In our continuing series of discussions with top supply-chain company executives, Michael Field discusses innovations in power technologies, lean manufacturing, and the future of lift-truck design.
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.
Michael Field has over 25 years of experience managing engineering and operations groups at industrial companies. He is currently president and CEO for The Raymond Corp., where he oversees operations, sales and marketing, engineering, and administrative functions. Since joining Raymond in 2004, Field has served as the vice president of engineering and, most recently, president of operations and engineering. As Raymond is part of Toyota Material Handling North America (TMHNA), he is also a member of the TMHNA executive team and board officer of several TMHNA legal entities.
Prior to joining Raymond, Field worked at Brooks-PRI Automation, a manufacturer of robotic automated guided vehicles and software control solutions. He is a graduate of the Rochester Institute of Technology (RIT), where he currently serves as a member of the Kate Gleason College of Engineering Dean’s Advisory Council and as a member of RIT’s President’s Roundtable. Field received the Kate Gleason College of Engineering’s Distinguished Alumnus Award for 2018–2019. He also earned an MBA and a Master of Science degree in manufacturing engineering from Boston University.
Field holds a professional engineering license in New York state and has 35 patents granted.
Q: How do you view the current state of the lift-truck industry?
A: The dramatic shift in how people purchase and receive goods through e-commerce has shaken the long-standing foundation and business model of warehousing and distribution. This shift in our customers’ needs has encouraged Raymond to become a full-service warehouse solutions provider. It’s the opportune time to come up with innovative solutions to our customers’ problems and provide them with more valuable information, more predictable tools, and more capabilities. We’re also using the lens of lean management to try to identify opportunities for improvement and then deliver those solutions with the latest technology and innovation.
Q: Raymond is part of Toyota Material Handling USA. What kind of joint development projects are you pursuing with your sister companies in Toyota?
A: Raymond is a fully owned subsidiary of Toyota Industries and is part of Toyota Material Handling. The Greene, New York-based team designs and manufactures products for both the Raymond and Toyota brands for North America. We also have a global advisory board across all companies to share key learnings and innovation. All subsidiaries of Toyota also share the TPS [Toyota Production System]-based lean management DNA as we create customer solutions.
Q: You have an engineering background. What benefits does that bring in managing a company where design and engineering are so important?
A: I’m fortunate that my current role allows me to utilize both my engineering and business backgrounds. As an engineer, I’m naturally inquisitive about the details behind innovation, quality, and service, and understanding how we can deliver on those three brand principles as a corporation. It’s my job to lead the company in a way that encourages our employees to understand the basis of our customers’ problems and come up with innovative solutions.
Q: What role will information and telematics play in the future of lift-truck design?
A: I believe that innovative technologies and intralogistics solutions will continue to empower the workforce of the future to meet customer demands. Over the past 10 years, e-commerce pressures to ship products faster have increased the need for companies to optimize efficiency. To meet this demand, organizations will seek interactive training tools, like Raymond’s Virtual Reality Simulator, as well as telematics and intelligent solutions to inform customers about how to use their forklifts efficiently. Our iWarehouse platform provides those solutions, providing valuable insights into what works in a warehouse and what doesn’t. This allows our customers to improve workforce productivity and increase overall efficiency.
Optimizing facilities and technologies will take warehouse productivity deeper into the 21st century. Converting from a manual to a semi-autonomous to a fully automated warehouse requires many complex steps. While automation is certainly important to increasing efficiencies, it is not a substitute for defining and optimizing a process. Without continuous improvement tools, warehouses only create unnecessary waste when applying automation to existing inefficient processes. At the end of the day, an operator’s role and responsibilities will evolve—it will be about enabling people to do more meaningful and productive work.
Q: You work with the Rochester Institute of Technology in advisory positions. Why do you choose to do that in your spare time?
A: I am a proud graduate of RIT and have always wanted to stay connected to my alma mater. This position allows me to keep my perspective and engineering skills sharp and fresh, while also giving back to our industry. We regularly hire graduates from RIT and other technical schools. Raymond also sponsors the RIT Robotics Club and participates in the Toyota Production Systems Lab housed at RIT, which provides lean management training for students.
Raymond is also involved in the Toyota Material Handling North America (TMHNA) University Research Program, a sponsored research program created to drive the next generation of technology for the material handling industry. The mission is to encourage professors and researchers to apply their knowledge of engineering and technical fields, drawing synergies and collaboration between collegiate research and Toyota Material Handling North America.
Q: You also serve on the New York Battery and Energy Storage Technology Consortium (NY-BEST). What does that organization do, and how do you contribute to its work?
A: NY-BEST serves as an expert resource to energy-storage–related companies and organizations seeking assistance to grow their businesses in New York state and beyond. Ten years ago, I was one of the founding board members. The consortium was created in 2010 to position New York state as a global leader in energy- storage technology and serve as a resource for companies seeking to grow their businesses. Today, Raymond is one of more than 150 member businesses and contributes valuable information on the use of batteries in forklifts, as we produce, as well as maintain, hundreds of thousands of trucks every year. It is important to Raymond that we’re part of the latest generation of energy-storage technology and understand how this technology can be applied to improve the state of material handling solutions as a whole.
Q: Are there any projects or products that Raymond is working on that you wish to discuss?
A: Raymond continues to explore and innovate energy-storage solutions. The lithium-ion solutions that Raymond is focused on provide results that are better than many of the offerings that are on the market for warehousing distribution and cold storage. We see energy playing a significant role in both enabling warehousing and distribution and in helping to manage the cost structure for energy by using renewable resources to power forklifts. In 2019, Raymond partnered with Binghamton University and NYSERDA [New York State Energy Research and Development Authority] to develop and demonstrate a new energy-storage process and solution for warehouse energy management. The solution will employ solar panels, a stationary energy-storage system, and lithium-ion forklift batteries to reduce energy costs for warehouse owners.
Q: Can you share about Raymond’s lean management initiatives?
A: In our efforts to constantly seek improvement, implementing TPS-based lean management principles has been a key factor in allowing us to maximize our operations, helping eliminate wasted time and resources, build quality into workplace systems, and foster a culture of learning. Lean management is a thread that is woven through every one of the products and solutions we deliver through our sales and service centers. For example, the data created through Raymond’s iWarehouse suite of offerings is a natural fit for the continuous improvement efforts that lean management requires. We use the data collected from iWarehouse to further improve and monitor progress to better assist our customers on their lean management journey. We are always thinking of ways to run better and manage smarter with innovation, quality, and service at the forefront.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”