Storage solutions that maximize space don't just improve operations in the warehouse and distribution center. They can help you put more money to the bottom line too.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
The value of a new storage solution is most often measured in space savings and productivity gains throughout the warehouse or distribution center, but organizations often underestimate the financial advantages that come from implementing a better storage system. Freeing up storage space for revenue-generating activities is one way organizations are reaping such benefits, and others are finding they can expand or take on new product lines without costly real estate investments. These are especially welcome benefits as business picks up across most industries, organizations seek to meet demand for even faster fulfillment, and urbanization trends create the need for many companies to maximize existing space.
Such issues take on even greater meaning when you consider that most U.S. warehouses and DCs suffer from serious space constraints. Facilities in this country adequately utilize about 25 to 30 percent of their space, compared with 70 to 75 percent utilization in Europe and Asia, according to Todd Jessup, a principal with Charleston, S.C., storage solutions provider Flexspace. This makes it especially difficult for companies to meet today's demand to get more products out the door faster than ever before. Paying attention to how well your product is stored and how easily it can be accessed goes a long way toward meeting that goal.
"Everyone is trying to come up with that solution to get product to their customers faster than anybody else," explains Brian Neuwirth, vice president of sales and marketing for Lakewood, N.J.-based storage solutions maker Unex Manufacturing. "The greatest opportunity for us in the material handling world is coming up with unique outside-the-box solutions that help them do that."
Here's a look at some creative ways companies are solving space problems and putting more money to the bottom line.
GOING VERTICAL
About two years ago, Texas-based beer distributor Ben E. Keith Beverages embarked on a project to add more storage capacity at its Dallas warehouse. Using its existing three-pallet-high storage layout would have required adding 105,000 square feet to the Dallas facility's footprint—a costly undertaking in both construction and property usage. Management decided to investigate alternate storage solutions that would minimize property usage as well as future expenses.
After months of research, management at Ben E. Keith Beverages decided to implement an automated vertical storage solution. Operations teams reviewed several crane- and cart-based systems, and selected a cart-based system from Automha Americas of Oakville, Ontario. The solution handles 14,400 pallets—or well over a million cases of product—in 30,000 square feet, storing pallets on eight levels. This preserved more than 70,000 square feet of property for future growth, according to Paul Holton, the division's vice president of operations, and allowed the company to build a more affordable facility that still achieved its goals.
Ben E. Keith's new storage system moves pallets throughout a 92-foot-high warehouse by employing automated pallet movers that travel along a roller system. A series of elevators/lifters allow vertical access to eight storage levels, where pallets are stored in high-density racking. In addition to the building and property-value savings, the system has also yielded productivity improvements; for instance, the distributor was able to reassign employees to other tasks in the warehouse.
"Had we built conventional storage, additional employees and equipment would have been needed," Holton notes. "Going vertical and automating the storage has reduced shrinkage, damage, and travel time, and has created more accurate inventory and improved safety."
Holton says the improvements have set a new course for the facility's future.
"As additional storage is needed at this facility or any of the Ben E. Keith Beverage facilities, automating the storage will be the future," Holton says.
INCREASING MOBILITY
Space constraints, combined with the need to optimize resources, are boosting demand for mobile racking solutions in today's warehouses as well, adds Jessup of Flexspace, which offers mobile racking solutions through a partnership with European company Storax. Mobile storage racks are racking structures installed on powered bases that move laterally, pushing racks together in blocks and creating a single aisle, as needed, for access to products. These high-density storage solutions allow organizations to store more product per square foot while also providing unobstructed access to inventory. And they eliminate the need for multiple aisles that take up valuable space in a facility. The system can be fully or semi-automated.
"Mobile racking is the only solution that gives you 100 percent access to all product locations while also maximizing your footprint for storage," explains Jessup. "With the right storage system, you use your resources better—and you also create labor efficiencies and increase productivity."
Jessup illustrates his point with an example from the manufacturing sector. Smith Corona, the former typewriter manufacturer that now makes a wide range of thermal labels, was looking for a way to add production lines at its Cleveland, Ohio, factory and warehouse—but space was tight and expanding under existing conditions would require purchasing an additional building. Instead, the company implemented Storax mobile racking for storing materials and converted the resulting freed-up space into revenue-generating production lines. The end result was an additional four production lines, which translates to a 30-percent increase in productivity. The company is working on a second installation of mobile racking to create even more space, Jessup says.
SAVING LABOR COSTS
Conserving space and improving productivity add up to savings, but labor may be the most important part of the equation. That's why helping customers put more money to the bottom line through labor savings is a key goal at Unex, says Neuwirth.
"Labor is one of the highest costs in a fulfillment center, so helping to reduce that—not just the amount of labor, but the time, and improving the efficiency of labor—is important," he explains.
Neuwirth points to the company's first-in/first-out (FIFO) shelving system as one product that can help organizations reach that goal. Especially suited to companies that deal with products that have expiration dates, such as pharmaceuticals or food and beverage items, the system ensures that the oldest products are used first. Tilted flow racks are loaded with the oldest products in front, and as workers pick products for an order, newer ones slide forward to replace them. Replenishment occurs from the back of the system. The system eliminates the need for workers to continually check expiration dates, saving them time in picking operations. The system's tilted design also allows for increased product visibility and easier access to products, resulting in more efficient picking and fewer mispicks. Neuwirth says the system also has ergonomic advantages that reduce bending and reaching, cutting down on work-related injuries and workers' compensation claims.
Cost reduction through productivity improvement is the name of the game—and the hallmark of today's most creative storage solutions.
"We're trying to have people work better for higher output," Neuwirth says.
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.