Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Despite market skepticism about the much-hyped “industrial metaverse,” that platform has been steadily evolving in recent months, thanks to advances in the underlying technological components that power it, a report from the analyst firm Forrester says.
Defined by the firm as the three-dimensional (3D) experience layer of the Internet, the metaverse is built on blocks like the digital twin, which is a virtual model of a system or network. Digital twin technologies already exist in common commercial form and can be found in deployments throughout supply chains, distribution centers, and demand forecasts.
Likewise, a handful of additional technologies that could support metaverse applications already exist in proven form, such as augmented reality (AR), virtual reality (VR), the Internet of Things (IoT), computer-aided design (CAD), and reality capture (digital scanning).
In Forrester’s view, each of those technologies delivers value on its own, but they have the potential to deliver even more value when combined together. For example, AR can be a good way to get up-to-date IoT data to a service technician out in the field, and reality capture is a good way to scan diagrams and photographs to create a digital twin.
For years, such use-cases have paired only a couple of these technologies at once. But as applications get more complex, combinations of a growing number of individual technologies will be able to create a powerful recipe when mixed together.
Many AI deployments are getting stuck in the planning stages due to a lack of AI skills, governance issues, and insufficient resources, leading 61% of global businesses to scale back their AI investments, according to a study from the analytics and AI provider Qlik.
Philadelphia-based Qlik found a disconnect in the market where 88% of senior decision makers say they feel AI is absolutely essential or very important to achieving success. Despite that support, multiple factors are slowing down or totally blocking those AI projects: a lack of skills to develop AI [23%] or to roll out AI once it’s developed [22%], data governance challenges [23%], budget constraints [21%], and a lack of trusted data for AI to work with [21%].
The numbers come from a survey of 4,200 C-Suite executives and AI decision makers, revealing what is hindering AI progress globally and how to overcome these barriers.
Respondents also said that many stakeholders lack trust in AI technology generally, which holds those projects back. Over a third [37%] of AI decision makers say their senior managers lack trust in AI, 42% feel less senior employees don’t trust the technology., and a fifth [21%] believe their customers don’t trust AI either.
“Business leaders know the value of AI, but they face a multitude of barriers that prevent them from moving from proof of concept to value creating deployment of the technology,” James Fisher, Chief Strategy Officer at Qlik, said in a release. “The first step to creating an AI strategy is to identify a clear use case, with defined goals and measures of success, and use this to identify the skills, resources and data needed to support it at scale. In doing so you start to build trust and win management buy-in to help you succeed.”
Many chief supply chain officers (CSCOs) are focused on reorganizing their supply chains in today’s business climate—but as they do so, they should be careful to avoid common pitfalls that can derail their efforts.
That’s according to recent research from Gartner that identifies critical organizational design mistakes that will prevent supply chain leaders from delivering on business goals.
“Supply chain reorganization is high up on CSCOs’ agendas, yet many are unclear about how organization design outcomes link to business goals,” according to Alan O'Keeffe, senior director analyst in Gartner’s Supply Chain practice.
The research revealed that the most successful projects radically redesign supply chain structure based on distinct organizational needs “while prioritizing balance, strength, and speed as key business objectives.”
“Our findings reveal that the leaders who achieved success took a more radical approach to redesigning their supply chain organizations, resulting in the ability to deliver on new and transformational operating models,” O’Keefe said in a statement announcing the findings.
The research was based on a series of interviews with supply chain leaders as well as data gathered from Gartner clients. It revealed that successful organizations assigned responsibilities to reporting lines in radically diverse ways, and that they focused on the unique characteristics of their business to design supply chain organizations that were tailored to meet their needs.
“The commonality between successful organizations is that their leaders intentionally prioritized the organizational goals of balance, strength and speed into their design process,” said O’Keeffe. “In doing so, they sidestepped the most common pitfalls in supply chain reorganization design.”
The three most common errors, according to Gartner, are:
Mistake 1: The “either/or” approach
Unbalanced organizational structures result in delays, gaps in performance, and confusion about responsibility. This often stems from a binary choice between centralized and decentralized models. Such an approach limits design possibilities and can lead to organizational power struggles, with teams feeling overwhelmed and misaligned.
Successful CSCOs recognize balance as a critical outcome. They employ both integration (combining activities under one team structure) and differentiation (empowering multiple units to conduct activities in unique ways). This granular approach ensures that decisions, expertise, and resources are allocated optimally to serve diverse customer needs while maintaining internally coherent operating models.
Mistake 2: Debilitating headcount reduction
Reducing headcount as a primary goal of reorganization can undermine long-term organizational capability. This approach often leads to a focus on short-term cost savings at the expense of losing critical talent and expertise, which are essential for driving future success.
Instead, CSCOs should focus on understanding what capabilities will make the organization strong in the short, medium, and long term. They should also prioritize the development and leveraging of people capabilities, social networks, and autonomy. This approach not only enhances organizational effectiveness but also ensures that the organization is ready to meet future challenges.
Mistake 3: The copy/paste approach
Copying organizational designs from other companies without considering enterprise-specific variations can slow decision-making and hinder organizational effectiveness. Each organization has unique characteristics that must be factored into its design.
CSCOs who successfully redesign their organizations make speed an explicit outcome by assigning and clarifying authority and expertise to remove elements that slow decision-making speed. This involves:
Designing structures that enable rapid response to customer needs;
Streamlining internal decision-making processes;
And differentiating between operational execution and transformation efforts.
The research for the report was based in part on qualitative interviews conducted between February and June 2024 with supply chain leaders from organizations that had undergone organizational redesign, according to Gartner. Insights were drawn from those who had successfully completed a radical reorganization, defined as a shift that enabled organizations to deliver on new activities and operating models that better met the needs of the business. The researchers also drew on more than 1,200 inquiries with clients conducted between July 2022 and June 2024 for the report.
Like seaports everywhere, California’s Port of Oakland has long been planning for the impacts of rising sea levels caused by climate change. After all, as King Canute of medieval legend proved, no one has the power to hold back the tides.
But in Oakland’s case, port leaders have been looking beyond the hard-edged urban breakwater structures normally used for calming waves and rising waters. Instead, for the past five years, the port has been testing an artificial “island” that it describes as a prototype for an “ecologically productive” floating breakwater.
Known as the Buoyant Ecologies Float Lab—or “Float Lab” for short—the island measures 10 by 15 feet and consists of a fiber-reinforced polymer structure. Float Lab arrived in Oakland in August 2019 and was installed in the port’s shallow water habitat adjacent to Middle Harbor Shoreline Park.
Float Lab has now been moved from the Port of Oakland to the San Francisco Bay, where it will be anchored near Treasure Island, which is appropriately enough an artificial island itself. There, it will continue to host research efforts as ports keep a watchful eye on the changing climate.
ONE commissioned its Alternative Marine Power (AMP) container at Ningbo Zhoushan Port Group (NZPG)’s terminal in China on December 4.
ONE has deployed similar devices for nearly a decade on the U.S. West Coast, but the trial marked the first time a vessel at a Chinese port used shore power through Lift-on/Lift-off operations of an AMP container, a proven approach to boosting cold ironing and reducing emissions while in port, ONE said.
“One approach to reduce carbon footprint is through shore power usage,” ONE Global Chief Officer, Hiroki Tsujii, said in a release. “Today we will introduce the utilization of a containerized AMP unit to support further reduction. The use of an AMP unit is a familiar and effective approach within this industry. To be successful, close cooperation among various concerned parties is necessary. We believe this will contribute to carbon footprint reduction in a practical and expedited way, and we hope it is a good symbol of collaboration among relevant parties.”
ONE provides container shipping services to over 120 countries through its fleet of over 240 vessels with a capacity exceeding 1.9 million TEUs. The company says it is committed to exploring innovative solutions to reduce its environmental impact, support the adoption of sustainable port operations, and contribute to a greener future for all.
As the workhorse of the warehouse, the forklift typically gets all the tough jobs and none of the limelight. That finally changed recently, when a 46-year-old truck made headlines by winning the “Oldest Toyota Forklift Contest.”
The contest was organized by Intella Parts LLC, a Holland, Michigan-based supplier of aftermarket forklift parts for Toyota as well as other brands like Yale, Taylor, CAT, and Hyster lift trucks. This year’s winner was a 1978-vintage Toyota 42-3FGC20, a gas-powered forklift built in Toyota’s factory in Takahama-shi, Aichi, Japan. Alexander Toolsie of Burlington, Ontario, submitted the winning entry and was awarded a $100 gift certificate for Toyota forklift parts at Intella and a $100 Visa gift card.
The competition follows a similar contest held last year, when Intella launched a search for the oldest running Hyster forklift. The winner was a 1945 Hyster model that’s still in use at Public Steel in Amarillo, Texas.
According to Intella, the contests have been so popular that it plans to expand the competition to additional forklift brands next year.