Maritime operators adjust to uncertainty as capacity/pricing pendulum starts to shift
Containership lines racked up record profits in 2021. Entering the second half of 2022, protecting those margins is job one, but as demand eases, a softer market may have other ideas. For the nation’s ports, congestion once again may raise its ugly head as the 2022 peak season swings into full gear.
Gary Frantz is a contributing editor for DC Velocity and its sister publication CSCMP's Supply Chain Quarterly, and a veteran communications executive with more than 30 years of experience in the transportation and logistics industries. He's served as communications director and strategic media relations counselor for companies including XPO Logistics, Con-way, Menlo Logistics, GT Nexus, Circle International Group, and Consolidated Freightways. Gary is currently principal of GNF Communications LLC, a consultancy providing freelance writing, editorial and media strategy services. He's a proud graduate of the Journalism program at California State University–Chico.
One of the lessons that ocean containership operators have learned very well, after pre-Covid years of slack profits, is the importance of aggressively managing capacity—on a weekly, if not daily, basis. By one industry estimate, that focus, coupled with two years of Covid– and e-commerce–fueled volumes, helped the world’s major containership lines generate more profits in the past two years than in the previous 20 years combined.
Moving into the second half of 2022, that focus remains as intense as ever, particularly in the face of rising bunker fuel costs, persistent inflation that’s driving up other expenses, and a demand cycle where capacity is slowly loosening and beginning to swing pricing power back to the shipper.
“It’s a murky picture,” says Lars Jensen, principal at consulting firm Vespucci Maritime. “It does look like the market is softening. The [ship] alliances are very good at managing capacity. I expect they will try and do the same if the market takes a major downturn in demand.” Nevertheless, Jensen adds, “If we were to have a major surge of cargo out of Shanghai, that would lead to upward pressure on rates. China still has a zero-Covid policy, so there is no guarantee that China will remain open; we may still see some shutdowns.”
He notes as well that the makeup of providers working the Pacific trades has changed from what it was a couple of years ago, which likely will influence available capacity—and pricing. “What is different [today] is that we have seen the introduction of a large number of non-alliance carriers coming into the market, with mostly smaller vessels,” he observes. “That’s 30% of overall capacity that’s operating outside of the services provided by the alliances themselves.”
That’s an X factor that could affect rates and the alliances’ ability to blunt the impact of weak demand through blank (canceled) sailings, he notes. In a softening market, “the newcomers will keep those ships going; these are smaller vessels taken on at expensive charter rates. If a downturn occurs, we will see those carriers reducing rates to keep their ships full” while still trying to eke out a profit, he says.
Those on-the-water vessel dynamics add a fresh layer of unpredictability for shippers to manage. Add to that ongoing portside issues, which are exacerbating the overall situation. The amount of time containers are dwelling excessively at ports (typically nine to 10 days or more) is rising again at West Coast ports after moderating in the spring. Delays and congestion at intermodal rail yards, due to lack of equipment and crews, are again a factor.
Warehouses that remain full and can’t get enough workers are still contributing to overall supply chain backups. Drayage resources to move containers to and from the ports remain a challenge as chassis sit in warehouse parking lots with containers waiting to be unloaded. And trucking resources, while seeing some easing of demand (and spot rates sliding in the truckload market) and absorbing higher operating costs, are still holding onto much of their earlier pricing gains.
PORTS GEAR UP FOR THE PEAK
In the meantime, the nation’s ports are preparing for the onslaught as peak season gets underway. The ports of Long Beach and Los Angeles are the gateway for some 35% to 40% of seaborne containerized cargo coming into the U.S. Long Beach also is the top port for containerized U.S. exports. Mario Cordero, executive director at the Port of Long Beach, says June volumes at the port reached 835,412 TEUs (twenty-foot equivalent units), up 15.3% from the same month last year and surpassing the previous record set in June 2018. For the first half of 2022, the port moved 5,007,778 TEUs, up 5.3% from the same period last year. The second quarter also was the port’s best quarter overall, with 2,547,119 TEUs moved from April 1 to June 30, breaking the previous record set during this year’s first quarter.
He’s encouraged by progress getting ships through the port. The number of vessels waiting in San Pedro Bay, as high as 109 in January, had been worked down to 18 in July.
Long-dwelling containers at both the Long Beach and Los Angeles ports had declined by about 25% compared to last October. Yet Cordero notes that the number of excessively delayed containers is again on the rise. As of mid-July, there were nearly 29,000 containers dwelling at Long Beach nine days or more, an increase of 9% from October 2021. That’s a troublesome trend with the next surge just over the horizon as peak season moves into full swing.
On the rail side it’s worse. “Lack of rail capacity is impacting the movement of IPI [inland point intermodal] cargo, those containers earmarked to move by rail,” he says. “That’s a primary concern. The average dwell time is up to about 10 days for a rail container.” Further exacerbating the situation, in late July, both the BNSF Railway and Union Pacific took the extra step of temporarily restricting the number of containers being loaded out on rail from Long Beach and Los Angeles, causing more container backups at the ports.
The port now operates, on average, 16 hours per day during the workweek and has added some weekend and early morning gate hours. In September last year, one terminal started piloting an early morning program, opening from 3 a.m. to 8 a.m. It’s seen some uptake, but better utilization depends on drayage companies doing more to work these operating hours into their contracts and cargo owners being open at warehouses in early morning hours to accept the freight, Cordero says.
Nevertheless, Cordero is optimistic about the remainder of the year. Southern California’s ports move some 20 million containers annually, “and one thing we know for sure is that number is not going to get any smaller,” he says.
Likewise, the Port of Virginia at Norfolk expects trade to remain strong for the next couple of months. May was the best month in the port’s history, with nearly 340,000 TEUs processed. For its 2022 fiscal year ended June 30, the port handled a record-setting 3.7 million TEUs, an increase of nearly 15% compared with fiscal year 2021. “Like everyone else, we are reading about inflationary pressures and how all these impact shipping,” says the port’s spokesman, Joe Harris. “We really focus on what we can control, and that’s how we are performing at our terminals,” he says.
He notes that among other advantages, the port owns its own chassis pool, in which it continues to invest. The port planned to add 600 new chassis a month from June through September, which will bring the total pool to some 16,000 chassis. “When we finish the renewal program, the average unit in the chassis pool will be 3.5 years old,” Harris said.
In May, the port commissioned two new ship-to-shore cranes at Norfolk, increasing lift capacity by some 200,000 units annually, and added 15 new shuttle trucks. Operationally, Harris notes that yard density is in the 70% range, depending on the volume being handled; ships typically are turned in 12 to 16 hours (depending on the volume to be handled), and turn times for drayage drivers “are best in class, less than 40 minutes.”
DESPITE CONGESTION CONCERNS, A BRIGHT OUTLOOK
The Port of Oakland also expects the remainder of the year to be strong, according to Maritime Director Bryan Brandes. “Our outlook is very bright. We did have some congestion issues and some services that bypassed Oakland for a time, but services [calls on Oakland by ship lines] are being restored,” he notes, adding that new entrants are adding Oakland to their strings while some existing ship-line customers are launching additional services.
And while ship lines are, in Brandes’ view, currently doing a good job managing capacity and keeping rates stable, the market has always been cyclical in nature. “My opinion is that the current environment [high rates and record profitability of ship lines] is short-lived. Liner costs are significantly higher. I expect [the market] will balance out over time.”
The biggest challenge for shippers? Outside of securing reliable capacity at reasonable rates, it’s the impact of continued congestion at ports and on the water, Brandes says, noting that ports are stepping up to the challenge. “We are working proactively with the ship lines, terminals, and truckers to reduce container dwell [times],” he notes. “We’ve adjusted free time at the terminals and made tariff changes to incent faster movement of containers.” He believes as well that the port will see a consistent supply of vessels throughout the year. He adds that many of the BCOs (beneficial cargo owners) he has spoken with say they are spreading out their volumes over the remainder of the year “so they won’t get caught short in peak.”
A “STAGGERING” INCREASE
Beth Rooney, recently promoted to the top job of director, port department, for the Port Authority of New York & New Jersey, said in a recent press briefing that the port today is handling a full 33% more containers than in the same, pre-Covid period in 2019. “That staggering increase … is a picture of what it is that the entire supply chain and all of the various nodes and links are trying to handle and absorb,” she noted. It’s certainly not been without its challenges, she added.
In May, some 107 ships had to wait at anchor for a berth. The average wait time was 4.5 days, up from the year-to-date average of 3.8 days. Container dwell time remains an issue, with some import containers sitting in the terminals two and three times the three- to four-day average. “Empties are piling up at the terminals,” she added. “Ocean carriers are working to reduce the number of empties in the facilities, but it’s not enough and it’s not fast enough.” The port’s trucking partners are sitting with empties with no place to return them, “so the chassis is not available to pick up the next import container,” she said.
One unusual factor Rooney says has likely contributed to the port’s volume growth: shippers rerouting freight from the West Coast out of concern about potential labor disruptions there. Rooney notes that by her staff’s calculation, 6.5% of the port’s growth through May represented cargo rerouted from the West Coast. “When you look at the total import volume growth of 11.5%, that’s a good chunk,” she noted.
Rooney emphasized that the port is moving aggressively to address the challenges. Weekly meetings with terminal operators and the New York Shipping Association focus on matters of fluidity and capacity, safety, and security. Terminal practices that are having positive results are identified and shared. And the port is getting creative in finding off-terminal space for empty containers. One new empty container depot was created by relocating automobiles formerly stored there. Another was developed by consolidating multiple areas where commodities were staged into one, freeing up more space for empties.
Ship lines have added more empty loaders as well, with 13 coming into service through May. “It’s a concerted effort by ocean carriers to evacuate the empties, but they need to do more,” she says. Additionally, Rooney and her team have successfully convinced some of the ship lines to do more load balancing. Under this practice, for example, “if a ship line takes off 1,000 (loaded import) containers, it will put on 1,000 (loaded exports and empties),” she explained, thereby lessening the amount of port space those empties take up.
One area of disappointment: insufficient use of weekend and extended weekday gate hours. “About 4.5% of total volume is moved out of the terminals on Saturdays,” Rooney explained. “All that is doing is taking a little bite out of the activity that would normally be handled on Monday.” The additional gate hours not fully utilized are “an opportunity for improvement, a great one,” she stressed. “We need to see all the hours the terminals are providing used and used consistently,” she notes.
PULLING OUT ALL THE STOPS
What can shippers do to survive and compete in these unsettling times? “Be prepared to change your script” in terms of process, practice, and working with suppliers and customers, advises Nicholas Najjar, director of transportation and distribution planning for dairy products cooperative Land O’Lakes.
“We’ve pulled out all the stops to see where we have success,” he says. “Everything is moving so fluidly, you have to stay on top of it daily.” Najjar and his team have rewritten processes, adopted new tactics, taken over some activities once done by their forwarders and customers, and offloaded others to those partners with an eye toward more collaborative, efficient, and timely execution.
Nevertheless, even in a disrupted market, Najjar still adheres strongly to a shipper-of-choice mentality. “We have always embraced a strategy that we will move with the market. We want our contracts to be in line with the market, and we will hold to our commitments with our strategic partners, using the spot market to handle variability.
“We may reset with more frequency, but that will not impact our mix, our focus on shipper-of-choice fundamentals,” he adds. “All those values will remain regardless of where we are in the market cycle.”
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.