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.
FedEx Corp. said that, effective late January, it will apply so-called dimensional pricing—rates based on a package's dimensions instead of its weight--to its "SmartPost" service, in which FedEx parcels are inducted deep into the U.S. Postal Service's (USPS's) vast infrastructure for last-mile deliveries.
Separately, Memphis-based FedEx said it will apply a 2.5-percent surcharge on all shipments that are billed to a third party that is neither the shipper nor the consignee. The action would mostly hit large e-tailers with steep shipping discounts that instruct third parties like fulfillment houses and so-called drop-ship vendors to use the e-tailers' account numbers when the e-tailer discounts are greater than the third party's price breaks.
The moves, disclosed late Monday, follow the lead of rival UPS Inc., which imposed both measures in 2015 and 2016, respectively. FedEx also announced on Monday a series of rate increases for 2018 that will push up list prices by 4.9 percent across the company's three main service lines. The rate increases take effect Jan. 1. The other charges, known in the transport trade as "accessorials" because they are considered separate from a carrier's basic line-haul service, go into effect Jan. 22, FedEx said in its online service guide.
On average, SmartPost handled more than 2.5 million packages per day in FedEx's 2018 fiscal first quarter, according to data from SJ Consulting. Not surprisingly, FedEx's 2017 fiscal third quarter, which included the holiday period, showed the highest demand for the service, according to SJ data. FedEx's fiscal year runs from June 1 through the following May 31.
Several attendees at the annual Parcel Forum in Nashville this week said they were not surprised that Memphis-based FedEx plans to impose dimensional pricing on SmartPost packages, because UPS, which has a similar service called "SurePost," has reaped tens, if not hundreds of millions, of dollars of additional revenue through the pricing measure. FedEx was "tired of leaving money on the table and watching UPS take it," said one attendee. Another said that shippers were lucky the change would not take effect until after the pre-holiday peak shipping season.
Under the carriers' dimensional pricing formulas, packages are priced by the higher of either their dimensions or their actual weight. A package's dimensions are calculated by multiplying its length, width, and height in cubic inches, and then dividing the total by a set number, either 139 or 166. For example, a parcel measuring 3 cubic feet—or 5,184 cubic inches—and divided by 166 would yield a dimensional weight equal to a 31-pound shipment, even though its actual weight could be much less.
Except for UPS shipments measuring less than 1 cubic foot—where the divisor is set at 166—both carriers use 139 as the divisor, thus making it that much more expensive to ship bulky items with large dimensions. E-commerce shipments—which compose much of the traffic tendered under the carriers' postal services—are generally lightweight, but are getting bulkier as more goods are sold online. FedEx and UPS already impose dimensional pricing on U.S. air and ground deliveries, as well as on international services.
The companies say dimensional pricing is necessary to properly compensate them for handling lightweight and bulky packages that occupy disproportionate amounts of space aboard an aircraft or ground vehicle. As e-commerce volumes continue to grow, the companies have said they handle a larger proportion of packages with those characteristics, and can no longer price all of them at their actual weight.
The FedEx and UPS last-mile services operate in conjunction with USPS' "Parcel Select" program, which connects local post offices to residential and commercial addresses for local package deliveries. USPS, which is required by law to serve every U.S. address, picks up and delivers at 156 million addresses.
USPS prices the Parcel Select service incrementally, and its low prices have made it very popular with shippers. FedEx and UPS have migrated to it because it enables them to broaden their delivery coverage without the expense of deploying drivers and delivery vehicles to stop at countless residential addresses. However, FedEx, UPS, and Seattle-based Amazon.com Inc., the three largest users of the service, have been mapping plans to more efficiently handle their own last-mile shipments because of the segment's rapid growth. USPS acknowledged in a regulatory filing earlier this year that such measures could divert business from Parcel Select.
USPS, for its part, does not impose dimensional pricing under Parcel Select.
Rob Martinez, CEO of consultancy Shipware LLC, said between 70 and 80 percent of SmartPost packages would be eligible for dimensional pricing. However, Martinez said that FedEx and large users of the service will negotiate concessions in one form or another to avoid most of the pain associated with the pricing scheme. Jerry Hempstead, who runs a consultancy bearing his name, said shippers that have SmartPost discounts and that ship packages weighing less than 10 pounds will still get a better deal with SmartPost than with other FedEx delivery products. The vast majority of SmartPost shipments fall under that weight threshold, Hempstead estimates.
The SmartPost and third-party billing charges are part of a slew of FedEx accessorials announced late Monday. Hempstead said the new dimensional-weight charge, along with the other accessorials, represent a "bold new world of pricing." Being publicly traded companies, FedEx and UPS "have to deliver top-line and bottom-line growth, so each year there are surprises that sting shippers," he said.
Given that the two have a duopoly on U.S. business-to-business parcel traffic, and a strong, albeit not fully dominant, footprint in the business-to-consumer segment, "there is little a shipper can do," Hempstead said
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%."