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.
To say that retailers are facing unprecedented challenges might be an understatement. After surviving the pandemic shutdowns, retailers met the challenge of surging consumer demand only to run up against a whole new set of obstacles: supply chain disruptions; runaway inflation; skyrocketing fuel and transportation costs; new, highly contagious strains of Covid; and a looming economic recession. All of this comes at a time when they are entering peak season. Many have stocked up on merchandise already, but are they the right products?
For some answers, we turned to Zac Rogers, an assistant professor of operations and supply chain management at Colorado State University. His primary research interests include the financial impact of supply chain sustainability, emerging logistics technologies, supply chain cybersecurity, and purchasing and logistics issues. He is also a researcher and co-author of the monthly Logistics Managers’ Index (LMI) report, which tracks trends and developments in the industry.
Rogers earned his B.S. and MBA degrees at the University of Nevada, Reno, and his Ph.D. in supply chain management from Arizona State University. He recently spoke with DC Velocity Group Editorial Director David Maloney.
Q: We have seen how even the smallest disruption can ripple throughout our supply chains, leading to shortages and delays. There are so many things that could potentially go wrong this peak season. What do you think is going to happen?
A: Yes, we are in a funny place going into peak season. We have seen inventories climb at an unprecedented rate over the last six months. What that really has to do with is the fact that supply chains are so long-tailed—longer tailed now than they really should be because of things like shutdowns at Shanghai, congestion at ports, and overcrowded warehouses. Everything is moving more slowly. What I keep hearing from folks is that whatever your normal leadtimes are, you can expect them to essentially triple—so that what would typically take 90 days to produce now takes 270 days. These are really long leadtimes, and the inventories that we see now reflect an economy that no longer exists. They reflect the economy of 2021, when we had really hot consumer spending.
Q: Prices are high, and we’re seeing record inflation. What are retailers’ expectations this holiday season with such high inventories? Will consumers see many pre-holiday sales as a result?
A: Yes, I think there will be some sales.
The other thing, ironically, is that we already have some holiday inventories, as some of the things that arrived here in February and March were supposed to get here last November in time for the 2021 holiday selling season. Some companies actually held onto winter coats or apparel. We are already seeing some pretty aggressive selldowns at some retailers.
Another thing that often gets lost in the discussion is that a lot of the inventory we have isn’t ready to go. It is “work in process” inventory. For instance, there was a Wall Street Journal article about GM in the first week of July that talked about 95,000 units that weren’t going to be delivered on time. There is a lot of inventory like that, and it represents a significant investment. We are seeing a similar bottleneck with lithium batteries and things like that that tend to come from Russia and Ukraine. So, we have a lot of inventory that is not even sellable.
Q: What kinds of goods will consumers look to purchase this holiday season? Are we looking at durable goods, consumables, or entertainment and escapism as we have in the past couple of years?
A: I think entertainment and escapism will be a big piece of it. If you look at spending on services relative to durable goods, it has really shifted toward services in the last few months, partially because the lockdown is over. People can go on vacations. They can go to sporting events, concerts, and movies.
I would also anticipate some demand for electronics. People had a really hard time getting laptops, phones, and videogame systems during the last few years because of the semiconductor shortage.
Q: Although we want to be done with Covid, Covid is not done with us, and we could see more surges and shutdowns in places like China. What effect would shutdowns have on peak season?
A: Well, it would be pretty tough if we had another shutdown in China. I don’t really think we’re going to see widescale shutdowns in the United States partly because of the midterm elections this fall—I just don’t think that anyone is going to want to be the “shutdown guy,” honestly. With China, we have already had huge disruptions, and, honestly, we haven’t really seen the tail end of the spring 2022 shutdowns yet. We were still feeling the aftereffects of the 2020 shutdowns at the end of 2021, and then we pivoted right into more shutdowns in early 2022 in China. It is going to take us a while to work through those.
One of the things that have become clear over the last year is that supply chains are not something you can just turn on and off quickly. They take a long time to get moving again. When I used to work in a warehouse, everyone would go to lunch for a half hour, and once everybody got back, it still took 20 to 30 minutes for things to get moving again because you need goods flowing through the process. It’s the same with supply chains. It takes a while for them to get turned back on, and the sort of “stop, start, stop, start” pattern we’ve seen is terrible for us. If we keep seeing that, then we are going to continue to have big disruptions.
Q: Speaking of warehouses, the industry is still struggling with a severe labor shortage as peak season gets underway and the amount of inventory that needs to be shipped out starts to grow. What do you foresee for the labor situation, and is that going to present problems with delivering goods on time?
A: You are absolutely right about inventories. In our Logistics Managers’ Index (LMI) “inventory level” metric, we were in the 70s for five of the first six months of 2022. Anything above 70 we would consider to be significant rates of growth because anything over 50 indicates expansion. Once you hit 70, you are really seeing a high level of growth. Before 2022, I think we were only in the 70s with inventory twice. It is moving really, really quickly.
That is also reflected in our “warehousing capacity” metric. With warehouse capacity, we have the same rules—anything over 50 indicates expansion and anything under 50 is contraction. We have been in the 30s or 40s now every single month since September of 2020. For almost two years, we have seen pretty significant rates of contraction in available space. That is due to the shift of warehouses, even though there are so many more warehouses now.
If you look at the warehouse absorption from 2021, a plurality of that was warehouses smaller than 100,000 square feet. Those tend to be urban warehouses. That is something that I think is often missed in discussions about warehouse labor issues. Yes, we have more warehouses than we’ve ever had, and there is more inventory moving through them, and it is more stressful than it has ever been, but they are also in a different place geographically. They are tending to go toward places where wages are higher.
Adding to that, the cost of living is rising at the fastest rate in 40 years. That is one of the things that are really driving the push toward automation in warehouses. We are seeing a huge boom in demand right now for fulfillment automation, any sort of robotic systems that can help supplement labor.
Q: Let’s take a moment to talk about trucking and the freight markets. CSCMP’s latest “State of Logistics Report” predicts a slowdown in these markets. We’ve even heard from some quarters that there may be a truck market collapse because of a buildup of capacity that now may not be needed. What is the near-term outlook for trucking and freight?
A: Well, peak season will be a godsend for some of the players—especially the smaller truckers. I know a lot of people are saying that 2022 might be like 2019, when we saw a virtual wipeout of the trucking industry. We had 3,000 carriers go out of business in 2019 and 2020. I don’t know that it’s going to be that severe, and there are a couple of reasons for that.
In 2017 and 2018, the economy was hot, and we had these huge orders for big Class 8 trucks. Plus, going into 2019, we essentially had an unlimited capacity to overbuild. We also had big orders for Class 8 trucks in 2020 and 2021. The difference is that because of the semiconductor bottleneck, we weren’t able to produce trucks nearly as fast as we wanted to. In some ways, the semiconductor shortage saved the trucking industry from itself.
As for transportation capacity, we tracked that metric in the Logistics Managers’ Index and again, any number over 50 indicates growth and anything under 50 indicates contraction. We had contraction in transportation capacity from July 2020 to March 2022, and then after March 2022, the diesel [price] shock happened and suddenly, capacity went positive. What is interesting, though, is that in June, capacity growth was lower than it was in May. So, the rate of growth was slowing down—to 61 in June. If you compare that to 2019, we are still not even close. In 2019, we saw the transportation capacity growth rate number go as high as 72, which indicated really significant rates of growth.
And then pivoting over to the metric of price for transportation: I think in June, we got down to 61.3 for transportation price, which is important because transportation rate growth is now lower than capacity, and when that happens, it usually means that something is going on economically.
As for what’s ahead, I do anticipate a lot of pain for smaller carriers. I think in the last week of June, the spread between wholesale and retail prices for diesel was about 73 cents per gallon. Smaller carriers don’t have the volume to buy diesel at wholesale prices. Their costs are much higher than big fleets’ costs. Also, the big fleets saved a ton of cash over the last two years because times were so good, they were able to put cash away. We are already seeing the big players start to absorb many of these smaller owner-operators. It is just not a level playing field.
Q: How do the higher fuel prices, capacity issues, and other factors affect shippers?
A: Every month we ask our respondents to do a future prediction: What do you think is going to happen across all of our different metrics? It is interesting. Over the next 12 months, our respondents predicted a growth rate of 59.6, so about 60 for transportation price, and that represents moderate, steady growth. This is the type of growth that we would consider sustainable. What that tells us is that prices are going to continue to go up, but at a mild and sustainable pace—one that won’t have us pulling our hair out the way we have for the last two years. In some ways, it could be sort of a relief.
Now, that growth rate probably reflects a move toward more contract carriers and less spot-market stuff, which again is harder for the little guys in the margins who are really relying on spot markets. But for the industry as a whole, what it seems like is that we are moving back toward equilibrium.
Q: How will rising interest rates affect our peak season?
A: I think some people have been hoping the Fed will ride in to save the day with inflation, but there is a great new tool out from the San Francisco Federal Reserve that individually tracks demand-driven and supply-driven inflation and helps to explain what’s going on. Supply-driven inflation is when price is going up really quickly, but supply is not going up quickly, like oil. Demand-driven inflation is when price goes up but then supply goes up, like apparel or footwear. If you look at the last three or four months, the vast majority of the inflation right now is coming from the supply side. It’s not that prices are just going up because consumers are spending money like crazy. Prices are going up because there is not enough supply to meet demand.
Now, back in March, April, and May of 2021, it was very much demand-driven. That was right when the stimulus checks came out, and the inflation we saw in early 2021 was really the result of consumers spending money on elastic goods.
The drivers that we’re seeing now are fuel and groceries. It is really the headline inflation that is supply-driven. People are not going to stop buying gas or food, so if the Fed raises interest rates, there will be some demand destruction, but it is going to be demand destruction of the things that weren’t really driving inflation anyway. That will make it even more difficult, I think, for companies to run down their inventories as quickly as they’d like because those goods sitting in inventory would be demand-driven goods that are being targeted by the Fed.
What happens when your warehouse technology upgrade turns into a complete process overhaul? That may sound like a headache to some, but for leaders at paper crafting company Stampin’ Up! it’s been a golden opportunity—especially when it comes to boosting productivity. The Utah-based direct marketing company has increased its average pick rate by more than 70% in the past year and a half. And it’s all due to a warehouse management system (WMS) implementation that opened the door to process changes and new technologies that are speeding its high-velocity, high-SKU (stock-keeping unit) order fulfillment operations.
The bottom line: Stampin’ Up! is filling orders faster than ever before, with less manpower, since it shifted to an easy-to-use voice picking system that makes adapting to seasonal product changes and promotions a piece of cake. Here’s how.
FACING UP TO CHANGE
Stampin’ Up!’s business increased rapidly in 2020, when pandemic-era lockdowns sparked a surge in online orders for its crafting and scrapbooking supplies—everything from rubber stamps to specialty papers, ink, and embellishments needed for home-based projects. At around the same time, company leaders learned that the WMS in use at its main distribution center (DC) in Riverton, Utah, was nearing its end-of-life and would have to be replaced. That process set in motion a series of changes that would upend the way Stampin’ Up! picked items and filled orders, setting the company on a path toward continuous improvement.
“We began a process to replace the WMS, with no intent to do anything else,” explains Rich Bushell, the company’s director of global distribution services. “But when we started to investigate a new WMS, we began to look at the larger picture. We saw problems within our [picking] system. Really, they were problems with our processes.”
Stampin’ Up! had hired global supply chain consulting firm Argon & Co. to help with the WMS selection and implementation, and it was that process that sparked the change. Argon & Co. Partner Steve Mulaik, who worked on the project, says it quickly became clear that Stampin’ Up!’s zone-based pick-and-pass fulfillment process wasn’t working well—primarily because pickers spent a lot of idle time waiting for the next order. Under the old system, which used pick-to-light technology, workers stood in their respective zones and made picks only from their assigned location; when it came time for a pick, the system directed them where to make that pick via indicator lights on storage shelves. The workers placed the picked items directly into shipping boxes that would be passed to the next zone via conveyor.
“The business problem here was that they had a system that didn’t work reliably,” Mulaik explains. “And there were periods when [workers] would have nothing to do. The workload was not balanced.”
This was less than ideal for a DC facing accelerating demand for multi-item orders—a typical Stampin’ Up! order contains 17 to 21 items per box, according to Bushell. In a bid to make the picking process more flexible, Mulaik suggested eliminating the zones altogether and changing the workflow. Ultimately, that would mean replacing the pick-to-light system and revamping the pick-and-pass process with a protocol that would keep workers moving and orders flowing consistently.
“We changed the whole process, building on some academic work from Georgia Tech along with how you communicate with the system,” Mulaik explains. “Together, that has really resulted in the significant change in productivity that they’ve seen.”
RIGHTING THE SHIP
The Riverton DC’s new solution combines voice picking technology with a whole new process known as “bucket brigade” picking. A bucket brigade helps distribute work more evenly among pickers in a DC: Pickers still work in a production-line fashion, picking items into bins or boxes and then sending the bins down the line via conveyor. But rather than stop and wait for the next order to come to them, pickers continue to work by walking up to the next person on the line and taking over that person’s assignment; the worker who is overtaken does the same, creating a process in which pickers are constantly filling orders and no one is picking from the same location.
Stampin’ Up! doesn’t follow the bucket brigade process precisely but has instead developed its own variation the company calls “leapfrog.” Instead of taking the next person’s work, pickers will move up the line to the next open order after completing a task—“leapfrogging” over the other pickers in the line to keep the process moving.
“We’re moving to the work,” Bushell explains. “If your boxes are full and you push them [down the line], you just move to the open work. The idea is that it takes the zones away; you move to where the next pick is.”
The voice piece increases the operation’s flexibility and directs the leapfrog process. Voice-directed picking allows pickers to listen to commands and respond verbally via a headset and handheld device. All commands filter through the headset, freeing the worker’s eyes and hands for picking tasks. Stampin’ Up! uses voice technology from AccuSpeechMobile with a combination of company-issued Android devices and Bluetooth headsets, although employees can use their own Bluetooth headsets or earbuds if they wish.
Mulaik and Bushell say the simplicity of the AccuSpeechMobile system was a game-changer for this project. The device-based system requires no voice server or middleware and no changes to a customer’s back-end systems in order to operate. It uses “screen scrape” technology, a process that allows the collection of large volumes of data quickly. Essentially, the program translates textual information from the device into audible commands telling associates what to pick. Workers then respond verbally, confirming the pick.
“AccuSpeech takes what the [WMS] says and then says it in your ear,” Bushell explains. “The key to the device is having all the data needed to make the pick shown on the screen. However, the picker should never—or rarely—need to look at the screen [because] the voice tells them the info and the commands are set up to repeat if prompted. This helps increase speed.
“The voice piece really ties everything together and makes our system more efficient.”
And about that system: Stampin’ Up! chose a WMS from technology provider QSSI, which directs all the work in the DC. And the conveyor systems were updated with new equipment and controls—from ABCO Systems and JR Controls—to keep all those orders moving down the line. The company also adopted automated labeling technology and overhauled its slotting procedure—the process of determining the most efficient storage location for its various items—as part of the project.
MISSION ACCOMPLISHED
Productivity improvement in the DC has been the biggest benefit of the project, which was officially completed in the spring of 2023 but continues to bear fruit. Prior to the change, Stampin’ Up! workers averaged 160 picks per hour, per person. That number rose to more than 200 picks per hour within the first few months, according to Bushell, and was up to 276 picks per hour as of this past August—a more than 70% increase.
“We’ve seen some really good gains,” Bushell says, adding that the company has reduced its reliance on both temporary and full-time staff as well, the latter mainly through attrition. “Overall, we’re 20% to 25% down on our labor based on the change …. And it’s because we’re keeping people busy.”
Quality has stayed on par as well, something Bushell says concerned him when switching from the DC’s previous pick-to-light technology.
“You have very good quality with pick-to-light, so we [worried] about opening the door to errors with pick-to-voice because a human is confirming each pick,” he says. “But we average about one error per 3,300 picks. So the quality is really good.”
On top of all that, Bushell says employees are “really happy” with the new system. One reason is that the voice system is easy to learn—so easy, anyone can do it. Stampin’ Up! runs frequent promotions and special offers that create mini spikes in business throughout the year; the new system makes it easy to get the required temporary help up to speed quickly or recruit staff members from other departments to accommodate those spikes.
“We [allocate] three days of training for voice, but it’s really about an hour,” Bushell says, adding that some of the employees from other departments simply enjoy the change of pace and the exercise of working on the “leapfrog” bucket brigade. “I have people that sign up every day to come pick.”
Not only has Stampin’ Up! reduced downtime and expedited the picking of its signature rubber stamps, paper, and crafting supplies, but it’s also blazing a trail in fulfillment that its business partners say could serve as a model for other companies looking to crank up productivity in the DC.
“There are a lot of [companies] that have pick-and-pass systems today, and while those pick-and-pass systems look like they are efficient, those companies may not realize that people are only picking 70% of the time,” Mulaik says. “This is a way to reduce that inactivity significantly.
“If you can get 20% of your productivity back—that’s a big number.”
With its new AutoStore automated storage and retrieval (AS/RS) system, Toyota Material Handling Inc.’s parts distribution center, located at its U.S. headquarters campus in Columbus, Indiana, will be able to store more forklift and other parts and move them more quickly. The new system represents a major step toward achieving TMH’s goal of next-day parts delivery to 98% of its customers in the U.S. and Canada by 2030, said TMH North America President and CEO Brett Wood at the launch event on October 28. The upgrade to the DC was designed, built, and installed through a close collaboration between TMH, AutoStore, and Bastian Solutions, the Toyota-owned material handling automation designer and systems integrator that is a cornerstone of the forklift maker’s Toyota Automated Logistics business unit. The AS/RS is Bastian’s 100th AutoStore installation in North America.
TMH’s AutoStore system deploys 28 energy-efficient robotic shuttles to retrieve and deliver totes from within a vertical storage grid. To expedite processing, artificial intelligence (AI)-enhanced software determines optimal storage locations based on whether parts are high- or low-demand items. The shuttles, each independently controlled and selected based on shortest distance to the stored tote, swiftly deliver the ordered parts to four picking ports. Each port can process up to 175 totes per hour; the company’s initial goal is 150 totes per hour, with room to grow. The AS/RS also eliminates the need for order pickers to walk up to 10 miles per day, saving time, boosting picking accuracy, and improving ergonomics for associates.
The upgrades, which also include a Kardex vertical lift module for parts that are too large for the AS/RS and a spiral conveyor, will more than triple storage capacity, from 40,000 to 128,000 storage positions, making it possible for TMH to increase its parts inventory. Currently the DC stores some 55,000 stock-keeping units (SKUs) and ships an average of $1 million worth of parts per day, reaching 80% of customers by two-day ground delivery. A Sparck Technologies CVP Impack fit-to-size packaging machine speeds packing and shipping and is expected to save up to 20% on the cost of packing materials.
Distribution, manufacturing expansion on the agenda
The Columbus parts DC currently serves all of the U.S. and Canada; inventory consists mostly of Toyota’s own parts as well as some parts for Bastian Solutions and forklift maker The Raymond Corp., which is part of TMH North America. To meet the company’s goal of next-day delivery to virtually all parts customers, TMH is exploring establishing up to five additional parts DCs. All will be TMH-designed, owned, and operated, with varying levels of automation to meet specific needs, said Bret Bruin, vice president, aftermarket sales and operations, in an interview.
Parts distribution is not the only area where TMH is investing in expanded capacity. With demand for electric forklifts continuing to rise, the company recently broke ground for a new factory on the expansive Columbus campus that will benefit both Toyota and Raymond. The two OEMs—which currently have only 5% overlap among their customers—already manufacture certain forklift models and parts for each other, said Wood in an interview. Slated to open in 2026, the $100 million, 295,000-square-foot factory will make electric-powered forklifts. The lineup will include stand-up rider trucks, currently manufactured for both brands by Raymond in Greene, New York. Moving production to Columbus, Wood said, will not only help both OEMs keep up with fast-growing demand for those models, but it will also free up space and personnel in Raymond’s factory to increase production of orderpickers and reach trucks, which it produces for both brands. “We want to build the right trucks in the right place,” Wood said.
Editor's note:This article was revised on November 4 to correct the types of equipment produced in Raymond's factory.
“The latest data continues to show some positive developments for the freight market. However, there remain sequential declines nationwide, and in most regions,” Bobby Holland, U.S. Bank director of freight business analytics, said in a release. “Over the last two quarters, volume and spend contractions have lessened, but we’re waiting for clear evidence that the market has reached the bottom.”
By the numbers, shipments were down 1.9% compared to the previous quarter while spending dropped 1.4%. This was the ninth consecutive quarterly decrease in volume, but the smallest drop in more than a year.
Truck freight conditions varied greatly by region in the third quarter. In the West, spending was up 4.4% over the previous quarter and volume increased 1.1%. Meanwhile, in the Southeast spending declined 3.3% and shipments were down 3.0%.
“It’s a positive sign that spending contracted less than shipments. With diesel fuel prices lower, the fact that pricing didn’t erode more tells me the market is getting healthier,” Bob Costello, senior vice president and chief economist at the American Trucking Associations (ATA), said in the release.
The U.S. Bank Freight Payment Index measures quantitative changes in freight shipments and spend activity based on data from transactions processed through U.S. Bank Freight Payment, which processes more than $42 billion in freight payments annually for shippers and carriers across the U.S. The Index insights are provided to U.S. Bank customers to help them make business decisions and discover new opportunities.
Parcel giant FedEx Corp. is automating its fulfillment flows by investing in the AI robotics and autonomous e-commerce fulfillment technology firm Nimble, and announcing plans to use the San Francisco-based startup’s tech in its own returns network.
The move is significant because FedEx Supply Chain operates at a large scale, running more than 130 warehouse and fulfillment operations in North America and processing 475 million returns annually. According to FedEx, the “strategic alliance” will help to scale up FedEx Fulfillment with Nimble’s “fully autonomous 3PL model.”
“Our strategic alliance and financial investment with Nimble expands our footprint in the e-commerce space, helping to further scale our FedEx Fulfillment offering across North America,” Scott Temple, president, FedEx Supply Chain, said in a release. “Nimble’s cutting-edge AI robotics and autonomous fulfillment systems will help FedEx streamline operations and unlock new opportunities for our customers.”
According to Nimble founder and CEO Simon Kalouche, the collaboration will help enable FedEx to leverage Nimble’s “fast and cost-effective” fulfillment centers, powered by its intelligent general purpose warehouse robots and AI technology.
Nimble says that more than 90% of warehouses today still operate manually with minimal or no robotics, and even those automated warehouses use robots with limited intelligence that are restricted to just a few warehouse functions—primarily storage and retrieval. In contrast, Nimble says its “intelligent general-purpose warehouse robot” is capable of performing all core fulfillment functions including storage and retrieval, picking, packing, and sorting.
For the past seven years, third-party service provider ODW Logistics has provided logistics support for the Pelotonia Ride Weekend, a campaign to raise funds for cancer research at The Ohio State University’s Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute. As in the past, ODW provided inventory management services and transportation for the riders’ bicycles at this year’s event. In all, some 7,000 riders and 3,000 volunteers participated in the ride weekend.
Photo courtesy of Dematic
For the past four years, automated solutions provider Dematic has helped support students pursuing careers in the STEM (science, technology, engineering, and mathematics) fields with its FIRST Scholarship program, conducted in partnership with the corporate nonprofit FIRST (For Inspiration and Recognition of Science and Technology). This year’s scholarship recipients include Aman Amjad of Brookfield, Wisconsin, and Lily Hoopes of Bonney Lake, Washington, who were each awarded $5,000 to support their post-secondary education. Dematic also awarded $1,000 scholarships to another 10 students.
Motive, an artificial intelligence (AI)-powered integrated operations platform, has launched an initiative with PGA Tour pro Jason Day to support the Navy SEAL Foundation (NSF). For every birdie Day makes on tour, Motive will make a contribution to the NSF, which provides support for warriors, veterans, and their families. Fans can contribute to the mission by purchasing a Jason Day Tour Edition hat at https://malbongolf.com/products/m-9189-blk-wht-black-motive-rope-hat.
MTS Logistics Inc., a New York-based freight forwarding and logistics company, raised more than $120,000 for autism awareness and acceptance at its 14th annual Bike Tour with MTS for Autism. All proceeds from the June event were donated to New Jersey-based nonprofit Spectrum Works, which provides job training and opportunities for young adults with autism.