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.”
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.