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."
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.