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.
When it comes to advances in material handling equipment, storage racking is probably the last category that comes to mind. But experts would challenge that notion in light of today’s modern warehouses and distribution centers, which require diverse storage solutions that can meet varied picking requirements and function alongside a growing array of robotic and automated systems. Such changes are creating the need for innovative storage solutions that can seamlessly integrate with automated technologies and contribute to the primary objective of the modern warehouse: faster throughput and more efficient operations.
To that end, rack manufacturers are taking this warehouse staple to the next level with flexible designs that can accommodate shifting needs. Increasingly, rack manufacturers are designing scalable solutions that combine standard pallet rack with products such as pallet flow rack, carton or case flow rack, and automated storage and retrieval systems (AS/RS)—all under the same roof. Here’s how.
IT ALL STARTS WITH A PALLET
Pallet rack is the most common form of storage in warehouses and DCs, and it serves as the starting point for most modern systems, according to experts at rack manufacturing companySteel King.
“Everyone’s pallets need to sleep somewhere at night,” explains Raymond Weber, regional sales manager for Steel King. “Pallet rack is the place to start. And it can be configured to handle numerous items.”
Those pallets of product are often broken up into smaller units—boxes, cartons, and single items—to fill orders. To accommodate those demands, a system designer will often start with pallet racking and then add other types of racking based on the customer’s applications and workflow. Pharmaceutical and health-care industries provide a good example. Customers in those sectors rely on a first-in, first-out (FIFO) system—which means that products produced or acquired first are sold first, due to the expiration dates on medicines and drugs. This often calls for a pallet flow racking system, which is a high-density storage solution in which pallets are loaded from the rear of the system and move forward along a pitched track of wheels. Systems can be configured to handle pallets just a few layers deep or scaled up, depending on the facility’s needs. When a pallet is removed from the system, the remaining loads roll forward.
Pallet flow racking not only helps condense storage by eliminating aisles in a warehouse but also creates a natural FIFO system. And it can be converted to carton or case flow, in which smaller units flow through the system in essentially the same way, Weber explains. He says combining such systems under one roof is increasingly common in today’s warehouses and DCs.
“[It may be that] 80% to 90% of a warehouse is for bulk pallet storage, but then you get into some areas of pallet flow and some areas of ‘eaches’ [single-item picks],” he says. “You start with this massive warehouse full of everything, and you need to go from pallet to case to individual [item].”
John Clark, Steel King’s director of marketing, agrees, and adds that the ability to change or alter a system is important as well.
“You have to consider, if you put up pallet racking, how easy is it to convert pallet storage to case storage in your operation?” he says, noting that many warehouses are dealing with a larger volume of smaller orders these days, thanks to accelerating e-commerce activity and the need to serve a wider array of customers. “Facilities need the flexibility to handle all that.”
Weber points to health-care companyMedline, a Steel King customer, as an example. The manufacturer and distributor of medical and surgical supplies sells to institutions, businesses, and consumers and recently built a giant DC that features a variety of racking solutions to accommodate its fulfillment needs.
“You go all the way from full pallet loads [down to single items], where they can actually pick one tube of toothpaste,” Weber explains. “E-commerce has driven so many things. Warehouses used to be 100,000 square feet, 200,000 square feet … Medline just completed a 1 million-square-foot DC in Illinois. We also know that Amazon and Walmart can do over 2 million square feet under one roof. It’s the economy of scale.”
And the trend is here to stay. The market for industrial racking systems is set to grow to $16 billion by 2029 from $11 billion in 2022, a roughly 6% compound annual growth rate, according to alate 2022 report from research firm Fortune Business Insights. Global demand for more modern warehouse space that can accommodate increasing e-commerce volumes is a driving force, according to the research.
AND THEN, ADD TECHNOLOGY
In addition to being called upon to create systems that include a wider variety of storage solutions, rack manufacturers are also being challenged to integrate those systems with a growing array of robotic technologies on the warehouse floor. That includes creating traditional systems that form the backbone of the warehouse and “feed” the automated equipment as well as those that work alongside it.
“People have to take into account [that] in order for an automated section of a facility to work, the areas upstream and downstream have to have their houses in order,” Clark explains. “It’s an ‘islands of automation’ approach, but you have to have bridges to make it work.”
Weber points to today’s larger facilities to illustrate the point.
“In years past, warehouses were 25 feet tall, and forklifts only reached four or five [levels] high,” he says. “Now, we’ve done projects where the rack supports the building. It could be 125 feet tall inside, with automated cranes.”
Such an operation calls for higher rack tolerances to withstand the required support for the building as well as the interaction with cranes, he says.
Chris Williamson, vice president of rack manufacturerUnarco, points to the integration with AS/RS technology as a common design requirement—especially in pharmaceutical facilities. Unarco supplies racking for both unit-load AS/RS, which are large systems that store pallets, and mini-load systems, which are smaller and can move vials and bottles stored in totes or trays. A systems integrator will combine the racking with automated equipment that moves the pallets, totes, or trays into and out of storage. He says the automated systems have been used in European pharmaceutical warehouses for years and are now more common in the United States.
“This sector has picked up a lot of steam,” Williamson says, pointing to the need for increased efficiency as the main driver. He notes that there’s growing pressure on operations using pallet racks to find ways to automate the movement of materials and free up workers for more value-added tasks, such as picking. “Everyone is looking for a better way to do things. At this point, it’s all about the lack of available labor and finding a more efficient way to get [products] from point A to point B.”
TheFortune Business Insights research supports those points, noting that end-users’ need to optimize storage space, speed throughput, and address labor challenges will be a prime driver of industrial rack industry growth over the next six years.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
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."