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.
The New York-based industrial artificial intelligence (AI) provider Augury has raised $75 million for its process optimization tools for manufacturers, in a deal that values the company at more than $1 billion, the firm said today.
According to Augury, its goal is deliver a new generation of AI solutions that provide the accuracy and reliability manufacturers need to make AI a trusted partner in every phase of the manufacturing process.
The “series F” venture capital round was led by Lightrock, with participation from several of Augury’s existing investors; Insight Partners, Eclipse, and Qumra Capital as well as Schneider Electric Ventures and Qualcomm Ventures. In addition to securing the new funding, Augury also said it has added Elan Greenberg as Chief Operating Officer.
“Augury is at the forefront of digitalizing equipment maintenance with AI-driven solutions that enhance cost efficiency, sustainability performance, and energy savings,” Ashish (Ash) Puri, Partner at Lightrock, said in a release. “Their predictive maintenance technology, boasting 99.9% failure detection accuracy and a 5-20x ROI when deployed at scale, significantly reduces downtime and energy consumption for its blue-chip clients globally, offering a compelling value proposition.”
The money supports the firm’s approach of "Hybrid Autonomous Mobile Robotics (Hybrid AMRs)," which integrate the intelligence of "Autonomous Mobile Robots (AMRs)" with the precision and structure of "Automated Guided Vehicles (AGVs)."
According to Anscer, it supports the acceleration to Industry 4.0 by ensuring that its autonomous solutions seamlessly integrate with customers’ existing infrastructures to help transform material handling and warehouse automation.
Leading the new U.S. office will be Mark Messina, who was named this week as Anscer’s Managing Director & CEO, Americas. He has been tasked with leading the firm’s expansion by bringing its automation solutions to industries such as manufacturing, logistics, retail, food & beverage, and third-party logistics (3PL).
Supply chains continue to deal with a growing volume of returns following the holiday peak season, and 2024 was no exception. Recent survey data from product information management technology company Akeneo showed that 65% of shoppers made holiday returns this year, with most reporting that their experience played a large role in their reason for doing so.
The survey—which included information from more than 1,000 U.S. consumers gathered in January—provides insight into the main reasons consumers return products, generational differences in return and online shopping behaviors, and the steadily growing influence that sustainability has on consumers.
Among the results, 62% of consumers said that having more accurate product information upfront would reduce their likelihood of making a return, and 59% said they had made a return specifically because the online product description was misleading or inaccurate.
And when it comes to making those returns, 65% of respondents said they would prefer to return in-store, if possible, followed by 22% who said they prefer to ship products back.
“This indicates that consumers are gravitating toward the most sustainable option by reducing additional shipping,” the survey authors said in a statement announcing the findings, adding that 68% of respondents said they are aware of the environmental impact of returns, and 39% said the environmental impact factors into their decision to make a return or exchange.
The authors also said that investing in the product experience and providing reliable product data can help brands reduce returns, increase loyalty, and provide the best customer experience possible alongside profitability.
When asked what products they return the most, 60% of respondents said clothing items. Sizing issues were the number one reason for those returns (58%) followed by conflicting or lack of customer reviews (35%). In addition, 34% cited misleading product images and 29% pointed to inaccurate product information online as reasons for returning items.
More than 60% of respondents said that having more reliable information would reduce the likelihood of making a return.
“Whether customers are shopping directly from a brand website or on the hundreds of e-commerce marketplaces available today [such as Amazon, Walmart, etc.] the product experience must remain consistent, complete and accurate to instill brand trust and loyalty,” the authors said.
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."