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.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.