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.
Shortly after 10 a.m. tomorrow, Elaine L. Chao will appear before the Senate Commerce Committee and, barring unforeseen developments, will breeze through a confirmation hearing on her way to becoming the 18th secretary of transportation in the agency's 50-year history.
Those will likely be the least complicated moments of the 63-year-old Chao's tenure. Ahead of her lies a multitude of challenges. Chao will serve as the Trump administration's point person for a proposed infrastructure improvement initiative pegged at between $550 billion and $1 trillion, though at this point no one knows what it will entail or how it will be funded. While Congress controls the process, Chao's decades of public policy experience, which includes five years at DOT and the Federal Maritime Commission (FMC), and eight more as labor secretary in the George W. Bush administration, as well as her deep political connections—she is married to Senate Majority Leader Mitch McConnell (R-Ky.)—could put her front and center of what will likely be a high-profile debate.
Beyond her role in helping shape infrastructure policy, Chao is tasked with balancing the commercial demands of a rapidly changing mobility landscape and the department's top priority of ensuring public safety. The DOT's new world includes autonomous autos and trucks as well as commercial drones, areas that will only grow in relevance during Chao's tenure and will likely require different regulatory approaches. She will be dealing with ever-more crowded roadways; the Bureau of Transportation Statistics and the Federal Highway Administration, both DOT units, forecast today that truck ton-miles—one ton carried one mile—will rise by nearly 50 percent by 2045. She will be sought after by intermodal freight interests anxious to gain a larger share of the infrastructure pie with the phrase "freight can't wait." Chao is also likely to face pressure from motor carrier interests, emboldened by President-elect Trump's broad pledge to reverse Obama administration edicts viewed as anti-business, to rescind some of the Federal Motor Carrier Safety Administration's (FMCSA) regulations that truckers have complained are too costly and burdensome, and not justified by the potential safety benefits.
The only two regulations seen as being off the table are the mandate that each truck built after 2000 be equipped with an electronic logging device (ELD) by the end of the year, and the creation of a drug and alcohol information clearinghouse to let employers know whether a driver had a history of substance abuse at the time they were hired. Both are believed to have sound safety principles behind them, and, in the case of the ELD mandate, have been upheld by a federal appeals court, though the Owner-Operator Independent Drivers Association (OOIDA), which represents thousands of owner-operators and small fleets, has appealed the ruling.
James H. Burnley IV, who as deputy transportation secretary in 1986 helped launch Chao's transport career by recommending her as deputy maritime administrator, said Chao will take a rational and analytical approach to addressing economic regulation, and she will not let it conflict with her primary mission of maintaining safe roads, skies, waterways, railroads, and pipelines, all of which fall under DOT's purview. Though Chao will not layer the trucking industry with additional regulations, she won't put its economic interests above her overarching safety mandate, said Burnley, who served as DOT secretary in the last two years of the Reagan administration and has practiced law in Washington ever since.
Burnley, who has known Chao since 1983, was effusive in his praise. "She is one of the best qualified people, if not the best qualified person, to head DOT at this point in time," he said in a phone interview.
The American Trucking Associations (ATA) and OOIDA, the nation's two principal trucking groups, either declined comment or were not available to comment. The groups issued statements of congratulations when Chao was nominated in late November.
A balanced approach?
Cost-benefit analysis will be the order of the day at a Chao DOT, according to Marc Scribner, a senior fellow specializing in transport issues at the Competitive Enterprise Institute, a free-enterprise think tank with a jaundiced view toward regulation. "There will be a general skepticism of regulating first and asking questions later," said Scribner, a reference to what he said was the modus operandi of the Obama DOT. Ray LaHood and Anthony Foxx, the transport secretaries during President Barack Obama's two terms, "didn't really care about the costs" of regulations even if there were legitimate questions about whether the policies would result in safety improvements, Scribner said. That mindset will change under Chao, he predicted.
A tip-off to Chao's attitude toward trucking regulation may come with her choice to head the FMCSA, which over the past eight years has often been at loggerheads with truckers over alleged administrative overreach. The most recent administrator, T.F. Scott Darling III, has been relatively non-controversial. However, his predecessor, Anne S. Ferro, repeatedly incurred the wrath of an industry that accused her of ramming unfunded mandates with dubious safety benefits down its throat. A collective outcry of motor carrier interests is believed to have contributed to Ferro's departure from the agency in July 2014.
C. Randal Mullett, who was the long-time Washington lobbyist for the former Con-way Inc. trucking and logistics company, and now heads his own lobbying firm, said he's been told Chao is "actively involved" in selecting her leadership team, which would include the heads of sub-agencies like FMCSA. Mullett expects Chao to immerse herself in truck regulation with an eye toward better understanding the natural tension that exists between safety and economic imperatives. "Every administration is different, but based on the signals coming out of Trump Tower so far ... this administration will be very focused on such details, particularly in such a vital economic sector where good blue-collar jobs are involved," he said.
Chao's supporters point to her transport regulatory experience, which besides her stint at the maritime administration included one year as FMC chair and two years as deputy transport secretary in the George H.W. Bush administration. However, Kathryn B. Thomson, who was DOT general counsel under Secretaries LaHood and Foxx and is now a Washington-based attorney, said the significance of Chao's transport experience might be overstated. Thompson noted that Chao has been away from day-to-day transport policymaking since 1991, and in the years to follow did not keep her hand in the industry. Thomson, who never worked for or with Chao, said she has conducted extensive research on her work at DOT, the FMC, and the labor department since her nomination.
Throughout her stints in government, Chao has been supremely focused on reducing regulatory burdens and improving organizational behavior, Thomson's analysis found. Chao's style was to give directives to her staff and then expect those directives to be executed without much hands-on management. She excelled at completing what Thomson called one-off projects, and did not manage by consensus. By contrast, Secretary LaHood preferred to follow a big-tent approach where he sought views from multiple stakeholders before moving forward, Thomson said. It remains to be seen whether Chao's style will mesh with the work of an agency that takes a strategic, long-term view of the industry it governs.
"She is capable of doing it," said Thomson, referring to Chao's ability to re-align her management approach. "But she doesn't have a record of doing it."
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]."