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.
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%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."