Sometime down the road: interview with Phil Koopman
Phil Koopman has been studying autonomous vehicle technologies since the 1990s. That makes him the perfect person to ask, When will we see automated cars and trucks on our highways?
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.
If you’re wondering when we will see autonomous vehicles traveling down our nation’s highways, don’t hold your breath. At least that’s the word from Dr. Phil Koopman, who has been tracking the development of autonomous vehicle technologies for more than 25 years.
An associate professor at Carnegie Mellon University’s (CMU) electrical and computer engineering department, Koopman is a leading expert on driverless vehicles and the safety systems they require. He has extensive experience in software safety and quality, and as a CMU faculty member, he teaches young engineers the software skills needed for mission-critical systems. He recently spoke to DC Velocity Group Editorial Director David Maloney about the prospects for autonomous vehicle technologies and the challenges they present.
PHIL KOOPMAN
Q: You’ve been working on autonomous vehicle technologies for more than 25 years. Why has it taken so long for these technologies to reach their potential?
A: I started getting involved back in the mid-1990s. I worked with the Carnegie Mellon University Nav Lab team, which hired me as the safety guy. Just before they took me on, they had gone coast to coast [with an autonomous vehicle], from Washington, D.C., to San Diego. It was 98% hands-off-the-wheel. Think about it: 98% hands-off-the-wheel, coast to coast in 1995! I got hired because after that trip, they were like, “You know, maybe we need a safety guy.”
And then, I think it was 1998, there was an automated highway system demo, where they closed off part of the freeway near San Diego and drove a bunch of platoon cars and a city bus down the road—no hands on the wheel on a closed stretch of interstate highway. Again, almost 25 years ago, right? So, the way I like to look at it is that we were 98% hands-off-the-wheel across the country in 1995, and ever since, we’ve been working on that last 2%.
Q: Why has it taken so long?
A: Well, the catch is the last 2% is really tough, and this is fundamental to the issues of this industry. You can have a vehicle that is good at the easy stuff—and that is certainly an impressive achievement—but we have been there since the 1990s in some sense. It is really that last 2% that’s tough because it is always something new. It is something you haven’t seen before. There is an infinite variety of weird stuff in the world, and handling it all turns out to be a lot harder than people want it to be.
Q: There are a lot of driver-assist technologies available on our cars today—lane departure, automatic braking. Even my Toyota can pretty much park itself. Are these merely steps toward autonomy?
A: They are a contribution. In reality, what was going on in the ’90s was more like that than full autonomy. It was automatic lane keeping and things that today we call driver-assistance. Those are important to have, but making those better and better doesn’t actually solve the autonomy problem. The reason you need a human operator in the driver-assistance vehicles is that the machine learning part is good at knowing what it knows, but it is really, really “brittle” at stuff that it hasn’t seen before. That’s the purpose of having a human driver—to deal with the stuff it hasn’t seen before.
Q: So, when will we realistically see autonomous trucks on our highways?
A: It is more a question of how than when. If you want to completely replace a truck driver, that is a long way in the distant future—and by the way, truck drivers do more than drive. I don’t have to tell your audience that. But even for just the driving part, it is a long way off if you don’t want to put any limitations on what is going on.
If you’re willing to do something like take one stretch of interstate highway, and every day somebody goes through and makes sure all the lane markers are there and there haven’t been any paint or oil spills to obscure the lane markers and there’s no big pile of sand and there hasn’t been a landslide and everything is perfect—if you’re willing to do that and maybe there is a guide vehicle that the automated trucks all follow in a conga line and the guide vehicle is responsible for making sure that if there’s an animal on the road, it gets scared off—if you’re willing to make those kinds of concessions, it could happen in the next few years. But I don’t see next year somebody just saying, “OK, here are a thousand trucks. Let ’er rip!” I don’t see that coming as soon as a lot of people are saying.
Q: Do you see that as the next step—where you’d have a lead vehicle with a driver that’s followed by a platoon of autonomous trucks?
A: I think that a guide vehicle makes a lot more sense than just having every truck do everything in the next year. But I don’t see anyone trying to commercialize that.
Q: Do you think there are going to be dedicated lanes for autonomous trucks—or even dedicated highways?
A: It is really hard to know how that is going to go. There is a tradeoff between how much infrastructure you want and how hard it is to get the vehicle to do everything a human driver would do. I would think it is completely reasonable to do things like have dedicated on/off ramps at logistics centers. Maybe there is an HOV lane. It is going to depend on the road. It is going to depend on conditions.
Another way to go is to have designated times of day—periods when traffic is light—for autonomous trucks to use the highway. The more you have the road to yourself, the easier it is to ensure safety.
Q: You and I live both live in Pittsburgh, where they’ve been testing autonomous vehicles on city streets for a number of years. But wouldn’t it be easier to test the technology on interstates and limited-access highways than in urban environments?
A: Well, we are going to see everything. Right now in Arizona, Waymo is in fact running robo-taxis without drivers in a very, very benign environment.
The thing about urban roads versus highways is not that one is easier; it is that the challenges are different. In urban environments, you have a lot of crazy stuff happening all the time. It can be a very chaotic environment, depending on where you’re driving, but the good news is that if you’re driving slowly enough, a lot of times you can just jam on the brakes and you’re fine. You just have to know when to jam them on.
If you are on a truck going 60, 70, or 80 miles an hour, however, jamming on the brakes isn’t a very attractive option because you’ve got a lot of weight and mass—and a lot of momentum. So, it is less about weird chaotic stuff, like pedestrians jumping off curbs in front of you, and much more about planning ahead. I would say intuitively it feels like the highways are easier, but it isn’t that easy; it is just that the problems are different.
Q: We have seen a lot of advances in machine learning and artificial intelligence over the last few years. How much will these technologies play into the development of autonomous vehicles?
A: Artificial intelligence means the stuff that is really hard to do. And every 10 years, its meaning changes because some things become easy, while the next thing is hard. People tend to use “AI” as a catchall term for all the new technology, but it doesn’t really mean anything.
Machine learning, on the other hand, is a very specific technique. In machine learning, you show the computer system a bunch of examples and it performs a statistical analysis. And then if it sees a new sample, it will compare that new sample with the original sample. So, if it sees a person, it doesn’t actually know it’s a person. It says, “You know, that thing looks a lot like all the other people I have seen before, so it must be a person.” And that is great.
If you train it on things that it has seen, it works great. But that is like 98% or 99%. If there is something it has never seen before, it not only struggles, but it doesn’t even know that it doesn’t know what’s going on.
For example, there was a case where the system was having trouble seeing people wearing yellow. It turned out that this system hadn’t been trained to recognize anyone in yellow, and so, if you were wearing yellow, you were basically camouflaged from the machine learning system, which is not so great if you’re directing traffic at a construction site or you’re a bicyclist in a yellow raincoat.
So, the instances where it makes weird, crazy, or stupid mistakes sometimes come as a real surprise to people, and that is why I was talking about the “long tail,” the rare things that you haven’t seen before. That is why everything is taking longer than everyone wants it to.
Q: In the logistics market, there are obvious advantages to using autonomous vehicles, such as helping to alleviate the truck driver shortage. There are other benefits as well—trucks can be spaced closer together, which could help with congestion on our highways, and driverless trucks might be able to operate for longer stretches of time if they’re exempt from the driver hours-of-service regulations. What are the main benefits that will help push this technology along in the next few years?
A: Well, let me go back to the jobs thing because that is so central. If someone is a truck driver today, I don’t think they should worry about losing their job before they’re ready to retire. This technology is going to take a long time to take hold.
And even if there are a thousand [autonomous] trucks on the roads in the next four or five years, that is just a drop in the bucket. It’s going to take a long time to scale this technology up to be able to go on roads that aren’t the easiest, most benign roads. So, the scare headlines about truckers being out of a job next year—that is just not going to happen. On the other hand, I think the prospect of finding some relief from the driver shortage is fantastic.
In terms of other things, all of the things you mentioned hinge on safety. Until we can get safety right, none of that good stuff is going to happen. And the industry is at a point where it is just now starting to really think hard about safety.
There is a saying we have in the computer world that the first 90% of the project takes the first 90% of the time. And the last 10% of the project takes the other 90% of the time. Ultimately, it boils down to, Can you really ensure these things are going to be at least as safe as a human driver? We are not at the point yet where we have an answer to that, so there is still some more work to be done.
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.