As business blossomed, the California citrus packer began experiencing bottlenecks in its packing operations. A sophisticated automated palletizing system cleared the jam.
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.
Situated in the heart of Central California's orange- and lemon-growing region, Bee Sweet Citrus specializes in packing and shipping California citrus, supplying customers around the world with oranges, lemons, grapefruit, mandarins, and the like. Since its founding in 1987, the business has blossomed from a startup operation that handled 10,000 cartons a year to one that now handles 10 million.
But the story hasn't been all sweetness and light. In 2016, for example, it became clear that things were starting to sour at the company's 400,000-square-foot facility in Fowler, Calif., which provides cold storage, packing, and distribution services for customers like grocery stores and big-box retailers. To be specific, the company was encountering bottlenecks at the ends of its packing lines—bottlenecks that were putting the squeeze on its operations.
This Alvey 910 series high-speed in-line palletizing system is one of two that Bee Sweet uses to handle its varied product offerings.
At the time, cases of citrus were being palletized by hand after they were packed. That required a lot of heavy lifting on the part of workers—the facility handles some 50,000 cases daily during peak seasons, with each case weighing around 40 pounds. It wasn't unusual for work to fall behind in the manual palletizing area, creating slowdowns further upstream or even bringing activity to a halt.
The pressure to perform under these conditions took a toll on morale. "We had a lot of turnover before as a result of the pace of our stacking, and it was a lot of lifting for our people," says Thomas Marderosian, industrial technology manager at Bee Sweet Citrus.
To solve the problem, Bee Sweet began looking into options for automated palletizing. But it knew from the start that finding the right solution wouldn't be easy. Because of its diverse product offering, the company needed a system that could handle more than just the most common sized cartons and packaging. Instead, it needed a system with the flexibility to handle a wide variety of citrus products, carton sizes, and stacking arrangements—and do it all quickly and efficiently.
Although it required a lengthy search, the company eventually found exactly what it was seeking. After a competitive bid process, it chose a solution from Honeywell Intelligrated that consists of two Alvey 910 series high-speed in-line palletizing systems, an accumulation area, and automated stretch wrappers supplied by Orion.
ORCHARD ORCHESTRATION
Processing at Bee Sweet Citrus starts with local growers delivering fruit to the Fowler facility, which processes about 3,500 bin loads of oranges, lemons, mandarins, grapefruit, and other citrus each day. Each bin measures 48 by 48 by 28 inches and weighs about 900 pounds. Upon arrival, much of the fruit goes directly into temporary storage, where the citrus spends time "de-greening."
When the fruit has ripened, the bins are taken to processing. Here, they are gently emptied onto lines for washing and initial sorting by size and grade—a process carried out using both automated equipment and visual inspection. During peak seasons, the facility is capable of processing 14 different varieties of fruit at the same time. After the initial sorting, the fruit is further sorted according to industry standards pertaining to fruit size, shape, and sweetness. Higher-graded fruits then move on to a packing area, while lower-graded and blemished fruits are sent to other facilities that produce juice. Damaged fruit is sent to companies that make animal feed.
Once they arrive in packing, the higher-grade fruits are placed into cartons, bins, or bags. Some varieties are packed using automated equipment, while others are packed manually, depending on type and customer preference. Once the packing is completed, three conveyor lines move the products to an adjacent building for palletizing.
The palletizing building contains two complete automated palletizing systems that work independently of each other—one equipped with three delivery magazines and the other with two. The palletizers are designed for optimal flexibility and can handle 95 percent of the varieties of citrus processed by Bee Sweet. They can also accommodate six different packaging types, including industry-standard 40-pound cartons, open-top nested trays, telescopic cases, reusable plastic containers, and euro cartons, as well as a variety of pallet sizes. On top of that, the system can handle 29 different stacking patterns to accommodate variations in case size and pallet footprint.
In addition to the two automated palletizers, the building also houses a manual palletizing operation. Currently, about 80 percent of total volume is palletized by the automated equipment, with manual handling reserved for items like odd-shaped boxes or partial pallet loads.
Cases bound for the automated palletizing area pass through scan tunnels before being sorted and sent to one of the palletizers.
Cases bound for the automated palletizing area enter the 31,140-square-foot palletizing building on a mezzanine level. After passing through scan tunnels, the cases move in-line to one of two Honeywell Intelligrated-supplied IntelliSort sliding-shoe sorters, each of which feeds one of the palletizers. Shoes on each sorter automatically slide across the conveying surface to divert products to 28 accumulation lanes used to gather cases. Cases remain in the accumulation lane until the full number required to build a pallet load have been gathered. Once all the cases have been collected, they're conveyed single file from the mezzanine to the floor level of the building, where the palletizers reside.
As cases enter the palletizer system, a series of wheels turn to adjust the cases' orientation as well as position them left or right so that they slide into specific positions to create a single pallet layer. The number of cases in a layer varies according to pallet and case size. For example, it takes nine of the standard 40-pound cartons (the industry standard) to form a layer on a 40- by 48-inch pallet.
This view of one of the palletizers from above shows the layout of the area.
Once a layer is built, the palletizer uses a pusher to gently slide it off onto a pallet. It then begins building the next layer. To assure a stable stack, the cases alternate their orientation from one layer to the next, much the way bricklayers set blocks into a brick wall. When the new layer is complete, the system lowers the pallet to allow space for the new layer to be pushed off onto the previous layer. The process continues until a full pallet is built. While that might sound like a time-consuming operation, it actually takes place in seconds. Each of the Alvey 910 systems is designed to palletize up to 125 cases per minute.
Completed pallets then move via conveyor to workers who manually add corner boards to protect the loads during shipping as well as pallet identification tags for tracking purposes. The pallets are next sent to one of two automated stretch wrappers, with each of the palletizers feeding one stretch wrapper. The loads are wrapped for stability and then discharged onto holding lanes.
Forklifts next gather the pallets and take them to temporary cold storage, where they are staged for a few hours before being loaded onto trucks. Some 125 loaded trucks leave the facility daily.
SWEETER RESULTS
Bee Sweet Citrus has stacked up some solid benefits from moving to the new automated palletizing system. To begin with, work no longer backs up because palletizing is unable to keep pace with production.
"It has made a tremendous change to our operations," says Marderosian. "Before, it was stop and go. Now, we have a consistent flow." He adds that simply eliminating the bottlenecks has allowed the company to move more volume through its packing areas and overall operate more efficiently.
Marderosian also reports that the facility has seen a significant reduction in the labor required for its palletizing operations. And because there's less need for repetitive lifting of heavy cartons, associates experience fewer workplace injuries. On top of that, the constant pressure to keep up with the rest of the operation has eased, creating a more pleasant work environment. Employee turnover has dropped as a result.
The benefits don't end there. The operation has seen advantages with respect to sanitation and accuracy as well. For instance, in an operation where food safety is always a concern, the automated palletizers have cut down on the number of human touches required in processing, while simultaneously ensuring that the right case is placed on the right pallet. This has enhanced the company's tracking and tracing capabilities.
Lastly, customers see more solidly built loads coming from the facility, which helps prevent damage in transit. "The system builds a better, straighter load," says Marderosian. He adds that Bee Sweet Citrus is considering the addition of a third automated palletizer system as future volumes dictate.
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.