How have parcel and less-than-truckload shippers responded to the switch to "dim weight" pricing? According to a recent survey, the answer depends on how well they understand the new rating scheme.
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.
Parcel and LTL shippers that understand the significance of moves by the nation's two biggest carriers to apply "dimensional weight" pricing to all their U.S. ground shipments are the ones trying hardest to blunt its impact, a sign that the pricing change should be taken seriously by all shippers, according to a survey recently conducted by Niagara University, consultancy Supply Chain Optimizers, and DC Velocity.
The survey, taken of 146 parcel and less-than-truckload (LTL) shippers, found that about half had a good understanding of so-called "dim weight" pricing, under which delivery rates are based on a parcel's dimensions rather than its actual weight. In mid-2014, Memphis, Tenn.-based FedEx Corp. and Atlanta-based UPS Inc. decided to abandon actual-weight pricing on domestic ground shipments measuring three cubic feet or less and adopt dimensional weight pricing on those packages, which make up a large portion of their ground traffic. (Dimensional weight pricing on ground shipments measuring more than three cubic feet has been in effect for several years.)
Aware of the impact of the new policies, about 46 percent of the better-informed shippers have already negotiated pricing adjustments with their carriers and have made changes in their packaging processes to shrink parcel cube and avoid a significant rate increase that would accompany the change in the carrier formula, according to the survey. An additional 30 percent said they had pursued packaging changes without negotiating rate adjustments, according to the findings. Seasoned shippers were also more likely to use computer systems to help select the optimum box size, as well as to install "cut to size" systems where boxes are custom-formed based on their contents, the survey found.
By contrast, more than half of the shippers who said they lacked a strong understanding of the pricing scheme had taken no action as of the time of the study, and only 20 percent of those respondents had made any adjustments to their packaging, according to survey data. In all, about 27 percent of respondents said they had done nothing in response to the carriers' actions, meaning they had accepted the rate increases that accompanied the changes in the pricing model.
"There are various successful responses to dimensional weight pricing. Taking no action is not one of them," said Jack T. Ampuja, CEO of Supply Chain Optimizers and the survey's co-author along with Jim Kling, a professor at Niagara University in Lewiston, N.Y. Shippers that simultaneously employed multiple solutions seemed to achieve the best outcomes, according to Ampuja and Kling.
PAYBACK TIME
Over the years, parcel and LTL shippers have benefited greatly from the carriers' under-reliance on dimensioning equipment and systems. Though parcel carriers had the technology, they used it only for shipments measuring more than three cubic feet. As a result, they charged the actual weight for bulky, lightweight parcels, effectively underpricing portions of their trailer space. LTL carriers, without any equipment at all, resorted to tape measures and rulers, hardly a precise method for verifying product density. This allowed shippers to tender an ineffectively packaged consignment and still get away with being undercharged for the service, according to the authors.
Parcel carrier executives have said the expansion of dim weight pricing was necessary to properly compensate their companies for the space occupied by low-weight, high-cube shipments. The change would also deliver to shippers a wakeup call to re-engineer their inefficient packaging processes that just add cube to a package without providing any real value to the shipper, customer, or carrier.
More than 18 months into the dual initiatives, the explosive growth of e-commerce continues to drive traffic in these lighter, bulkier consignments, according to UPS Chairman and CEO David P. Abney. "Package weight keeps going down, but the cube keeps going up," Abney told reporters at a company event June 30.
LTL pricing occupies a world of its own. Rates are based on an intricate system of classification codes that were developed in the mid-1930s. Because charges based on classification codes are subject to interpretation, it is commonplace for shippers and carriers to get embroiled in post-delivery disputes over pricing differentials. LTL carriers that advocate dimensioning have said that it will not only yield more accurate pricing outcomes, but also reduce the frequency of so-called carrier chargebacks and the hassle that often accompanies them.
Carriers have a vested interest in promoting the dimensioning practice: By doing a better job of pricing palletized freight, carriers can recover the $65,000 cost of a dimensioning machine within 90 days, the survey's authors said.
The growing use of dimensioning equipment will force shippers to do a better job of preparing their freight for tender, Ampuja and Kling said. Those who observe the status quo will likely confront rates that are higher than they've ever paid before, they said. "The reality is that most shippers are not aware that the responsibility for proper packaging and palletization has now been pushed back to them, and most are not yet prepared to manage the function," they said.
One group that appears to be especially concerned about the impact is smaller shippers, who lack the volume clout to leverage carrier relationships to their benefit. "When we visit with smaller shippers and ask about logistics issues, dim weight pricing is typically the first topic they mention," the authors said.
PARCEL SHIPPERS MORE PROACTIVE
The survey was fairly balanced among users of the two modes, with 43 percent saying they shipped mostly with parcel carriers, 37 percent saying they shipped primarily with LTL carriers, and the remaining 20 percent split down the middle.
Parcel shippers have responded more rapidly than have LTL shippers to the carriers' pricing changes, according to the survey. About 65 percent of parcel shippers have made some adjustments to their packaging, compared with 34 percent of LTL shippers. Only 42 percent of respondents who identified themselves as LTL shippers had done anything in response to the dim weight initiative, according to the survey.
Most LTL shipper respondents to the survey said they weren't comfortable with the carriers' dimensioning concepts or with the equipment being used to perform the measurements. The unease was expressed by both the experienced and the relative novice: Some 27 percent of the more-knowledgeable respondents said they were comfortable tendering their freight for dimensioning; about 36 percent of the less-knowledgeable group said they were comfortable with the practice.
A cluster of the comments focused on criticisms of the equipment and the way it's used. One respondent mentioned that "dimensional pricing can be completely skewed by a minor change" in the process.
Clark Skeen, president of Quantronix, the Farmington, Utah-based maker of the popular "CubiScan" dimensioning product line, said palletized shipments are often asymmetrical in dimension and come in multiple shapes and sizes. This, in turn, can make it difficult for even today's equipment to capture an accurate scan, he said.
"There are systems on the market that are robust, reliable, and consistent," Skeen said in an e-mail. But users need to look closely at the performance records of any system, and in the meantime, take vendor claims with a grain of salt, he added.
Ampuja and Kling said customer complaints should fade once dimensioning systems are harmonized and eventually perfected. They emphasized that shippers who invest in proper packaging and palletizing processes will, over time, reap the benefits of lower pricing on their package and LTL consignments.
However, shippers with a lot of low-density freight or with inefficient packaging models face a more long-lasting problem, namely a hit to their budgets as dimensioning forces them to pay more for shipping, they wrote. Businesses that simply can't change the configurations of their products "will not find any easy solutions to the higher rates associated with dimensional weight pricing," they said.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Online grocery technology provider Instacart is rolling out its “Caper Cart” AI-powered smart shopping trollies to a wide range of grocer networks across North America through partnerships with two point-of-sale (POS) providers, the San Francisco company said Monday.
Instacart announced the deals with DUMAC Business Systems, a POS solutions provider for independent grocery and convenience stores, and TRUNO Retail Technology Solutions, a provider that powers over 13,000 retail locations.
Terms of the deal were not disclosed.
According to Instacart, its Caper Carts transform the in-store shopping experience by letting customers automatically scan items as they shop, track spending for budget management, and access discounts directly on the cart. DUMAC and TRUNO will now provide a turnkey service, including Caper Cart referrals, implementation, maintenance, and ongoing technical support – creating a streamlined path for grocers to bring smart carts to their stores.
That rollout follows other recent expansions of Caper Cart rollouts, including a pilot now underway by Coles Supermarkets, a food and beverage retailer with more than 1,800 grocery and liquor stores throughout Australia.
Instacart’s core business is its e-commerce grocery platform, which is linked with more than 85,000 stores across North America on the Instacart Marketplace. To enable that service, the company employs approximately 600,000 Instacart shoppers who earn money by picking, packing, and delivering orders on their own flexible schedules.
The new partnerships now make it easier for grocers of all sizes to partner with Instacart, unlocking a modern shopping experience for their customers, according to a statement from Nick Nickitas, General Manager of Local Independent Grocery at Instacart.
In addition, the move also opens up opportunities to bring additional Instacart Connected Stores technologies to independent retailers – including FoodStorm and Carrot Tags – continuing to power innovation and growth opportunities for retailers across the grocery ecosystem, he said.