A new administration may mean major change across supply chain
A more business-friendly climate could slow regulatory oversight, be a boon to infrastructure, and reverse favorable union laws. Yet trade would likely suffer.
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.
For many who ship, haul, warehouse, and distribute goods for a living, the legacy of the past eight years will be that of an administration aggressive in its oversight, labor-friendly in its legal thinking, and frustratingly deficient in fulfilling its vow to make infrastructure a critical part of the economic apparatus.
The administration that takes power a little more than two months from today is likely to work from a different blueprint.
President-elect Donald J. Trump has made the nation's infrastructure a "front-burner issue" along with immigration, health care,
and tax reform, according to James H. Burnley IV, transportation secretary during the Reagan Administration and a longtime
Washington attorney. Labor laws that have impacted the transportation and logistics industry may be interpreted in a manner
that doesn't sit well with unions and their advocates accustomed to tailwinds during the Obama Administration, he said.
Trucking companies and commercial drivers, many of whom feel they've had a collective bull's-eye on their backs from
well-intentioned but costly and onerous safety regulations, may see some relief should the new administration decide that
current and proposed regulations be scuttled.
The incoming and outgoing administrations have different ideas about how the world works, and it is apparent that
changes—perhaps radical ones—will take place once President-elect Trump is sworn in. It should also be remembered
that for the first time since 1928 a Republican president would start his term with GOP majorities in both the Senate and the
House.
Infrastructure
The Trump administration has proposed to invest $550 billion in the nation's infrastructure,
double that of his opponent, Hillary Clinton. On its transition web site,
the administration offered no specifics on how it would be done or paid for. What is evident, according to Burnley, is that
the president-elect is open to different and unorthodox ways of getting things done, and that mindset could extend to
infrastructure investment. It is unlikely the Trump administration will push for an increase in the federal motor
fuels tax—which hasn't been raised since 1993—given that tax increases are anathema to Trump. Besides, many states
are already hiking fuels taxes to pay for their own infrastructure improvements.
What may get a closer look in a Trump White House is legislation introduced more than three years ago by Rep. John K.
Delaney, (D-Md.) to create an infrastructure fund seeded by the sale of $50 billion in bonds with 50-year maturities.
U.S. corporations would be encouraged to buy the bonds by repatriating, tax free, part of their foreign earnings, in
return for ownership of the bonds. The fund would then leverage the $50 billion investment to provide many more billions
of dollars in infrastructure loans or guarantees.
Since that time, other bills following the same template had been introduced in Congress, but never went anywhere. The concept
also curried favor with the Obama administration. If such a bill is taken up in the 115th Congress, it will likely be folded into
comprehensive tax reform, according to Burnley, who was one of the earliest and most vocal supporters of Delaney's bill.
Delaney easily won re-election Tuesday night.
What no one disputes is that the nation's infrastructure—which broadly defined encompasses transportation, water, and
broadband—is in dire need of more funding and visibility. The U.S. currently spends 1.3 percent of its gross domestic
product on infrastructure, about 43 percent of what was spent on it in the early 1980s, according to data from CG/LA
Infrastructure Inc., a consultancy. There is no dedicated infrastructure budget, and no cabinet level agency to oversee programs,
the group said, affirming its belief that infrastructure hasn't been a top priority for this or any administration.
Motor Carrier Safety
Whether it be driver "hours of service" regulations; Compliance, Safety and Accountability (CSA) Rules;
a requirement that every truck be equipped with electronic logging devices; or testing drivers for sleep apnea and substance
abuse, the past eight years have witnessed a seemingly never-ending series of unfunded mandates for motor carriers and drivers
to comply with.
Given all of the mandates were aimed at promoting highway safety, it may be bad form for the Trump administration to try to
scuttle them. But that may not stop a Republican Congress from doing so. Kathryn B. Thompson, former Department of Transportation
general counsel in the Obama administration and today a Washington-based attorney, said truck safety would not be a high priority
in a Trump administration. Thompson added, however, that Congress is likely to throttle back some safety regulations, and that
President Trump will sign "any bills that come across his desk" that fulfill Congress' intent.
The most likely targets, she said, are the hours of service rules, and the most controversial aspects of CSA, a grading system
for carriers and drivers that has been embroiled in legal and regulatory battles for years.
One safety measure likely to survive intact is the electronic logging device (ELD) mandate requiring that all fleets, including
owner-operators, install the devices by the end of 2017. The mandate, which was recently upheld by a federal appeals court, has
the support of big truckers and will save money over time as well as enhance safety, Thompson said. Burnley added that Congress
or the Trump administration may delay the implementation date, but neither will gut the rule.
Labor
The last few years have seen transport union interests prevail on several fronts. In a high-profile case,
the ground-delivery unit of Memphis-based FedEx Corp.
agreed in mid-2015 to pay $228 million to settle a suit filed by drivers in
California who alleged the unit improperly classified them as independent contractors.
A 2014 law in New York State made it more difficult for businesses to classify a commercial driver as an employee. Then in
May,
the Department of Labor (DOL) ruled that employers must grant overtime pay to full-time salaried workers making less than
$47,476 a year. The current rules, slated to disappear on Dec. 1, cap overtime eligibility to salaried workers making less than
$23,600 a year.
The public warehousing industry, which employs many salaried workers at the affected thresholds, has argued the new policy will
raise costs and hinder job creation. Joel D. Anderson, former president of the International Warehouse Logistics Association
(IWLA), which is fighting the measure, said there is a strong chance the new administration will gut the rule. The key will be
Trump's pick for Secretary of Labor, Anderson said.
Although a number of the pro-union rulings have emanated from the courts and state legislatures, critics contend that the
impetus comes from a labor-friendly DOL as well as the National Labor Relations Board (NLRB), an independent, three-member panel
nominated by the president to safeguard employees' right to organize and to decide whether to have unions serve as their
bargaining representative with their employer. While employer interests understand the NLRB is structured to protect workers,
they are hopeful the Trump administration will choose board members who will restore some balance between the twin imperatives
of labor and management.
Trade
As a candidate, President-elect Trump voiced strong opposition to the pending Trans-Pacific Partnership
(TPP), the largest regional trade agreement in history, calling it a job-killer for American workers. Yesterday,
it was reported that Sen. Chuck Schumer (D-N.Y.) told labor leaders that Congress would not approve the 12-nation pact during the lame-duck
Congressional session that convenes next week, ending the last legislative chance of saving the pact.
As president, Trump would have the authority to negotiate a new trade agreement. However, given his statements on the stump
and animus toward past trade deals such as the North American Free Trade Agreement (NAFTA), it is unlikely to happen.
In an impassioned plea highlighting TPP's benefits and the risks of scuttling it, Michael F. Ducker, president of FedEx
Freight, FedEx's less-than-truckload (LTL) unit, said U.S. businesses would lose out on the opportunity to sell to a market
of 480 million consumers living in the TPP-signatory nations outside the U.S. As an example of trade's importance to the
U.S. economy, Ducker noted that plantings on one of every three acres of America's farms would yield crops that are
designated for export.
TPP's rejection will not improve the lot of U.S. workers whose jobs may have been lost to foreign competition,
Ducker told the Journal of Commerce Inland Distribution Conference in Memphis, Tenn., on Wednesday. In fact,
those workers may be further disadvantaged as other nations begin to negotiate their own pacts without U.S. involvement,
he 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]."