployment, where he had responsibility for the company’s Investment Committee, deployment pipeline management, and multi-market portfolio acquisitions and dispositions.
Irving F. “Bud” Lyons, lead independent director for Prologis’ Board of Directors, said: “We are deeply grateful for Hamid’s transformative leadership. Hamid’s 40-plus-year tenure—starting as an entrepreneurial co-founder and evolving into the CEO of a major public company—is a rare achievement in today’s corporate world. We are confident that Dan is the right leader to guide Prologis in its next chapter, and this transition underscores the strength and continuity of our leadership team.”
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%."