Sustainability makes its way to the packing arena, as companies seek to become more environmentally friendly throughout the distribution center and across the supply chain.
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.
“Go green” has long been the mantra of environmentalists and corporate sustainability officers, but it’s becoming a more common refrain in the distribution center as companies seek to become better stewards of the environment—while also satisfying consumers’ demands to green up their operations. Efforts to reduce energy use, increase recycling, and develop greener transportation strategies tend to get the most publicity in logistics circles, but there’s another way companies are getting greener in the DC and beyond: adopting sustainable packaging solutions. Eliminating excess packaging, increasing the use of recycled and reusable materials, and reducing the use of plastics are some of the goals companies large and small are putting at the top of their environmental sustainability checklist.
“We work with a lot of customers who have made a commitment to the community around sustainability,” says Alicemarie Geoffrion, vice president of packaging operations for contract logistics specialist DHL Supply Chain, North America. She says packaging is a natural part of the process as companies pay closer attention to sustainability across their broader supply chains. What’s more, the growth of e-commerce has heightened awareness of the issue among consumers, who are growing increasingly intolerant of what they perceive as wasteful packaging. “Our customers know these issues are important to their customers. [Especially] as we fulfill more e-commerce orders, we are making sure we are not sending out a small product in a large container, for example. We need to consider sustainability while quickly [processing] those e-commerce orders.”
Makers of packaging solutions have plenty to offer to help meet those goals, including technologies that produce “right-sized” packages and materials that can be reused and recycled.
RIGHT-SIZED AND READY TO GO
One way DCs can reduce both the amount of packaging they use and the costs associated with it is to adopt solutions that produce right-sized packages on demand. Typically, companies store a limited range of box or envelope sizes and use them to fit whatever they are shipping. The process often results in the use of “filler” material—paper, packing “peanuts,” or plastic “pillows” that eat up the extra space in an oversized box or envelope. With right-sized packaging, companies can use software and/or equipment that allows them to produce the right-sized package for the job, as needed. Proponents say right-sizing cuts down on the need for corrugated cardboard, removes or reduces the need for filler, saves space in the warehouse and on the delivery truck, and reduces a company’s overall carbon footprint. According to data from right-sized packaging solutions firm Packsize, for every 1 million square feet of corrugated cardboard used, its customers typically see a 40% reduction in box size, use 60% less filler material and 26% less corrugated cardboard, and reduce their carbon dioxide emissions globally by 25 tons.
Packsize CEO Hanko Kiessner says on-demand right-sized packaging technology has become so advanced that Packsize has moved “beyond the box” to create an automated solution that produces the right paper-based envelope, pouch, or box to fit an order—all made from material that can be recycled or will decompose. This is especially helpful in e-commerce environments where order sizes vary and where putting a small item into an oversized box can result in product damage, increased costs, and lost customers.
“What is the message to customers when they receive an oversized package?” asks Kiessner. “Who wants to be known for that? Customers have become sensitized to excessive packaging. Not only is it overly expensive, but it sends a message that the company didn’t do the right thing for the planet.”
Kiessner agrees that the acceleration of e-commerce is helping drive the trend toward more sustainable packaging solutions. E-commerce has been steadily increasing in recent years, and the Covid-19–related shutdowns this year have only heightened the trend. Large grocery chains, big-box retailers, and e-tail giants such as Amazon.com increased hiring and beefed up technology and automation capabilities this spring to accommodate an increase in orders that industry observers say is likely to continue as consumers become more comfortable shopping online. Automating the labor-intensive process of packaging can directly address the need to fill and ship growing volumes of e-commerce orders, Kiessner says. And if you’re going to automate the process, you might as well right-size it at the same time.
“People want to be operationally excellent. On-demand packaging is a driver for that,” Kiessner explains. “We are seeing an accelerated trend toward internet retailing that is not going to reverse. On-demand packaging won’t reverse either.”
Geoffrion and her colleague Emily Davis, DHL’s Go Green Lead for North America, add that customers are much more willing to invest in such solutions today than they were in the past.
“Customers are willing to fund [the purchase] of new equipment for these initiatives. That’s something that is different from what we were seeing a few years ago,” Geoffrion says. “In the U.S., this is becoming more important. People are actually moving forward with initiatives and spending additional money to do so.”
Geoffrion and Davis cite increased interest in DHL’s carton-optimization software as well as its on-demand packaging solutions, which can be used separately or combined to improve packaging practices for DHL’s third-party logistics services (3PL) customers. DHL uses on-demand packaging technology from multiple suppliers in what it calls a “solution neutral” approach. Systems have been rolled out across several DHL sites recently and are evidence of the evolution of sustainability across the supply chain, they say.
“This all started with a desire to reduce costs and material usage in the supply chain. Then we started to see more sustainability professionals looking at total packaging consumed and [a company’s] CO2 emissions,” adds Davis. “Companies understand that their brand is carried on the package. People that buy the product and people working at the company want to know they are doing the right thing.”
HOMING IN ON PLASTIC
The other key area to watch when it comes to packaging? Materials. Although Geoffrion says companies are trying to minimize packaging overall, she says they are also focused on reducing the amount of plastic, in particular, that they use throughout their facilities. Davis adds that companies are especially focused on reducing single-use plastics, including “poly mailers”—those lightweight, plastic envelopes favored by many e-commerce operations. Customers are asking how they can move toward more renewable materials in general, she says.
“We’re even getting requests from customers to eliminate any types of plastic tapes and replace them with paper-based tapes,” Geoffrion adds.
That doesn’t surprise Kiessner, who says consumers’ aversion to single-use plastic is a result of growing environmental awareness and demand to reduce waste globally. But plastic is still a big part of the supply chain. So now, companies that make plastic packaging say they are focused on finding ways to reuse and recycle it. Sealed Air Corp., which makes those self-sealed mailers used in e-commerce (among many other packaging solutions), is one example.
“We focus on the circularity of plastic,” explains Chris Rempe, global vice president of marketing for Autobag, the company’s automated packaging systems business. “What we like to do is focus on what happens to the bag after it’s served its useful purpose.”
A key drawback of flexible plastic is that it’s not “curbside recyclable” in most cases, meaning that the end-consumer must drop off the material at a specific location in order to start the recycling process—a tough sell with consumers. Sealed Air and its customers are trying to encourage recycling by participating in the How2Recycle program, a standardized labeling system that communicates recycling instructions to the public. The company is also increasing the amount of recycled content in its products, now offering a mailer material that contains at least 25% post-industrial recycled content, which is waste generated by the manufacturing process. (This is different from what’s called post-consumer recycled content, which is waste generated by households. Although both are recycled, post-consumer content is considered “greener” because it’s gone through its entire use cycle.)
“We’re minimizing the amount of virgin material that goes into the bag in an effort to preserve the sustainability message,” Rempe explains. “That’s a common theme throughout all of packaging: increased recycled content.”
To further promote recycling, Rempe notes that the Autobag system prints shipping and order information directly onto the bag rather than onto a label that must be affixed to the bag. This helps make the product more easily recyclable: To properly recycle a bag with a label on it, the recipient must first cut off the label to avoid contaminating the recycling stream. Eliminating the label removes that step, making it easier for end-users to get on board. Rempe points to other industrywide efforts to reduce the environmental impact of plastics used in the supply chain, including research into non-petroleum based alternatives, which are costly today but may become more viable over time as consumer demand builds and costs come down.
“Consumers are certainly driving all of the actions we’re seeing our customers take,” he adds.
Reusable materials are another key part of the story. Reusable packaging company Orbis says it is seeing increased demand for such solutions in the retail environment, especially in light of e-commerce order delivery trends. Breanna Herbert, associate product manager and sustainability lead for Orbis’s Bulk Pak product line, points to innovations in its reusable plastic “Pally” product—a mobile pallet that can be used in a variety of settings. In response to customer demand for a lighter, more durable alternative to metal dollies for curbside delivery, Orbis is offering smaller-scale mobile pallets that convert from mobile to static operation, allowing them to be rolled more easily from the store and locked into place for delivery or unloading.
“Creating solutions like this is great from a sustainability [perspective] because it can be recycled and the material reused at the end of its life,” she says, adding that the industry overall is focused on developing more innovative ways to reuse and repurpose plastics. Orbis is working on ways to repurpose plastic material waste found near waterways, for instance.
“Finding this material and repurposing it into plastic containers is an example of that,” says Herbert, emphasizing the “feel good” aspects of the sustainability movement. “There’s an emotional impact that reusable packaging has. Consumers are drawn to companies that provide these options.”
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."