David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
With its location in the heart of Europe, the Netherlands is the center of distribution and logistics for the Continent. The Dutch have over 400 years of logistics experience behind them. Since the days of the Dutch East India Co., which was founded in 1602, the Netherlands has made international trade an art form.
The Netherlands has the infrastructure to match the expertise. The country's system of ports and canals, for instance, provides fast reach to most major European markets.
The World Economic Forum in 2013 rated the Dutch infrastructure among the best in the world: first in the world for maritime, fourth for air, and 11th for rail. That kind of infrastructure is key to reaching large population centers quickly (500 million people live within a 24-hour drive of Rotterdam, the country's main logistics entry point). It's no surprise that half of Europe's distribution center operations are located in Holland.
The Dutch government recognizes the vital economic role played by trade and logistics—the logistics sector accounts for approximately 9 percent of the nation's jobs—and has worked hard to position the country as a gateway for trade. Customs clearance, for example, is among the most streamlined in Europe. Supply chain management is recognized by the government as one of a handful of significant industries that must be nurtured. Coalitions of government, industry, and university representatives are working on initiatives to expand trade, ease restrictions, and promote innovation.
BELLY UP
As the main gateway to Europe, the Netherlands handles imports from all over the world, but in particular, from Asia and North America. Most of these goods arrive by sea or air. In fact, one-third of all imports into Europe pass through Amsterdam's Schiphol Airport or the Port of Rotterdam.
Schiphol is one of Europe's largest and busiest aircargo hubs. Nearly 80 percent of the airport's available capacity is in the form of lower-deck "belly space" in passenger planes. As with most air freight, these shipments consist mainly of perishables or high-value items. For example, Schiphol handles more shipments of cut flowers than any other airport in the world. Freight forwarders and third-party logistics service providers (3PLs) have set up shop in 17 business parks near the airport, providing logistics services to support the food, flower, aerospace, fashion, and life sciences markets.
Most products arriving at the airport pass through a streamlined customs process that requires only one stop. The majority of the cleared freight then leaves Schiphol on trucks, although some of it is offloaded to rail and canal barges for transport to distant destinations.
Outbound freight is handled equally quickly as well as securely. About 80 percent of security checks for outbound freight are performed remotely, with local shippers scanning their freight at their own facilities using devices that produce two-sided X-rays of outgoing containers. For companies that don't have their own scanning equipment, the airport has a program to bring mobile scanning vans to their sites. Nuclear detection vans are also employed at the airport to scan outgoing cargo.
MAIN PORT OF CALL
The Port of Rotterdam is the largest seaport in Europe and the ninth largest in the world. It alone accounts for 4 percent of the Dutch gross domestic product (GDP). The port's customs area clears more than 7 million containers each year.
With 75 feet of draft, the Port of Rotterdam can easily handle any ship currently on the water. It offers 80 terminals for handling bulk, breakbulk, containerized, liquid, and roll-on/roll-off freight. Last year, it processed 466 million tons of freight, 29 percent of those containerized. Investment in the port continues each year, with 190 million euros (approximately US$203 million) invested in infrastructure this past year alone.
Strategically located in the heart of Western Europe, the Port of Rotterdam offers easy access to transportation and fast reach to major markets. It is here that most intermodal operations begin. Some 53 percent of received goods depart by truck. Another 36 percent are loaded onto barges at adjacent docks, where 200 barge connections take products farther into the Netherlands as well as to more distant markets in Germany, France, and Switzerland. Some 11 percent move by rail via 250 weekly rail connections, mainly to destinations in Germany.
Some containers are transferred from giant vessels to smaller feeder ships that serve other ports in Europe, including ports in Ireland, the Baltic and Scandinavian countries, Spain, and the United Kingdom, as well as ports along the Mediterranean.
New automated systems in the Port of Rotterdam's terminals expedite processing and reduce the time a container spends in the port area. The European Container Terminal (ECT) at the port is one of the busiest, with 54 cranes handling about 30 ships each week and between 80,000 and 100,000 boxes per week. The cranes used to unload containers from vessels are still operated manually, although the terminal is experimenting with having operators control them remotely from an adjacent building.
Once the containers have been deposited on the dock, fully automated cranes take over, gathering up the containers and loading them onto large automated guided vehicles (AGVs). The AGVs transport the containers to stacking areas, where other automated cranes gather the loads and place them in stacks based on their projected mode of transit (feeder ship, canal boat, rail, or truck) and time of departure. About 1.5 percent of containers need to be scanned upon arrival, based on their risk assessment. The AGVs drive these containers through a security scan tunnel before taking them to the stacks.
When the boxes are ready to be loaded onto a truck chassis, the stacking cranes automatically gather the containers from the stack and take them to the truck. The automated process stops just short of placing the box onto the chassis. At that point, a worker in a remote building takes over, directing the process with a joystick.
REACHING THE HINTERLANDS
The European Container Terminal also operates an intermodal service to feed containers by barge and rail into more remote areas, or the hinterlands, of Northern Europe, Germany, and Austria. Known as European Gateway Services (EGS), this operation consolidates freight for delivery using a method known as "synchromodal transport," where algorithms determine the optimal way to transport each container based on mode, route, and leadtime.
Many of these containers move by barge on Holland's extensive river and canal system. Waterways connect the Port of Rotterdam to the Meuse River, which also connects to the Rhine to feed points in Germany and beyond. About 7,000 vessels ply the Netherlands' inland shipping lanes, the largest such fleet in Europe. According to the Holland Logistics Library, 79 percent of all containers transported on inland waterways within the European Union (EU) pass through Dutch territory.
Inland ports within the Netherlands receive containers originating in Rotterdam that require further intermodal handoffs. For example, the Trimodal Container Terminal in Venlo acts as an extended gateway for the Port of Rotterdam's ECT terminal, with facilities for transferring boxes from barges or railcars to trucks. Located just a few kilometers from the German border, the city of Venlo has become an important border crossing. Many U.S. and international distributors have set up shop in the area to process fresh foods destined for German markets (see the photo infographic on Fresh Park Venlo in this issue).
INNOVATIVE LAST-MILE DELIVERY
Other delivery modes are being deployed in the cities to help ease congestion and pollution. In Amsterdam, couriers use the extensive canal network to ferry packages by water. Bicycles are also common in Amsterdam, and it's not unusual to see couriers out making deliveries on electric bikes towing wagons filled with parcels.
Amsterdam is currently looking to establish plug-in stations around the city for refrigerated trucks. This would enable trucks to use electricity to keep cargo cool during delivery stops, instead of running their diesel engines. Smaller electric and natural-gas trucks are also being deployed in the cities to reduce noise and pollution while deftly navigating narrow streets. When possible, deliveries are made at night to further reduce congestion. Autonomous vehicles are also being looked at as a potential last-mile delivery method, all with the aim of reducing the use of larger trucks.
The Netherlands' history of trade- and transport-related innovation is no accident. The country was created out of an area once occupied by the North Sea, and it has little in the way of natural resources other than water. To survive, and ultimately flourish, it needed an avenue by which the world could efficiently move its commerce. If history, and the present, is any guide, it has certainly met the test.
A version of this article appears in our January 2017 print edition under the title "Europe goes Dutch."
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]."