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.
A proposal by the head of the Teamsters union's package division to allow UPS Inc. drivers to work on Sundays for the first time, and to create a two-tier driver structure to do it, has led to three members being dismissed from a Teamster committee negotiating a new contract with the transport and logistics giant because they opposed the proposal.
According to a notice appearing late Friday on the website of the dissident group Teamsters for a Democratic Union (TDU), Denis Taylor, head of the union's package division, removed Avral Thompson, John Bolton, and Matt Taibi from the union's National Negotiating Committee.
Thompson and Bolton are officers at Louisville's Local 89, arguably the country's most powerful UPS local because it is based in the city of UPS' global air hub known as Worldport, and because it is run by Fred Zuckerman, who came very close to unseating General-President James P. Hoffa in the 2016 general election. Taibi is the principal officer of Local 251 in Rhode Island. Thompson is also a vice president at the international union.
Zuckerman confirmed the dismissals in an e-mail late Friday. The Teamsters have declined comment, citing the on-going negotiations with UPS to negotiate new contracts covering small-package and less-than-truckload (LTL) operations. Both contracts expire July 31.
The proposal floated by Taylor would create a classification of "hybrid drivers" to work Sunday through Thursday, or Tuesday through Saturday. The proposal, which was disclosed by the dissident group Teamsters for a Democratic Union (TDU), calls for these workers to perform any "recognized part-time work," and not to deliver packages full time.
The hybrids would get 40 hours of work, thus fulfilling a contractual pledge made in 2013 during the last contract to combine 40,000 part-time jobs into 20,000 full-time positions. However, critics of the proposal, notably TDU, said they would not be paid overtime wages normally called for to drive on weekends. Instead, they would be paid at a much lower wage scale because they would not be on a Monday through Friday driving schedule, TDU said.
The dissident group, which loathes Teamster leadership and is suspicious of UPS' motives, said the proposal would establish a two-tier labor structure and create a caste system within the package division. Current drivers would be "bribed" to protect their interests, while future employees would be sold down the river, TDU said. It has called Taylor's offer "the worst giveback" in the long history of the union's relationship with UPS, which dates back more than a century.
Comments made by three sacked officials echoed those claims. "UPS Teamsters are the ones who are going to have to work under this contract," Thompson said on the TDU site. "They deserve a union that keeps them informed, keeps them united, takes on givebacks, and fights for a fair contract." Thompson added that Hoffa and Taylor "cut backroom deals, keep members in the dark, and lash out at anyone who believes in standing up to the company," Thompson said.
Taibi added that he was "proud that I opposed 'Hybrid Drivers' and other givebacks. If that gets me removed from the Committee so be it."
The two contracts cover 268,000 workers, 256,000 in the company's package operations and 12,000 more at its UPS Freight unit. Combined, it represents the largest collective bargaining agreement in North America. UPS is likely looking for expanded operational flexibility with the union to better compete in a parcel delivery world that has changed dramatically since 2013. The most notable change over the past 5 years has been the emergence of Seattle-based e-tailing giant Amazon.com Inc. as a force in transport and logistics.
Amazon is building a large-scale shipping network to manage deliveries for businesses that use its fulfillment services. It is also courting those businesses that don't, a strategy that could put it in direct competition with UPS, which today is a major provider to Amazon. Amazon has a Sunday delivery relationship with the U.S. Postal Service. UPS began systemwide Saturday deliveries last year through its formidable ground delivery network. It has offered Saturday service for years through its air operation. It has never offered Sunday service.
The removal of the three Teamster officials extends the turbulence within the union that began last September when Hoffa removed Sean M. O'Brien as head of the package division after only 7 months and replaced him with Taylor. The union said at the time that it wanted different leadership. O'Brien said he was removed because he wanted input on the UPS contract from officials like Zuckerman who have taken issue with the Teamster hierarchy.
In March, Taylor removed Mike Rankin, also a member of Local 89, from the negotiating committee at UPS Freight, whose separate contract is being negotiated concurrently with UPS' small-package operations. Rankin was purportedly removed for publicly disclosing some of his concerns with the direction of the talks.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”