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."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.