From temp to management: interview with Diane Garforth
She now oversees distribution management for retailer David's Bridal, but Diane Garforth got her start as a warehouse temp. Her career has given her an up-close view of the changes in distribution management brought by technology.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
If anyone in distribution center management understands what it's like to be a temp worker in a DC, it would be Diane Garforth. Now director of distribution systems at David's Bridal, Garforth got her start in the business by taking a warehouse temp job fresh out of college, coincidentally in the same building where she works today. She eventually worked her way up to outbound manager at the facility for that company.
She has been active in technology developments in logistics, in particular serving as president of Manhattan Associates' Distribution Center Management Council from 2009 to 2015.
Garforth is a graduate of Ursinus College in suburban Philadelphia. She recently spoke by phone with Editorial Director Peter Bradley about changes in distribution management, technology, and a unique approach to staff meetings.
Q: What brought you into the field of logistics/distribution?
A: When I graduated from college, the economy was just really rough, so I answered an ad for temporary warehouse workers and that's how I got started. I started as a temp order picker.
Q: Really? Who was that with?
A: Eagle's Eye. They have since closed, but they actually operated in the same distribution center where I work today. They sold ugly Christmas sweaters, although that's not what we called them back then. But that was their main business.
Q: How have things changed in distribution since you first entered the profession?
A: It is amazing what technology has done to change distribution. In a way, I guess, it is true that everyone's job has changed, but distribution is so different and the skill set needed across all levels of distribution is really different than it used to be. So, thankfully, as the consumers began demanding faster, better service, we have been able to deliver that.
Q: Could you expand on what you mean by a different skill set?
A: Before, if you were a temp warehouse worker, all you needed to be told was "Here's a piece of paper, and you're going to go look for a size small and when you get it, mark an X next to it." Now, when you need a temp, you have to show him or her an RF gun and explain how to scan a bar code. The job of DC manager has really changed a lot too. It isn't necessarily only knowing how to manage people; it has now become how can I use whatever warehouse management system I have and understand that system so that I can leverage my people better. The job has really changed across all levels.
Q: What does that mean in terms of finding the talent you need?
A: It has made it that much harder to use temp labor to supplement what we are doing and to address peak season concerns.
Q: As you mentioned, customer expectations have changed. How have their expectations changed and how have you at David's Bridal met those challenges?
A: Our business has always been time sensitive. But we've seen more and more of a desire on the customer's part to make things more personal. In a cookie-cutter assembly-line world, the customer still wants her dress to be very personal. So we are working on ways to expand our offerings so that it is her dress, and her bridesmaids are in her color, and yet do that in a way that's still manageable from a supply chain execution perspective. That has been really hard to do in a way that still keeps costs down.
Q: Right, because you're talking about customization for almost every order then.
A: Yes.
Q: Let me ask you to talk about the technologies that enable you operate more efficiently but still meet these very high customer demands.
A: We have a warehouse management system that has been great for us. Between that and the distributed order management solution, we truly have a single pool of inventory, so we've been able to cut our inventory carrying costs and focus on putting dollars in other areas. If you buy something in a store or you buy it online, it can come from any piece of inventory in the DC, so that has really helped us. And we have been able to leverage the warehouse management system to pick as efficiently as we possibly can regardless of whether the customer is ordering online or in our stores. Then, just in the last six months or so, we've started using our stores to fulfill online orders as well.
Q: Tell me a little bit about your omnichannel strategy and how you're implementing it.
A: A bridal gown is a huge purchase, so there is some hesitancy there to spend that kind of money and order online. However, when it comes to our bridesmaids' dresses and our accessories, online purchasing is a really good fit. So we are trying to offer every dress we have. Most every dress we have comes in 50 colors and 13 sizes (our bridesmaids' dresses, anyway) so it becomes very hard to offer that regardless of where a customer wants to shop. We have really focused on utilizing our entire network as fulfillment points and getting our orders out faster. Our two DCs are both on the East Coast, but we can leverage a California store to ship to a California customer so that instead of taking five days for an order to get there, it might just take one day.
Q: Have there been any particular challenges in implementing that?
A: No, not really. I think some of our most painful lessons were the result of our thinking that we were too different [from other types of apparel retailers]. We didn't think that store fulfillment would take off the way it did. Our first day that we turned it on, we thought we would maybe have five or six orders at best, and we actually filled 700 units in a day. So it really exceeded all of our expectations of what having that much more inventory available to the customer could do for our sales. So it has been a wonderful area in which we were wrong.
Q: To make that kind of fulfillment possible, how do the stores connect with one another and to the DC so that if I am in San Diego, I can fulfill an order in San Francisco?
A: Some of the things we had to do to lay the foundation was make sure that all stores have the right supplies on hand to package orders because those are just not the sort of things that you have sitting in a store backroom. We also wanted to make sure we weren't using too much room in the backrooms so that we could implement this without impacting the store footprint. We taught them all how to do it on their desktops. They do have mobile devices, so we wanted them to have a backup in case their mobile devices were to fail.
Mobile just makes it so easy. Before, we used to have a call center for our regular orders. For our retail orders, we would call around and say, "Can you go out and check if you have that white dress in a size 8 for me?" Then you'd have to wait a couple of minutes while someone went out to the floor to search for it.
Now, with distributed order management, it is not done via phone calls. You come into the store in the morning, and you go see which orders you need on your mobile device. You use your mobile device to go find it. You have a picture of the item you're looking for. You scan it to verify that you have the right item, and if you don't have it, you notify the system and the request is automatically sent to another store in our chain.
Q: Let me shift gears for a moment. I understand that you start your team meetings with what you call a "reality roundup," where you provide a work/life lesson from a recent episode of a reality TV show. Tell me about that.
A: The first couple of minutes while waiting for people to filter into the room, I would chit-chat about a show I was watching, so it just evolved into, "Hey, I'm going to start off every meeting telling you about some shows you should check out along with a lesson learned from what I watched this past week." It is nice because it kind of sets a tone, a less formal tone, for the meeting. People say they want to come to the meetings because they know they're going to get a chuckle or maybe even find out about a show they'll want to check out.
Q: How does that translate into the culture of the facility?
A: It really makes it that much easier to be cross-functional because now you have people from the merchandising area and the accounting group coming to a distribution-focused supply chain meeting, where maybe normally they wouldn't be all that interested. They come for the reality roundups, but they stay to listen to what is going on and also to provide feedback on different challenges they know are coming up in the supply chain in the next few months.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”