When companies go to solve a packaging problem—like figuring out how to keep their boxes from getting crushed in transit—they often focus on just one aspect of their packaging. They can get a better, more complete answer by looking at the entire unit load.
Susan Lacefield has been working for supply chain publications since 1999. Before joining DC VELOCITY, she was an associate editor for Supply Chain Management Review and wrote for Logistics Management magazine. She holds a master's degree in English.
It's a mistake a lot of companies make: thinking about their packaging in a fragmented fashion. What type of dunnage to use is considered independently from what type of box to use. The type of box is considered independently of what type of pallet to use. The pallet is considered independently of what type of stretch wrap or packaging film to use.
This fragmented approach can lead to a number of problems. First, companies risk over-engineering their packaging—in other words, they end up using more, higher-quality packaging than is strictly necessary, which inflates their costs. Or the reverse happens: Looking to save money on packaging, companies start reducing the amount or quality of a particular piece of packing material without considering how the change will affect the unit load's protective capabilities. Or, if they're trying to reduce product damage, they risk focusing on the wrong part of the packaging. For example, if their corrugated boxes are consistently being crushed during transit, they might assume the fix is switching to a higher-quality box, when changing their pallet or stretch wrap might be a more cost-effective solution.
A better approach, according to many experts, is to think about packaging holistically and look at what's known as the entire "unit load." Unit load optimization and design considers the combination of the product on the pallet with all of the materials used to protect and secure it, including packaging material, corner posts, reinforcers, packaging film, and straps. "It's making sure that [all components of the] load work together efficiently," says Laszlo Horvath, director of the Center for Packaging and Unit Load Design at Virginia Tech.
Focusing on the unit load gives companies a better idea of how a product will stand up to supply chain-related stresses than they can get by simply testing the primary packaging (the first layer of packaging), according to Ben Eugrin, director of the supply chain solutions group at CHEP, a pallet pooling specialist that also provides unit load optimization solutions. "Remember that the unit load is where a product spends 90 percent of its life," he says. "It's only really broken down at the very end of the chain. So it's critical to be able to test that entire unit load—not only to make sure that it's going to make it all the way through without falling apart, but also to prevent weakening that could cause damage down the line."
SIMULATE AND TEST
Unit load optimization is typically done through computer simulation and physical testing in a lab setting, which is more efficient and effective than conducting trial and error tests on actual shipments. These testing services are available through some packaging and pallet companies, specialty consulting firms, and research universities with packaging schools.
As for how companies use these services, clients sometimes turn to labs for answers to straightforward questions, like "What's the actual load-carrying capacity of the pallet?" or "How much product can be stacked on this pallet?" Other times, they're looking for answers to more open-ended questions such as how to reduce product damage, how to increase unit load stability, how to reduce overall packaging and freight costs, or how well a new packaging solution will work.
First steps
Interested in improving your packaging but not ready to invest in simulation and testing? You can start by making sure you're following some basic industry best practices.
Start by sizing up how the product sits on the pallet. If there is too much overhang or underhang—greater than half an inch—you risk having your product damaged during transit. Also make sure your product cannot fall through the spaces between the boards of the pallet.
Next, make sure that your load is stable. CHEP recommends keeping the height of the unit load to under 55 inches to ensure that it doesn't become top heavy. Also check to see that the load is secured to the pallet.
Once you have these basics in place, it's time for a test drive. Tom Blanck of Chainalytics suggests running your pallet loads through your own "rough handling" tests on the dock to see how your packaging holds up.
For example, a tissue manufacturer that was contemplating a switch from high-quality corrugated to recycled corrugated for its packaging contracted with CHEP to run some tests to see how the two stacked up. After nearly a week of testing at CHEP's Innovation Center, a state-of-the-art testing facility in Orlando, Fla., the company's engineers concluded that the recycled version protected the contents just as well as the high-quality material did. Based on the results, the manufacturer made the switch, which ended up saving it $300,000 annually.
When it comes to testing, the more comprehensive, the better. But companies don't always heed that advice. When shippers go to test or model various packaging alternatives, one thing they commonly overlook is the pallet—to be specific, what pallet would be best for their product, according to Horvath. There's a mistaken belief that all pallets are the same, when in actuality, quality can vary greatly. So when the Virginia Tech Center for Packaging and Unit Load Design analyzes a unit load, it may look at such details as what size pallet should be used, how thick the corner boards should be, how stiff the boards should be, and how big the space between the boards should be.
Designing (or specifying) the optimal pallet isn't always as cut and dried as it sounds, Horvath notes. "If we are designing a pallet for a specific unit load, then it's relatively simple, but if we are designing for a range of product loads, as is often the case, then it can be a rather complex proposition," he says. In such cases, the lab will either use a flexible air bag to simulate the worst-case scenario or work with the client to determine which product would put the most stress on the pallet.
For best results, the testing or modeling protocol should factor in the stresses the unit load will encounter during the distribution process, says Tom Blanck, principal for the consulting company Chainalytics, which provides packaging optimization services. "One thing that gets overlooked is the dynamics of the situation—the fact that the payload and the pallets are in active movement, constantly shifting, changing, and being subjected to shocks and supply chain hazards," he says.
To determine whether the product and its packaging can withstand the rigors of transportation and storage, lab testing will need to re-create conditions under which the unit load will be transported, stacked, and loaded, says Mohammed Ansari, manager of CHEP's Innovation Center. For example, in the lab, the test unit load may be put on a platform that shakes it to replicate conditions inside a trailer barreling down a bumpy road. Or unit loads might be stacked on top of one another in a rack to simulate the stresses they will be subjected to during warehouse storage. The tests might even include re-creating the atmospheric conditions the unit load will encounter if it's stored outside or in a freezer.
BENEFITS AND BARRIERS
Proponents of unit load analysis and testing, such as Blanck, acknowledge that the process is "not inexpensive" but insist that "a test is worth a thousand words" because it allows you to see how all of your packaging will perform under real-world conditions. It also saves the time and costs associated with making packaging changes and waiting to see how the modified version performs in actual use.
Eugrin agrees. "The question really is: Can you afford not to spend money on unit load optimization and testing?" he says. "The alternative is rolling the dice, trying to do it yourself, and coming up with the wrong answer." That wrong answer may result in damaged product or an unstable load that could topple over and injure someone.
UPSTANDING PLAYER: Technicians at CHEP's Innovation Center use this inclined impact test unit to assess load stability. After being placed on the blue carriage, a unit load is dropped and hit along all four sides to see if it will remain upright or topple over.
In addition to reducing damage, testing can help companies achieve their sustainability goals. Simulations and tests allow them to make informed decisions about reducing packaging or fitting more product on a pallet.
There can be some hassles involved, however. For example, if products are high-value, companies will have to create a "dummy load" for the testing process rather than risk damaging actual goods. This can be time-consuming and expensive, Blanck cautions.
Of course, all the simulation and testing in the world won't do you much good if you don't apply what you learn and share the data you collect. Blanck recalls working with one client that was experiencing problems with product damage. The client came up with several new packaging designs and asked Chainalytics to run some performance tests. What Blanck and his team found, however, was that the company did not need to change its packaging. Instead, it simply needed to do a better job of following its existing packaging requirements and best practices. (For some steps you can take before embarking on full-blown testing, see the accompanying sidebar.)
Indeed, Pat Lancaster, chairman of stretch-wrapping equipment maker Lantech, goes so far as to say that the problem is not so much that the industry lacks information about how to create optimized unit loads, as that the knowledge is not being applied.
Instead of just focusing on creating the perfect load, Lancaster urges companies to establish a "feedback loop" that ensures that information about damage levels gets back to the plant or DC. "If plants understood the damage level, they would be able to implement fixes," he says.
Either way, getting packaging right will become an increasingly high-stakes endeavor as supply chains amp up their efforts to run leaner and with less waste. "Supply chain systems have gotten so good that they are like fine racing engines," Blanck says. "They now run faster, but they are also finicky. Everything needs to be right for them to run right. Bad packaging can clog up the system like bad gas in a good engine."
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.