Penske Truck Leasing has replaced its manual vehicle inspection process with voice-directed technology that is improving fleet inspection and repair accuracy, while delivering more uptime to customers.
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.
Using technology first applied in its warehouse, Penske Truck Leasing is streamlining its preventive maintenance inspection process by going paperless—a feat the company says is delivering big improvements in productivity, quality, and equipment uptime.
The transportation and logistics services provider is applying voice-directed technology to the preventive maintenance inspection process across its fleet of nearly 300,000 trucks, eliminating the manual, largely paper-based process its technicians traditionally used. Today, Penske technicians have traded clipboards and laptops for headsets and software that converts spoken information to text that is communicated directly into the company's data system. Going digital has allowed Penske to improve inspection efficiency—cutting a two-hour inspection down to an hour and a half in some cases—and has dramatically reduced the number of customer shop visits for service. Gregg Mangione, Penske Truck Leasing's senior vice president of maintenance, says the company is seeing about 60,000 fewer shop visits annually since implementing the system in 2017.
"[That's a] tremendous benefit for our customers," Mangione explains, noting that the less time a vehicle spends in the service bay, the more time it spends in service for the customer.
The system is yielding big benefits internally as well. Mangione says it streamlines technicians' jobs, saving time, improving the quality and accuracy of their work, and allowing them to tailor the maintenance inspection process to each of the many different types of vehicles in the company's fleet.
It also helps create a better work environment, according to leaders at Honeywell Safety & Productivity Solutions, which partnered with Penske to develop the voice-directed system.
"With this solution, workers make fewer errors, have higher job satisfaction rates, and are more productive," says Taylor Smith, president of Honeywell's Workflow Solutions business. "Penske's transportation expertise and Honeywell's software and hardware are delivering gains in compliance, quality, and productivity."
DEVELOPING THE SOLUTION
Penske managers worked with Honeywell and technology partner Vitech to customize the voice-directed maintenance and inspection system. The partnership stretches back to 2012, when Penske Logistics, a Penske Truck Leasing subsidiary, implemented voice-directed technology from Honeywell and Vitech for warehouse picking operations. Mangione says Penske was immediately interested in using similar technology to guide technicians through the vehicle inspection process but soon learned it would require a fair amount of research and development because the technology companies hadn't yet applied the solution in that way.
"We spent a few years going from concept to [implementation], working in teams to develop it," says Mangione. "There are similarities in how we use it for warehousing, but a lot of customization has been built in the background."
Penske's system combines a robust, high-speed indoor and outdoor Wi-Fi network with rugged mobile tablet devices, supplemented with Honeywell's voice-directed preventive maintenance and inspection (M&I) solution, which uses voice-directed technology from Vitech. Wearing a headset, technicians are guided through the vehicle preventive maintenance inspections via voice prompts—basically, the voice M&I solution walks them through a series of checklists, incorporating voice commands and technicians' verbal responses. Technicians interact with a display on the rugged tablets to review images or descriptions. Their spoken responses are then converted to text and communicated back to Penske's data system with real-time updates.
Mangione says Penske's technicians were a crucial part of the research and development phase, providing insight and feedback along the way.
"We were careful to involve technicians in the development process," he says, pointing to concerns Penske had about technicians' reaction to having to wear a headset on the job, for one thing. "But we found that they like that more than they like carrying a clipboard. They say they enjoy being hands-free as they work."
REAPING THE BENEFITS
Improved uptime for customers is the main benefit of the system, and Mangione emphasizes that several factors contribute to Penske's ability to keep vehicles in the field. First, the automated voice-directed system streamlines and standardizes the preventive maintenance inspection process, he says, leaving no room for technicians to "do their own thing," as was common with the previous manual system. This not only speeds up the inspection process but also reduces the potential for errors, Mangione adds. Going digital has also helped Penske streamline the compliance and regulations portion of its work.
"A preventive maintenance paper form is a legal document. Some of these serve as highway inspections and some serve as state inspections and regulations," Mangione explains. "If there's any kind of issue with the vehicle, those records are critically important. We've digitized the process and streamlined all of that."
The system also allows Penske to customize its inspections to the specific vehicle, an important benefit for a company that has a variety of makes and models of trucks in its fleet. Instead of performing the same inspection points on all vehicles, this allows the company to tailor inspections to certain types of trucks and certain manufacturers' engines, making inspections more efficient and targeted, and allowing Penske to be more proactive when making repairs and maintenance updates.
"And that all drives uptime for customers," Mangione explains. "Which is, quite honestly, what we're doing this for."
LEADING THE WAY
Leaders at Honeywell and Vitech say Penske Truck Leasing was way out in front in applying voice-directed technology to the preventive maintenance inspection process. Honeywell developed its Voice Maintenance & Inspection Solution based on its work with Penske and is marketing the technology more broadly for fleet maintenance applications today. Mangione says he expects the solution to go even further, moving beyond commercial trucking to related fields such as railroad and airline maintenance. For its part, Penske says it performed its one-millionth voice-directed preventive maintenance inspection last May and as of late 2018, had nearly doubled that figure.
"We really believe in this, [and] we want Honeywell to be successful with it," Mangione says. "This will probably continue to evolve as a capability. What we're doing, we believe, will be the future."
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.