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.
Robotics and automation may be all the rage in warehousing circles these days, but the building blocks of the modern warehouse haven’t strayed far from their roots. Storage racks—the traditional, nonautomated kind—are a prime example and an often overlooked aspect of today’s fast-moving, high-tech facilities. These warehouse staples can help maximize storage space, speed throughput, and create a safer work environment in facilities of all shapes and sizes—provided you have the right system in place to meet your needs.
Wondering how to choose the right storage racking for your warehouse—or determine if your current system is the right one? These three steps can help guide the way.
STEP 1: UNDERSTAND RACK FUNDAMENTALS
In warehousing and logistics, industrial storage racks typically hold pallets, cases, and large individual items that will be picked, packaged, and shipped. Some of the most common types of racks include:
Selective racking.This type of rack is used to store pallets in either single- or double-deep modes. Single-deep racks allow full pallets to be stored side by side, so that all pallets are accessible from the warehouse aisle. Double-deep options increase storage density by allowing two pallets to be stored back to back.
These are some of the simplest racks available and are often used in warehouses that store a high number of different stock-keeping units (SKUs), but a low volume of each SKU, according to Diane Domingues, vice president of marketing and customer service for rack manufacturerFrazier Industrial Co. She describes selective rack as “a great solution for any industry, especially those with changing needs.”
Case- or carton-flow racking. This type of racking consists of shelves equipped with rollers or wheels that allow cases or cartons of product to flow forward as they are picked. Domingues explains that it is “used to store SKUs fulfilled in case- or each-based increments. It’s commonly seen in food, beverage, and retail applications, [but] it can be a solution for any industry with slow-moving SKUs stored in case- or each-based increments as part of its product mix.”
Pallet-flow racking.These racks allow for higher-density storage, and they work much like case-flow racking does. Pallets are loaded from the rear of the system and move forward along a pitched track of wheels. When a pallet is removed, the remaining loads roll forward. Such systems are commonly used in first-in/first-out (FIFO) storage applications, including in the food industry, according to Domingues.
Drive-in racks. These are free-standing self-supporting racks that allow drive-in access to forklifts. Pallets are loaded and unloaded on horizontal rails that run along the inside of the racks, perpendicular to the warehouse aisles. Used to create high-density storage, these are best for high-volume, low-SKU applications, such as manufacturing, beverage, and food processing.
Drive-in rack systems are versatile and cost-effective, allowing products to be stored multiple-positions deep, which can “cut down on aisle space compared to other systems,” according to Eric Andres, national sales manager for rack manufacturerHannibal Industries.
Push-back racking. This high-density storage option is similar to drive-in racking and allows customers to store pallets up to five deep. It uses a series of carts on pitched tracks for loading and unloading. The first pallet to be stored in the system is loaded onto the top cart; the next pallet is used to push the first load back, exposing the next cart for loading. The process repeats until the last pallet is deposited into the system. When a pallet is unloaded, gravity moves the subsequent carts forward until all pallets have been picked. “Unlike drive-in, every push-back bay can store a different SKU, and all pallet access is done without entering the rack,” according to Domingues. The system is commonly used in food and cold storage applications.
Cantilever rack.This type of system is used to store long products, such as pipes or lumber. A series of columns with arms are used to hold the products, which are often bundled together. Products are stored across the arms, allowing a forklift to pick up the load from the center. The racks can also be fitted with wire decking to allow storage of other types of products.
These systems are typically used in manufacturing and construction, and also by some specialty retailers such as hardware stores.
STEP 2: DETERMINE YOUR NEEDS
Because warehouses often store different types of products, with differing volume throughputs, the ideal storage solution often includes more than one type of racking. The first step to determining what you need is to review “unit, method, and area,” according to Domingues. Unit refers to the product load or loads being stored; method is the type of equipment being used to handle the products; and area refers to the space available in your warehouse for racking.
“Your answer to each question will dictate what types of racking are most [suitable] for your specific needs,” Domingues explains. “If you’re unsure what type of rack is best, a racking supplier can help you determine the ideal solution.”
Andres agrees, adding that it’s also important to work with a supplier who understands the rules and regulations for constructing racking systems. Such requirements are often guided by local building codes and can include seismic considerations, which vary by region, as well as safety measures that can help guard against system damage and worker injury.
“We think it starts with finding a trusted partner,” Andres says. “You need to look for someone who understands the requirements for the building space and how those needs may change over time. It’s also critically important that they understand local, state, and federal requirements for the building or warehouse space.”
STEP 3: DESIGN FOR THE LONG TERM
Customers used to select racking systems based on the here and now, but not anymore, Domingues and Andres agree.
“Once upon a time, buyers were selecting rack systems based on their immediate needs. When those needs changed, they bought new racking,” Domingues says. “Now, they are buying systems that take both their immediate needs and projected future needs into account. The modern warehouse can’t wait the time it takes to remove an old rack … and replace it with a new one, so buyers are thinking longer term, with resiliency in mind.”
Lately, that means designing systems that maximize storage capacity, largely in response to a tight warehousing market, according to Andres. Accelerating e-commerce activity, inflation, and a variety of other factors have combined toincrease both demand for and the cost of warehouse space, so companies are looking to get the most out of new and existing facilities. Andres advises designing systems that optimize storage in a smaller warehouse footprint and free up space for picking and other value-added activities, for example.
He says seismic considerations are animportant aspect of long-term designas well. Rack installers can reinforce their designs based on local building code requirements, and there are also specific rack products designed with seismic protections in mind. Hannibal Industries’ patented TubeRack system was designed specifically to withstand the dangers of earthquakes, for example.
“It’s really about designing a safer system,” Andres says.
Domingues agrees that safety is taking on a greater role in rack design today, especially when it comes to ergonomics and worker protection. Storage systems that provide easier access to items, for example, can help reduce injuries and increase productivity—two factors that also address the industry’s labor crunch by keeping workers on the job and maintaining the flow of products through the warehouse.
“Racks have grown to keep up with the needs and demands of the modern warehouse. They’ve become a lot more agile, adaptable, and flexible in their design to accommodate the ever-evolving warehouse environment,” Domingues says, emphasizing the need to focus on the safety aspect in particular. “There is a greater premium on worker, equipment, and product safety than ever before. And today’s racking solutions are designed with a greater emphasis on all of those [considerations].”
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.