Victoria Kickham, an editor at large for Supply Chain Quarterly, 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 Supply Chain Quarterly's sister publication, DC Velocity.
Leaders at Oral Essentials needed a way to manage explosive growth in demand for the company’s products while also sticking to its core values: being good stewards of the environment and providing first-rate customer service. They found their answer in third-party logistics service provider (3PL) ODW Logistics, which has helped the natural oral-care products company improve its fulfillment processes, eliminate packaging waste, and reduce costs as it went from filling hundreds of orders per week to more than 10,000 a week over the past two years.
“We were looking to partner with an organization that could handle retail distribution and [direct-to-consumer] distribution,” explains Joshua Rizack, president and COO of California-based Oral Essentials Inc., which makes the Lumineux Oral Essentials line of toothpaste, tooth whiteners, and mouthwash. “To us, the most important thing was the customer experience—the customer getting a package that looked good, that reflected our core values, and that got there in a reasonable amount of time.”
ODW’s ability to provide a dedicated team to manage all aspects of the company’s fulfillment, including its direct e-commerce business and a growing number of accounts with some of the nation’s largest retailers, sealed the deal. Today, Oral Essentials outsources its entire fulfillment process to ODW and is reaping the rewards in better logistics operations and lower costs.
SATISFYING DEMAND, PROVIDING SOLUTIONS
Rizack joined Oral Essentials in 2019, when the company was still relatively small and filling orders out of a 4,750-square-foot warehouse in downtown Los Angeles. But things changed quickly, as demand for naturally derived products grew and the pandemic-related e-commerce boom of 2020 reshaped the consumer buying landscape. Oral Essentials began landing deals with large retailers such as Whole Foods, Wegmans, and Walgreens, while also dealing with a surging direct-to-consumer business. Its small warehouse couldn’t keep up. Company leaders wanted help managing the increased order volumes without scaling up and adding a lot of warehouse associates.
The company started shopping for 3PLs and worked with a few before developing an exclusive partnership with ODW. Keys to the deal: dedicated warehouse space and staff at ODW facilities in Southern California, and a solutions-based approach to improving logistics. It’s been just about two years since Oral Essentials moved its fulfillment operations to ODW’s facilities, and Rizack says the transition has been virtually seamless.
“They worked very closely with our people on how we did things,” he says. “It was a very smooth transition. What I liked most of all is that when there was an issue, it was dealt with immediately.”
That includes finding solutions to existing logistics challenges. ODW and Oral Essentials worked together from the start to develop programs that address productivity, sustainability, and cost-reduction goals. A case in point: new packaging that yielded an 18% decrease in shipping costs and 40% improvement in order processing. As Rizack explains, Oral Essentials wanted to reduce the size of its packaging as a way to eliminate waste and maximize storage space. ODW helped design a solution that utilized the smallest box possible for a product while also minimizing packing material inside the box. The result was a lighter package that takes up less space, helping the company maximize truckload shipments, reduce costs, and improve sustainability.
“We wanted to find solutions that [addressed] all these obstacles we were experiencing,” Rizack says. “[The new packaging] reduced costs, saving us substantial amounts of money every month, and it’s better for the environment. As a company, we are always asking how we can be better stewards of the environment.”
Providing such services is at the core of what ODW Logistics does, adds Casey Nofziger, ODW’s director of business development, who works closely with the Oral Essentials team.
“We are processing things out of the building daily, so we can see how there may be better ways to bag, box, or redesign things,” he says. “We provide recommendations, but at the same time, we ask ‘What are your customers saying? What is the experience they are currently having?’ We gather the feedback and make improvements.”
Emblazoned with the Lumineux brand name, the new packaging is designed for easy construction, an attribute that has helped free up labor for fulfillment activities. The change has reduced overtime and sped up the order fulfillment process, according to both Rizack and Nofziger.
PRAISING UNSUNG HEROES
Rizack emphasizes the profound effect a good logistics process has on an organization and says it’s something that often goes unrecognized. ODW is helping Oral Essentials develop new distribution strategies that will get products to customers faster, using the least fuel, and at the lowest overall cost, for example.
“You’re only as good as your weakest link. You can say how great your sales team is because they got you into Whole Foods, or your packaging team because of the beautiful package,” Rizack explains. “But the person who never gets credit is the guy who gets [the product] in the box and gets it to the retailer. If that doesn’t happen, everything else that everyone has done is a waste of time. I can’t emphasize enough how important your logistics team is. They don’t get the credit they deserve.”
A move by federal regulators to reinforce requirements for broker transparency in freight transactions is stirring debate among transportation groups, after the Federal Motor Carrier Safety Administration (FMCSA) published a “notice of proposed rulemaking” this week.
According to FMCSA, its draft rule would strive to make broker transparency more common, requiring greater sharing of the material information necessary for transportation industry parties to make informed business decisions and to support the efficient resolution of disputes.
The proposed rule titled “Transparency in Property Broker Transactions” would address what FMCSA calls the lack of access to information among shippers and motor carriers that can impact the fairness and efficiency of the transportation system, and would reframe broker transparency as a regulatory duty imposed on brokers, with the goal of deterring non-compliance. Specifically, the move would require brokers to keep electronic records, and require brokers to provide transaction records to motor carriers and shippers upon request and within 48 hours of that request.
Under federal regulatory processes, public comments on the move are due by January 21, 2025. However, transportation groups are not waiting on the sidelines to voice their opinions.
According to the Transportation Intermediaries Association (TIA), an industry group representing the third-party logistics (3PL) industry, the potential rule is “misguided overreach” that fails to address the more pressing issue of freight fraud. In TIA’s view, broker transparency regulation is “obsolete and un-American,” and has no place in today’s “highly transparent” marketplace. “This proposal represents a misguided focus on outdated and unnecessary regulations rather than tackling issues that genuinely threaten the safety and efficiency of our nation’s supply chains,” TIA said.
But trucker trade group the Owner-Operator Independent Drivers Association (OOIDA) welcomed the proposed rule, which it said would ensure that brokers finally play by the rules. “We appreciate that FMCSA incorporated input from our petition, including a requirement to make records available electronically and emphasizing that brokers have a duty to comply with regulations. As FMCSA noted, broker transparency is necessary for a fair, efficient transportation system, and is especially important to help carriers defend themselves against alleged claims on a shipment,” OOIDA President Todd Spencer said in a statement.
Additional pushback came from the Small Business in Transportation Coalition (SBTC), a network of transportation professionals in small business, which said the potential rule didn’t go far enough. “This is too little too late and is disappointing. It preserves the status quo, which caters to Big Broker & TIA. There is no question now that FMCSA has been captured by Big Broker. Truckers and carriers must now come out in droves and file comments in full force against this starting tomorrow,” SBTC executive director James Lamb said in a LinkedIn post.
The “series B” funding round was financed by an unnamed “strategic customer” as well as Teradyne Robotics Ventures, Toyota Ventures, Ranpak, Third Kind Venture Capital, One Madison Group, Hyperplane, Catapult Ventures, and others.
The fresh backing comes as Massachusetts-based Pickle reported a spate of third quarter orders, saying that six customers placed orders for over 30 production robots to deploy in the first half of 2025. The new orders include pilot conversions, existing customer expansions, and new customer adoption.
“Pickle is hitting its strides delivering innovation, development, commercial traction, and customer satisfaction. The company is building groundbreaking technology while executing on essential recurring parts of a successful business like field service and manufacturing management,” Omar Asali, Pickle board member and CEO of investor Ranpak, said in a release.
According to Pickle, its truck-unloading robot applies “Physical AI” technology to one of the most labor-intensive, physically demanding, and highest turnover work areas in logistics operations. The platform combines a powerful vision system with generative AI foundation models trained on millions of data points from real logistics and warehouse operations that enable Pickle’s robotic hardware platform to perform physical work at human-scale or better, the company says.
Bloomington, Indiana-based FTR said its Trucking Conditions Index declined in September to -2.47 from -1.39 in August as weakness in the principal freight dynamics – freight rates, utilization, and volume – offset lower fuel costs and slightly less unfavorable financing costs.
Those negative numbers are nothing new—the TCI has been positive only twice – in May and June of this year – since April 2022, but the group’s current forecast still envisions consistently positive readings through at least a two-year forecast horizon.
“Aside from a near-term boost mostly related to falling diesel prices, we have not changed our Trucking Conditions Index forecast significantly in the wake of the election,” Avery Vise, FTR’s vice president of trucking, said in a release. “The outlook continues to be more favorable for carriers than what they have experienced for well over two years. Our analysis indicates gradual but steadily rising capacity utilization leading to stronger freight rates in 2025.”
But FTR said its forecast remains unchanged. “Just like everyone else, we’ll be watching closely to see exactly what trade and other economic policies are implemented and over what time frame. Some freight disruptions are likely due to tariffs and other factors, but it is not yet clear that those actions will do more than shift the timing of activity,” Vise said.
The TCI tracks the changes representing five major conditions in the U.S. truck market: freight volumes, freight rates, fleet capacity, fuel prices, and financing costs. Combined into a single index indicating the industry’s overall health, a positive score represents good, optimistic conditions while a negative score shows the inverse.
Specifically, the new global average robot density has reached a record 162 units per 10,000 employees in 2023, which is more than double the mark of 74 units measured seven years ago.
Broken into geographical regions, the European Union has a robot density of 219 units per 10,000 employees, an increase of 5.2%, with Germany, Sweden, Denmark and Slovenia in the global top ten. Next, North America’s robot density is 197 units per 10,000 employees – up 4.2%. And Asia has a robot density of 182 units per 10,000 persons employed in manufacturing - an increase of 7.6%. The economies of Korea, Singapore, mainland China and Japan are among the top ten most automated countries.
Broken into individual countries, the U.S. ranked in 10th place in 2023, with a robot density of 295 units. Higher up on the list, the top five are:
The Republic of Korea, with 1,012 robot units, showing a 5% increase on average each year since 2018 thanks to its strong electronics and automotive industries.
Singapore had 770 robot units, in part because it is a small country with a very low number of employees in the manufacturing industry, so it can reach a high robot density with a relatively small operational stock.
China took third place in 2023, surpassing Germany and Japan with a mark of 470 robot units as the nation has managed to double its robot density within four years.
Germany ranks fourth with 429 robot units for a 5% CAGR since 2018.
Japan is in fifth place with 419 robot units, showing growth of 7% on average each year from 2018 to 2023.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."