Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
In the race to digitalize their supply chains, many companies are finding they are already well along the path. Their progress is thanks to the rise of cloud computing and its ability to streamline workflows, connect business partners, and offer greater access to business-changing data. The trend is affecting work both inside the warehouse and up and down the supply chain, helping companies get closer to their IT modernization goals—and improving operations along the way.
The cloud computing market has grown rapidly over the past few years—in adoption as well as infrastructure, spending, and development. Worldwide end-user spending on public cloud services—those owned and operated by third-party service providers—is expected to grow 21% this year, up from 19% in 2022, according to Gartner Inc. data released late last year. Those services include everything from software-as-a-service (SaaS) offerings, such as Zoom, to cloud-based platforms, like Amazon Web Services (AWS). The expected increase will bring total end-user spending to about $592 billion in 2023. And although a shaky economy may threaten companies’ IT budgets this year, researchers say the growing popularity of the cloud will preserve it as one of the tech sector’s hottest areas.
“Current inflationary pressures and macroeconomic conditions are having a push and pull effect on cloud spending,” said Sid Nag, vice president analyst at Gartner, in a press release announcing Gartner’s cloud spending forecast. “Cloud computing will continue to be a bastion of safety and innovation, supporting growth during uncertain times due to its agile, elastic, and scalable nature.”
Providers of cloud technologies for supply chain agree, emphasizing their ability to connect workers both on and off site to each other—and to supply chain partners—as a way to increase visibility across business networks. They say those aspects of the cloud help promote safer workplaces and create stronger supply chains. Two cloud technology providers offer pointed examples to make the case.
CREATING A SAFER WORKPLACE
Technology company Matrix develops solutions that improve safety in industrial settings; its latest web-based application harnesses the power of the cloud to help warehouses, distribution centers, and manufacturing plants create safer workplaces by avoiding equipment collisions. The company’s OmniPro Cloud technology connects to its “OmniPro A.I. Collision Avoidance System,” an artificial intelligence (AI)-based forklift-mounted camera system that detects objects in a vehicle’s path to prevent crashes in the warehouse and the yard. The cloud solution provides 24/7 access to software tools, real-time metrics, and analytics used to slice and dice the collision data, giving managers both on and off site access to information they can use to improve workflows, adjust facility layouts, and more, according to Mark Stanton, Matrix’s vice president for industrial business development and sales.
The anti-collision system in itself improves warehouse safety by alerting forklift drivers in time to avert a crash. But as Stanton explains, the cloud-based analytics piece takes the solution further.
“[The cloud] makes that information available to team leaders and management, as and when necessary,” he explains. “It’s all very well having that technology on the fork truck … but management needs to understand what’s going on in that facility [so they can] take action, generate reports, or provide other data that allows the operator, and the facility, to be as safe as possible.”
The cloud system analyzes a wide range of data, including average daily breaches per machine and breach trends over time. It also provides an event graph that includes time-stamped alerts and warning-zone breaches, and can filter data by zone or location as well as by person or piece of equipment. This not only allows managers to track safety and performance but also helps them identify high-risk areas of a facility and pinpoint the most dangerous hours of the day or days of the week. On a financial level, the system’s cloud-based subscription model reduces IT expenses and allows for upgrades with minimal impact on a company’s resources, Stanton notes.
“It’s available to anyone who has authorization to access the system—24/7/365,” Stanton adds. “And whether it’s our system or others, once it’s in the cloud, it can be shared with other systems using APIs [application programming interfaces]. If you start combining different data from different systems, you can get a more holistic view of what’s going on.”
Stanton and others argue that providing that wider view of a workflow, an operation, or even an entire supply chain helps build more efficient, effective processes.
“You can have a very effective WMS [warehouse management system], but there are things happening outside of the WMS that are [keeping it from being] as effective [as it could be],” he says. “If you can take a step back, you can see where those bottlenecks might be.”
MAKING STRONGER CONNECTIONS
Tech firm Systech provides digital identification and traceability software for supply chain applications, a service that’s hard to imagine without the use of the cloud, according to Girish Juneja, Systech’s general manager and senior vice president of its parent company, Dover Corp. Systech’s software solutions provide product traceability from the manufacturing line, through distribution, all the way to the end-user by combining serialization, tracing, and authentication technology that is accessible via a cloud-based application. The solutions have been widely used in the pharmaceutical industry and are also applicable to food, health care, and other industries that rely on product identification and tracking for quality control.
“Increasingly, this need to track product from the first unit of a package [through the entire supply chain] is becoming pervasive,” Juneja says, explaining that doing so requires connecting trading partners—the manufacturer, distributor, third-party logistics service provider (3PL), retailer, and others—via a single technology system. “Many participants in the supply chain don’t ‘live’ on the same system. So if you ask them to be a part of this track-and-trace chain all the way, the only way they can participate … is [through] a cloud-based solution.
“Without the cloud, what we are talking about would be hard to accomplish.”
Juneja describes the system as a trail of “digital crumbs” that creates a transparency among trading partners that can help solve some pretty big supply chain challenges—like the disruptions and product shortages experienced during the height of the Covid-19 pandemic. When all supply chain partners are connected, he explains, it becomes easier to track inventory across an entire network and move it around when demand shifts or problems occur.
“We have seen how big events can disrupt the entire supply chain and have repercussions [that are felt] even after the event is over. We want to solve that through a digital supply chain,” Juneja explains. “What we have seen post-Covid is that there is a higher appreciation of the need to drive transparency in supply chains.”
The bottom line: Greater transparency among trading partners opens the door to better communication, better collaboration, and, ultimately, better decision-making.
“You need to understand the different supply chain events, because if you do, you can impact your business positively,” Juneja says. “Cloud-based digital technologies help make this possible and therefore help improve business—through situations that we’ve seen and others that may come.”
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."
Global trade will see a moderate rebound in 2025, likely growing by 3.6% in volume terms, helped by companies restocking and households renewing purchases of durable goods while reducing spending on services, according to a forecast from trade credit insurer Allianz Trade.
The end of the year for 2024 will also likely be supported by companies rushing to ship goods in anticipation of the higher tariffs likely to be imposed by the coming Trump administration, and other potential disruptions in the coming quarters, the report said.
However, that tailwind for global trade will likely shift to a headwind once the effects of a renewed but contained trade war are felt from the second half of 2025 and in full in 2026. As a result, Allianz Trade has throttled back its predictions, saying that global trade in volume will grow by 2.8% in 2025 (reduced by 0.2 percentage points vs. its previous forecast) and 2.3% in 2026 (reduced by 0.5 percentage points).
The same logic applies to Allianz Trade’s forecast for export prices in U.S. dollars, which the firm has now revised downward to predict growth reaching 2.3% in 2025 (reduced by 1.7 percentage points) and 4.1% in 2026 (reduced by 0.8 percentage points).
In the meantime, the rush to frontload imports into the U.S. is giving freight carriers an early Christmas present. According to Allianz Trade, data released last week showed Chinese exports rising by a robust 6.7% y/y in November. And imports of some consumer goods that have been threatened with a likely 25% tariff under the new Trump administration have outperformed even more, growing by nearly 20% y/y on average between July and September.