Staying ahead of Mother Nature: interview with John Bosse
Drivers and fleets can't control the weather, but John Bosse of The Weather Company believes that, with a little help, they have the ability to effectively plan for it.
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.
It's wintertime, and the truck driving is far from easy. For fleets and drivers, January means delays, safety hazards, and general misery across a large swath of the country. With that in mind, The Weather Company, which provides solutions to help businesses—including the world's airlines—minimize the impact of the elements on their operations, established a program tailored to the rig warriors.
In an interview with Mark B. Solomon, DC Velocity's executive editor-news, John Bosse, The Weather Company's offering manager, travel and transportation, talked about the Atlanta-based business's approach to helping truckers cope with the weather, the role of the Internet of Things in its value proposition, and the cost of weather-related accidents on the supply chain.
Q: You were acquired by IBM Corp. in 2015. What did IBM purchase?
A: IBM acquired our business solutions group, our advertising business that is now Watson Advertising, and The Weather Channel's digital properties, which include The Weather Channel app, Weather.com, and Weather Underground. IBM did not acquire the Weather Channel broadcast network.
Q: Truck fleets for years have traditionally relied on National Weather Service (NWS) reports and other sources of secondary research to help plan routes and driver schedules. Can you describe how your service works and how it differs from what's already out there?
A: Our operations dashboard complements the data provided by the National Weather Service with weather information tailored to specific customers. Additionally, we go beyond zone forecasts and can provide temporal and spatial resolution, offering a forecast over more than 2.2 billion locations around the entire globe. This means that drivers can understand what is ahead of them no matter what their destination.
Q: How do you define ROI (return on investment) for your service, and can you provide an example of how a customer has benefited from using it?
A: When we look at ROI for trucking, we consider two key issues: accident prevention and delay mitigation. Combining both issues, here's an example of potential ROI for a 5,000-truck fleet. There were over 430,000 large-truck accidents on U.S. roadways in 2014. That means accidents affected about 4 percent of the estimated 11 million large trucks on the road that year. Using that ratio, an operator of a 5,000-truck fleet can expect 200 accidents a year. By arming drivers with advance knowledge of expected hazardous weather, they are able to plan around it or at least be adequately prepared for it. This knowledge can reduce accidents by at least 5 percent, at an estimated cost of $148,000 per accident. This results in a $1.5 million savings for the company.
When it comes to delay mitigation, it is estimated that the average cost of congestion is $5,664 per truck in the U.S. With advance weather knowledge, coupled with our traffic flow and incident data, we are seeing at least a 5-percent reduction in delays. This converts to $1.3 million in annual savings for the same 5,000-truck fleet.
Q: Can you describe a solution that you would provide to a carrier?
A: A typical solution would involve a combination of services. Drivers and driver business leaders would have access to our "Operations Dashboard" app to track weather and traffic on their routes before they drive. This situational awareness would help them select the right routes, maximize their hours of service, and increase safety. In addition, driving alerts are designed to notify drivers via their in-cab telematics systems when hazardous weather is reported on the road ahead. This lets the driver stay focused on the road but anticipate conditions that will impact both travel speeds and safety by giving them time to change or pull off the road if conditions warrant. Additionally, drivers can combine our weather and traffic data with their own dispatch and asset tracking displays.
Q: What non-IT tips would you give to fleets to help them get ahead of the elements?
A: We like to say that drivers should "brief before you drive." Pilots don't enter a cockpit without a weather briefing, and neither should drivers. With the tools available today, drivers can be better prepared for what lies ahead if they take a minute to review traffic flow, traffic incidents, and the expected road weather conditions before getting in the cab. A quick review during a drop-and-hook or after a fuel stop can improve situational awareness for the next several hours.
Q: What was the catalyst to extend The Weather Company's reach into truck transport?
A: For 40 years, we have worked with global airlines to provide the foundational weather tools used in their daily operations. The extension into surface transport seemed natural, especially with IBM's deep roots serving the industry. The two industries parallel each other more than is visible, and it has everything to do with route optimization, enhanced safety, and maximized performance and efficiency. Ground drivers are the pilots on the ground; they have the same needs when it comes to potential weather conditions. Add into the equation that there are other drivers on the roads causing traffic, and you begin to get a clearer view of why solutions are needed that can help reroute drivers and get them to their destinations with the same safety and efficiency parameters as those given to aviation.
Q: Is the module available to shippers and third-party logistics service providers (3PLs) that work with truckers on behalf of their shipper customers?
A: Yes it is. The service is available across all corners of the industry.
Q: Do you have any data to quantify the cost of bad weather on the trucking ecosystem?
A: Bad weather costs the U.S. trucking industry more than $14 billion annually. According to the Department of Transportation, 22 percent of all U.S. traffic accidents are weather-related. Additionally, we know there were 438,000 large-truck accidents in 2014. So approximately 96,360 of those accidents were likely to be weather-related. If you look at the average cost per trucking accident, which we believe to be $148,000, and the number of total weather-related incidents in a year, it calculates out to more than $14 billion in costs.
Q: Can you describe the role that the Internet of Things (IoT) plays in your weather forecasting model for trucks?
A: IoT is a critical piece of improving the driving experience because data collected from vehicles greatly deepens the volume and quality of real-time observations. This detailed understanding of the road state will move us far beyond the few thousand Road Weather Information System (RWIS) sensors that report today, enabling the monitoring of more roads and improving road-surface forecasts.
Q: Can truckers use these tools for nonbusiness-related purposes?
A: Absolutely. Our dashboard has all of the standard weather features and information that you would see on television or on the Internet. In fact, The Weather Company supplies most of the weather data and graphics used by local broadcasters. This means truckers can plan for short and longer road trips in their "off-time," as well as look for daily and weekly weather conditions.
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.