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.
Transportation management systems (TMS) have long been the solution to making continuous improvements in a company's freight management operations. Yet many companies say they struggle to justify a return on the investment.
That may be changing. Rockwell Automation, a Milwaukee-based industrial automation products manufacturer, said it has found a way to reap the benefits of a TMS without a full-blown investment in the software. Through a partnership with logistics software provider RateLinx, Rockwell is using a Data-as-a-Service (DaaS) solution to better manage domestic less-than-truckload (LTL) freight, a program that has helped the company improve visibility across its shipping network, reduce costs, and streamline operations, according to Jeffrey Dudzik, Rockwell Automation's global transportation manager.
"This is a dynamic way of doing something without taking on the heavy investment [of a TMS]," said Dudzik, noting that Rockwell Automation's monthly DaaS fee is a fraction of the cost of the hardware, software, and related services associated with a TMS. "It was a minimal risk for Rockwell Automation as an organization—a somewhat small investment to create better visibility and control over my freight network."
Rockwell Automation faced all the challenges that a TMS is designed to resolve. It struggled to improve transport performance because of a lack of visibility and access to clean data. The company's analysts and technicians had to pore through multiple carrier websites for tracking and tracing information, as well as rate quotes. Carrier performance reports—which can produce valuable information about quality, cost, and service levels—were often outdated because they were received weeks after the fact.
Yet Rockwell Automation could not justify a TMS investment because its freight profile—mostly lightweight and smaller-sized shipments—did not align with a TMS's core mission, which is to generate efficiencies by consolidating heavy, dense shipments into truckloads, Dudzik said. Rockwell needed the data that a TMS would provide, without the enterprise software required to produce it.
RATELINX TO THE RESCUE
Enter RateLinx, which offers an a la carte approach with its DaaS software. The software captures, integrates, and analyzes data from multiple streams, and then delivers information in the form of reports and dashboards that companies can use to make better decisions on carriers and shipping methods. Rockwell Automation began using RateLinx's Intelligent Invoice Management (IIM) DaaS, which captures freight data from a company's invoices and runs it through a modeling environment that produces information that analysts and technicians can use to make more precise shipping decisions—all in real time and without a traditional TMS.
"Once we gathered all that information, we were able to help Rockwell," said RateLinx Founder and President Shannon Vaillancourt. "They were trying to see if there is a better way to buy their freight. We have a modeling environment where we can put in all of that history, with all the details, and it tells you, 'Here are the discounts that you need to have while still adhering to your business rules.'"
One of those details is the base rate used for calculating shipping costs, and this is where Rockwell Automation and RateLinx made a big change by going from using a common base rate for all carriers to using individual carriers' base rates for shipping quotes. RateLinx built a tool that allows it to normalize carrier base rates, which is difficult for shippers to do on their own because it involves analyzing detailed information such as ZIP code, freight class, and similar factors and matching it against individual carriers' strengths and service capabilities. Doing so not only allows the shipper to get more accurate pricing from a carrier, but it also enables the carrier to be more strategic in its operations, said Vaillancourt and Dudzik.
"By having all this detailed data and each carrier's base rate, we merge all that together so that out of your six carriers, for example, you can see which one should be used," explained Vaillancourt. "Rockwell saves money, and Rockwell's carriers make more money—because they haul in the lanes they are more efficient in."
Added Dudzik: "This has allowed us to ... gain better insight into our rating and freight profile with the carriers, allowing both sides to be more strategic."
He used a regional example to illustrate the point: Using its common base rate model, Rockwell Automation would get the same quote to ship anywhere in New York, including New York City, where rates are often considerably higher than in other parts of the state. With its DaaS model, Rockwell Automation can provide the carrier with more detailed routing information—down to the five-digit ZIP code—allowing the carrier to provide more accurate quotes for the areas it serves and potentially reducing shipping costs.
"Now, I can drill down to every region of the state, so they will price it down to the correct ZIP code," Dudzik said. "It allows any carrier to get much more strategically priced in the markets where they want to provide service, while avoiding the markets they do not want to [serve]."
REAPING THE REWARDS
Rockwell Automation won't disclose the savings from its implementation. However, Dudzik said the project has yielded considerable benefits in the company's transportation execution. He pointed to inbound freight as a key example: Real-time access to cleaner, more precise data has produced more accurate monthly reports of missed savings opportunities and routing guide violations, which Dudzik said allows his team to make more strategic long-term decisions and work more collaboratively with its suppliers.
A smoother workflow has made a difference in employees' lives as well: RateLinx's DaaS provides a single interface for research and quoting activities, compared with the multiple screens and websites the team formerly had to navigate to produce a single quote.
Rockwell plans to leverage the DaaS platform to move into other modes beyond LTL, Dudzik said. Rockwell uses truckload (TL), parcel, and heavy air for domestic shipments, and heavy air, ocean, and parcel for international shipments.
Dudzik remains a strong advocate of TMS and says he has not given up on his hope for using the software at Rockwell Automation. For now, however, the RateLinx software serves as a more-than-adequate bridge along the journey.
"It allows me to get post-TMS data without the heavy burden and investment," he said. "Will I want a TMS in the future? Yes. But this allows me to do something that fits within my freight profile now."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."