Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Cloud-based computing has swept through the logistics and supply chain landscape in recent years, with businesses in every corner of the market embracing this software delivery model. What that basically means is that these companies are opting to "rent" software that's hosted on computer servers in remote locations, rather than buying it and running it on site. Users access their programs and databases via an Internet connection, while the cloud provider—either the software vendor or a third-party cloud services company—takes care of maintenance, patches, and upgrades.
As for what makes the cloud model so appealing, it's largely a matter of economics. The cost advantages are significant. For one thing, because an outside company hosts the application on its servers, the user avoids the expense of hardware needed to run the program. For another, since the software is usually "rented," the user avoids a hefty upfront expenditure on licensing fees. Furthermore, because the software provider assumes responsibility for upgrades, the user avoids the costs of software updates and maintenance.
The result has been runaway growth in cloud-based versions of many common supply chain-related applications, including transportation management systems (TMS), enterprise resource planning (ERP) solutions, and labor management systems (LMS). But one sector of the market has lagged behind the others in the march to the cloud: warehouse management systems (WMS).
CONCERNS INCLUDE LATENCY, SECURITY
The sluggish uptake of cloud-based WMS can be traced to a number of factors, not least of which is customers' wariness about letting an activity they see as critical to their operation out of their sight. Concerns about the technology play into it as well—concerns that touch on many aspects of the systems' operation.
For starters, there's the matter of basic Internet connectivity. As every computer user knows, Internet connections sometimes go down. Although a few minutes of downtime might sound like a minor inconvenience, in the warehouse business, where time is money and every second counts, that could be a major hit.
Another concern is the so-called latency issue—that is, the potential for delay caused by a hiccup in computer response time. For an operation with high-speed automated systems that process thousands of items per hour, this could create enormous headaches.
"Some [of our] customers are running WMS in the cloud, but it can be a challenge because there are real-time requirements for high-speed scan times and response times; you need milliseconds instead of seconds," said Sean Wallingford, senior director of strategic operations at Intelligrated Systems Inc., a systems integrator that specializes in automated warehouse solutions. "If you have a carton that's moving on a conveyor running 600 feet per minute and there's a 500-millisecond delay in the response from the WMS, then that box might not get diverted and might just go back around and recirculate."
For that kind of operation, one option might be to take a selective approach to cloud computing, running some components of a warehouse software suite on the premises while sending others to the cloud. For example, the DC might run the systems that control its high-speed sortation equipment on its premises, but rent cloud space for more forgiving operations like slotting, receiving, and inventory. "We very much agree that the future is in the cloud, but some percentage of the solution needs to be on premise, at least for our biggest tier-one customers," Wallingford said.
Another concern that's deterring companies from taking the cloud-based WMS route is security. Whether the facts support it or not, many perceive cloud-based data exchange to be less secure than the on-site alternative.
That can be a deal-breaker for today's retailers, which typically have a low tolerance for risk. Some are concerned about protecting customer data—due to the explosion in e-commerce, warehouses increasingly handle personal customer data such as home addresses. Others want to keep proprietary market data—like details on the type and volume of SKUs (stock-keeping units) they handle—close to their chests. Either way, they're unlikely to embrace the cloud computing model if they think it will put their data at risk.
"A certain number of CIOs are saying 'I'd never want my information in the cloud, with the proprietary information about the SKUs we handle.' They feel more comfortable on-premise, in terms of security and privacy," said Craig Moore, vice president of sales for North America at HighJump Software Inc.
However, cloud proponents argue that remote servers are actually a safer option than on-premise computers. A cloud provider is likely to have specialists on staff who can devote their full attention to security, they argue. That's a big step up from having to rely on an IT jack-of-all-trades who also has to tend to an array of office hardware.
What all parties can agree on is that there's a lot at stake. "The execution of [the tasks this software enables] is crucial to the bottom line. Activity in fulfillment channels determines the success of the business," Moore said.
SMALL DCs LEAD THE WAY
Despite these concerns, plenty of businesses are following the siren song to the cloud. Among them are retailers seeking 24/7 visibility of their goods as they move through the supply chain. As the retail industry shifts to an everything-is-a-warehouse mentality, retailers increasingly want the capability to pinpoint the whereabouts of their inventory at all times, whether it's in the DC, in transit, or in the store.
That's where the distributed nature of cloud technology can be an advantage, according to Guy Courtin, vice president for industry and solution strategy in the retail and fashion division at Infor, the parent company of logistics information services provider GT Nexus. An isolated, on-premise WMS cannot provide data needed to track goods through the entire supply chain, he said, but a cloud-based WMS that can be integrated with other software systems could provide that capability. Even better, that type of networked system will make it easier for retailers to make adjustments to shipments on the fly, such as diverting goods to cross-docking or redirecting them for drop-shipping, he said.
Regardless of the industry, it has largely been the tier-two and tier-three players—not the multimillion-dollar enterprises—that have led the charge to the WMS cloud. That's partly because cloud computing is seen as a less risky proposition for the smaller players. The little guys aren't likely to be using the kind of advanced warehouse technologies and high-speed automated systems their larger counterparts do. As a result, they face less risk of disruption in the event of a hiccup in computer response time.
Another part of it is economics. The cost advantages of cloud computing are a particular draw for small and medium businesses (SMBs) that don't have big IT budgets. Because they have limited resources, many don't want to manage "the iron"—industry shorthand for computing hardware, said Scott Fenwick, senior director for product strategy at Manhattan Associates Inc. They want to focus on using the software, not managing the software, he said.
That thinking now appears to be taking hold among their larger brethren. "In the last 12 months, we've seen more tier-one multibillion-dollar [enterprises] coming to the same conclusions. Confidence [is] growing as more and more types of apps move to the cloud," Fenwick said.
COMMERCIAL SUCCESS ALLAYS FEARS
When it comes to building confidence, it's hard to overstate the effect that successful consumer cloud-based ventures have had on the model's public image. Although they operate outside the logistics industry, players like the subscription entertainment giant Netflix and the customer relationship management (CRM) specialist SalesForce.com Inc. have amply demonstrated the feasibility of running a thriving business on a cloud platform, experts say. That case continues to build as public cloud service platforms such as Amazon Web Services, Microsoft Azure, and Google Cloud Platform invest heavily in expanding their networks.
As these commercial cloud providers bulk up their computing muscle, supply chain operations are starting to give serious consideration to the cloud option for even their most demanding applications. "WMS still tends to be a laggard in terms of the move to the cloud. But it is happening," said Steve Simmerman, senior director of North America sales for JDA Software Group Inc. "Concerns about running WMS in the cloud is legacy thinking. A lot of things run extremely well in the cloud."
Even so, Simmerman acknowledges that there are still pockets of resistance in the market to the notion of a cloud-based WMS. In general, he says, the pushback comes from companies that argue that their warehouse operations are "mission critical" and they, therefore, cannot risk connectivity lapses that could cause expensive backups. He doesn't buy that argument, however. "A fair amount of TMS and LMS applications are in the cloud," he points out. "And from my perspective, routing and brokering freight and getting your trucks and railcars off on time ... that's mission critical as well."
In the end, the decision about running a WMS in the cloud comes down to balancing priorities such as the cost of buying servers and hiring IT staff against the need for data security and fast response times.
Each business must find its own solution, but as cloud providers continue to build faster, safer, more reliable products, the choice is getting easier. "I'm very bullish about WMS in the cloud," Simmerman said. "As cloud becomes more pervasive in all areas of business, we'll see more adoptions."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."