Orca Cold Chain Solutions is delivering security to food-industry customers while reducing labor and energy costs—all thanks to a fully automated cold storage facility designed to maximize an urban footprint.
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.
Leaders at Orca Cold Chain Solutions are modernizing the food supply chain, one facility at a time. Automation is the centerpiece of that strategy, and the company is reaping the rewards of a recent project designed to meet the needs of the cold chain market in the Philippines, where Orca handles chilled and frozen food products for fast-food restaurants, exporters, importers, and small entrepreneurial food businesses. The project? Construction of a fully automated cold storage warehouse in the densely populated city of Taguig.
“When we first conceptualized this, we found out that a lot of clients were not satisfied with the service level of cold chain operators here,” says Yerik Cosiquien, Orca’s president and CEO, explaining that cold storage facilities in the region are often outdated, making it difficult for them to keep up with the market’s growing volume demands as well as changing safety requirements. “These things really mattered to our clients. Also, we lacked a lot of cold storage [locally], so the demand was always there.”
Located in metropolitan Manila, Orca’s first automated facility—and the first of its kind in the country, according to company leaders—delivers temperature-controlled logistics, warehousing, and pre- and post-storage value-added services to help food businesses and the agriculture industry prolong and maintain product freshness. The facility is also helping Orca meet internal goals and objectives, including reducing human intervention in the food supply chain, trimming labor costs, and maximizing space and energy efficiency in a densely populated urban marketplace.
BUILDING FOR SAFETY, SECURITY, AND SAVINGS
Planning and development for the Taguig facility began in 2015, construction began in 2017, and the building was fully operational by October 2019. The material handling systems were integrated into the building’s construction from the start, Cosiquien explains, crediting systems developer SSI Schaefer with helping Orca create a seismic-proof structure capable of withstanding the region’s harsh weather conditions. The building is a rack-clad warehouse, meaning that the storage systems form part of the building’s structure, rather than just supporting the stored goods, reinforcing the building’s stability and resistance to earthquakes, typhoons, and other storms.
The warehouse is powered by an automated storage and retrieval system (AS/RS) and features high-bay storage in a small footprint: it accommodates roughly 20,000 pallet positions in 86,111 square feet of space. The system can move up to 4,800 pallets in one day, using a combination of conveyor technology
, pick-to-tote workstations, and SSI Schaefer’s “WAMAS” warehouse management software (WMS). The WMS is a key differentiator for Orca, Cosiquien adds, explaining that it provides real-time tracking of goods that essentially automates the “first expiration, first out” (FE/FO) system that is central to maintaining freshness and reducing contamination in a cold storage facility.
Automation also means less human intervention, which contributes to product safety and energy savings. Cosiquien points to temperature fluctuations within a cold storage warehouse as one example.
“Every time you open the door [in a cold storage facility], the temperature changes,” he explains. “In a manual operation, that takes a minute or two. With automation, it takes a few seconds. You are conserving that energy, [and] you are keeping the cold in [to preserve freshness].”
Automation also reduces the facility’s reliance on lighting—primarily because there are fewer people on staff—which adds up to even more energy savings. Cosiquien says the Taguig facility uses about 30% to 40% less electricity than a comparable manual facility and about 30% less labor.
DESIGNED FOR THE COLD
Interest in material handling automation within cold storage environments is on the rise, driven by increasing e-commerce, last-mile delivery, and other demands. But it’s no small undertaking, as Cosiquien and his partners at SSI Schaefer emphasize. Automated equipment needs to be adjusted to operate at lower temperatures; this includes almost everything in the system, explains Matt Rivenbark, SSI Schaefer’s director of sales for food and beverage.
“Special gearboxes, dry pipe fire-protection systems, specific conveyors, special greasing and oiling protocols, isolated and heated control cabinets, and just about all the electrical components are [designed] to handle lower temperatures,” he says. “Even the little things are critical. At SSI Schaefer, we design our systems to incorporate air locks and other components that help the freezer system work efficiently. In these types of environments, warm and cold air can clash and cause condensation, which in turn can cause damage to the products themselves. This is something that can’t [be tolerated] in a freezer and cold chain environment. Therefore, all components must be designed to withstand these harsh conditions.”
The WMS works differently as well.
“With cold chain and freezer environments, the WMS … controls all warehouse functions. Two important cold chain features that are built into [SSI Schaefer’s] WAMAS are the tracking of inventory through temperature zones to ensure that the cold chain isn’t disrupted, and the ability to track lots and expiration dates to ensure [FE/FO] principles are followed and that the correct inventory is picked,” Rivenbark adds.
The WAMAS system also incorporates preventive maintenance scheduling, another key to keeping products fresh and safe as they move through the handling process.
HIGH-TECH FINDS A HOME
In addition to safety improvements, energy savings, and labor reduction, Orca is also benefiting from faster delivery to customers. Daily throughput has increased exponentially, Cosiquien says, comparing the thousands of pallets processed per day at Taguig to just a few hundred per day at Orca’s conventional facilities.
“At the end of the day, when it comes to the supply chain, it’s all about turnaround,” he says. “The faster [you can] get [product] out of the facility and to retail areas—the better.”
Orca is applying its lessons learned in Taguig and is building a second fully automated facility in partnership with SSI Schaefer. Slated to open in April, it will include similar technology designed to improve the food supply chain and maximize urban development.
“We are building another fully automated facility near the port in Manila,” Cosiquien explains. “I really believe in automation, especially in urban areas. Where traffic is quite bad and where real estate is quite expensive, automation is the way to go. It really makes a difference.”
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."