It may be a mid-tier economy right now, but Thailand is aiming for the big leagues. To make that happen, it's embarking on an ambitious growth plan that includes $50 billion in infrastructure spending.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
Thailand is ready to take the next step economically. Sitting among the world's mid-tier economies, Thailand plans to invest heavily in infrastructure to raise its profile among foreign investors and position itself as one of Southeast Asia's primary gateways for commerce.
This nation of 68 million people already has a lot going for it. Its manufacturing sector is strong, particularly in the automotive and technology areas. It is the world's number-two producer of hard disk drives. It ranks 12th in automotive manufacturing and sixth in the production of rubber tires. It is also the seventh-largest maker of computer devices. On top of that, Thailand boasts a fairly robust growth rate of 3.2 percent, a low cost of living, and a business-friendly environment—the World Bank ranks it the fifth-best nation in Eastern Asia when it comes to ease of doing business.
Part of its economic success is a result of its location. Thailand is surrounded by many of the globe's fastest-growing economies. Its neighbors include the powerhouse markets of China and India, and it's situated within a short journey of half the world's population. It's easy to see why Thailand aims to position itself as the gateway to these substantial markets.
But location and past success are not enough to assure a solid future for a mid-range economy. Many nations languish for years in the middle of the economic pack. To avoid this fate, Thailand has launched an ambitious economic growth plan designed to kick-start its economy and future-proof its workforce and industrial base. Known as "Thailand 4.0" (the initiative is the fourth iteration of the government's ongoing growth plan), the program is essentially a strategy for transforming a trade-based economy into a technology- and innovation-driven one.
"To gain economic growth, we need to introduce size and innovation," says Dr. Bonggot Anuroj, senior executive adviser with the Thailand Board of Investment.
As part of the effort, the government of Thailand is now finalizing plans that include a US$53.4 billion investment in major infrastructure projects through 2022. Once the plan is approved (which is expected to be next month), work will begin immediately to improve roadways, deep-sea ports, airports, and rail connections to create a logistics corridor that will have few rivals in Southeast Asia.
GROWTH INDUSTRIES
As for where the money will go, government leaders in Thailand have identified five industries "of existing strength" for further investment: automotive, intelligent electronics, advanced agriculture and biotechnology, food processing, and tourism. They have also identified five emerging growth areas for further development: aviation, biofuels and biochemicals, medicine and healthcare, digital technologies, and—of particular importance to the supply chain profession—robotics and advanced automation.
Dr. Anuroj says the latter will also play a critical role in addressing Thailand's future labor needs. Much like Japan and other developed Asian nations, Thailand is facing an aging population. "We may experience a lack of manpower in the future. So we are looking to grow our automation and robotics capabilities. These will be new engines of our growth," he says.
With respect to geography, almost all of the investment will be concentrated on three provinces on the eastern shore of the Gulf of Thailand. Known as the Eastern Economic Corridor (EEC), the target region includes the provinces of Chonburi, Chachengsao, and Rayong, which all lie within 150 miles of Bangkok. This area has been the industrial heart of Thailand for more than 30 years. Most of the major automotive manufacturers, including Honda, Toyota, Ford, General Motors, and BMW, have plants in the region. The area also boasts the world's 20th busiest port, Laem Chabang. In addition, it is home to a healthy oil and gas industry as well as a second port, Map Ta Phut, that handles bulk commodities.
Thailand believes that further infrastructure investment within this region will help it compete with Asia's other top logistics centers, like those in China, Japan, and Singapore. "We want Thailand to be a logistics hub," says Dr. Anuroj.
WHAT WILL BE BOUGHT WITH BAHT
All this will come at a hefty cost. To position the Eastern Economic Corridor as a major logistics center, Thailand's government will invest 1.5 trillion Thai baht (US$43 billion) in the area over the next five years.
One beneficiary of the spending will be the deep-sea cargo port of Laem Chabang, which is already one of the region's busiest. Its container operations currently handle 7.6 million TEUs (twenty-foot equivalent units) annually, and it does a robust roll-on/roll-off (Ro-Ro) business of 1.2 million automobiles a year.
"Our goal for Laem Chabang is to be one of the top 15 ports in the world and to be the prime gateway to Asia," says Kamit Sangsubhan, secretary general for the EEC Office of Thailand.
New rail connections are already under construction at Laem Chabang that will provide the capacity to haul 2 million TEUs annually between the port and Bangkok. Plans also call for the addition of six on-dock tracks for building trainloads.
The port will soon enter Phase III of its development project. This phase, which is expected to take seven to eight years to complete and will come at a cost of US$2.5 billion, will include the addition of a new basin and terminals to service ships.
The channel at Laem Chabang will also be deepened from its current 16 meters to 18.5 meters (just over 60 feet). Capacity will increase to 18.1 million TEUs. Other planned enhancements will boost the port's Ro-Ro capacity to 3 million vehicles annually.
In a bid to alleviate congestion, the port will soon introduce an electronic scheduling system for trucks. New access roads will further improve container flow in and out of the port. In addition, a "coastal terminal" will open next year that will accommodate the smaller vessels and barges that ply the Chao Phraya River (the inland waterway to Bangkok) and feed cargo to smaller ports in the region. The coastal terminal is expected to process 300,000 TEUs per year.
The terminal operators at the port will also make significant investments in technology once Phase III gets under way.
"We have a lot of technology to operate our port," says Anat Machima, senior operations manager at Hutchison Ports, a terminal operator that handles about 30 percent of the current container volume at Laem Chabang. Among other enhancements, automated cranes will be installed for loading and unloading ships at the berths. These will be remote-controlled from an adjoining building, as will the rubber-tired gantries that will work the new container yards. "We are the most modern port in Southeast Asia. The technology drives us to be competitive," he adds.
THE SKY'S THE LIMIT
Over on the aircargo side, work is under way to expand U-Tapao Airport, a former U.S. military base now operated by the Thai navy. Total investment at the airport, which lies about 90 miles southeast of Bangkok, is budgeted at US$5.7 billion. The airport already has a passenger terminal, which is being expanded to turn U-Tapao into Thailand's third international airport (a move aimed at reducing the strain on Bangkok's other two airports). Last year, 700,000 passengers used U-Tapao, and traffic is on pace to increase 20 percent this year.
Next year, construction will begin on a second runway and a new aircargo terminal. The EEC office also hopes to make the airport a center for aviation maintenance, repair, and overhaul. Thai Airways already has a three-hangar maintenance operation at U-Tapao for both narrow- and wide-body airplanes. However, the facility sits on the site of the new runway, so it will soon be demolished and replaced with a new building containing five hangars.
The area around U-Tapao is currently home to some 20 industrial developments, with more to come. There are plans in the works to develop properties adjacent to the airport for cold-chain logistics and other distribution operations, including the establishment of a large free-trade zone.
As for the region's ground transportation network, the Eastern Economic Corridor is currently slated for rail-track upgrades. In addition to the on-dock tracks being built at the port, US$1.8 billion will be spent to upgrade existing lines and double-track the rails between the EEC region and Bangkok to accommodate higher volumes of intermodal container traffic.
High-speed passenger service connecting Bangkok to the EEC will be added within the next few years, funded by a US$4.5 billion government investment. An extensive highway improvement project is also on the docket to facilitate the movement of freight by truck. This includes adding lanes to existing highways as well as the construction of new roads. The budget for the highway projects is US$1 billion.
DEVELOPING A TALENT PIPELINE
While Thailand plans to spend heavily on infrastructure improvements, it is not neglecting investments in human capital. Working with private industry, the government is establishing "Cities of Innovation" within the EEC region. These "cities," which are essentially research clusters containing educational facilities and hands-on laboratories, are designed to promote the development of new technologies and train the next generation of business leaders. The first City of Innovation—a center devoted to research on biochemicals, biofuels, and agriculture—is already up and running. The second, which will focus on automation, artificial intelligence, and robotics, will open soon. Planning is under way for a third center that will be dedicated to aeronautics and space technology.
In addition, private industry is working with government and other agencies to assure a steady supply of talent to fill jobs in manufacturing and logistics. One such collaboration is the Thai German Institute, a center opened in 1992 by the two governments to bring German technology and training to Thailand. German instructors taught at the center for the first 10 years, but today, local instructors provide the advanced technical training with support from private industry. In all, the center offers some 200 courses on topics such as automated systems, electronic controls, machine maintenance, and smart factories.
Companies pay for the training of about 3,000 of their employees annually. These students typically already hold university degrees and have at least five years of experience in the industry before they're sent for the advanced training. Industry suppliers, such as Japan's Sanmei robotics company, provide automated systems and equipment for hands-on work. It's all designed to assure that Thailand can meet the challenges of tomorrow, while keeping the manufacturing plants and logistics centers of today humming.
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%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."