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.
UPS Inc. said today that, for the first time, it will assess a surcharge on peak holiday season deliveries in the U.S. in an effort to recoup the higher costs that come with managing the peak surge.
However, the Atlanta-based company will not impose surcharges on any deliveries made between Dec. 3 and Dec. 16. Surcharges on its core ground deliveries will be assessed between Nov. 19 and Dec. 2, the period that includes the "Black Friday" and "Cyber Monday" shopping days, and during the last week before Christmas Day. The surcharge cycle ends on Dec. 23. In addition, during the last week before Christmas UPS will only assess surcharges on its "Next Day Air," "2nd Day Air," and "3 Day Select" delivery services.
Each package moving under its basic ground delivery service will be assessed a 27-cent surcharge, UPS said. There will be an 81-cent surcharge on each Next Day Air package delivery, and 97-cent-per-piece surcharges on 2nd Day Air and 3 Day Select deliveries. Outsized shipments and shipments weighing more than 150 pounds will be subject to the new peak season surcharge as well as the regular surcharges that come with handling these types of irregular weighted or sized items, UPS said.
The surcharges announced today will apply only to residential deliveries made in the lower 48 states and within Alaska and Hawaii. UPS said it would impose peak surcharges on specific international shipping lanes during certain periods of the year. It did not elaborate.
Glenn Zaccara, a UPS spokesman, declined to disclose how much revenue the surcharges would bring in. In a statement today, the company stressed that most per-package costs will increase only marginally. As an example, the rate on a 5-pound Next Day Air package shipped during peak from Atlanta to Philadelphia will increase by only 1 percent compared with rates during non-peak periods, it said.
Zaccara said the company chose to waive the surcharges during the two-week midpoint of the shipping season because there is usually more capacity during that part of the cycle, and UPS wanted to create an incentive for shippers to shift some of their business away from the busiest periods.
Peak-season surcharges have been a topic of conversation ever since the 2013 holiday shipping season, when UPS, and to a lesser extent its chief rival FedEx Corp., were inundated with last-minute deliveries from e-tailers, notably Amazon.com Inc., the Seattle-based e-tailer and a large UPS customer. Delivery commitments were compromised, leaving consumers furious and UPS with a reputational black eye.
Since that time, UPS has intensified its efforts to effectively balance projected demand with the resources needed to meet it. After a rocky start, the company appears to have achieved an appropriate balance. Yet top executives have made it publicly known for years that peak-season surcharges were under active discussion.
Last holiday season, UPS' average daily volume exceeded 30 million packages on more than half of the available shipping days. The company spends millions of dollars each peak season adding tens of thousands of temporary employees and procuring air and truck capacity, often at higher short-term rates.
So far, Memphis-based FedEx has not followed suit. FedEx executives declined comment, citing a federally mandated quiet period before its fiscal fourth-quarter results are released tomorrow. Historically, one company has followed the other's lead in imposing broad-based service or pricing adjustments such as this.
Analysts who follow the companies have been calling for peak surcharges for some time. One of those analysts, Satish Jindel, who runs a transport consultancy, said today that UPS erred in leaving a two-week gap when no surcharges on ground deliveries will be applied. Jindel called it a missed opportunity, and warned of billing discrepancies that will lead to an increase in customer audits. The move may also lead to demand imbalances should UPS customers shift an inordinate amount of volumes into that two-week period, he said.
A better approach, according to Jindel, would have been to lower the surcharge levels on ground deliveries but apply them to all five weeks of the holiday period.
Jerry Hempstead, a former top parcel-industry executive who runs a consultancy, said many customers have not budgeted for the surcharge, but they will have six months to prepare for it. Retailers that already offer free shipping will need to incorporate the additional charge into the cost of goods, Hempstead said. Web merchants that already assess shipping charges may bump those up a bit more, he added.
Hempstead said some UPS shippers may defect to the U.S. Postal Service, which does not apply peak-season surcharges. However, USPS is not price-competitive at weights above 7 pounds, he said.
Hempstead added that the UPS surcharges may have unintended consequences, as shippers of non-seasonal items such as pharmaceuticals will also be affected.
Logistics real estate developer Prologis today named a new chief executive, saying the company’s current president, Dan Letter, will succeed CEO and co-founder Hamid Moghadam when he steps down in about a year.
After retiring on January 1, 2026, Moghadam will continue as San Francisco-based Prologis’ executive chairman, providing strategic guidance. According to the company, Moghadam co-founded Prologis’ predecessor, AMB Property Corporation, in 1983. Under his leadership, the company grew from a startup to a global leader, with a successful IPO in 1997 and its merger with ProLogis in 2011.
Letter has been with Prologis since 2004, and before being president served as global head of capital deployment, where he had responsibility for the company’s Investment Committee, deployment pipeline management, and multi-market portfolio acquisitions and dispositions.
Irving F. “Bud” Lyons, lead independent director for Prologis’ Board of Directors, said: “We are deeply grateful for Hamid’s transformative leadership. Hamid’s 40-plus-year tenure—starting as an entrepreneurial co-founder and evolving into the CEO of a major public company—is a rare achievement in today’s corporate world. We are confident that Dan is the right leader to guide Prologis in its next chapter, and this transition underscores the strength and continuity of our leadership team.”
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%."