Is your facility adequately protected from fire? interview with Tracey Bellamy
The nation’s warehouses have gone high tech in recent years, automating their operations as well as changing up their inventory and packaging. But their fire-protection systems haven’t always kept pace with the changes, says Tracey Bellamy. Here are some things you can do to better protect both lives and property.
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.
If your warehouse or distribution center is anything like the typical warehouse or DC, it’s likely undergone a lot of changes in recent years. For instance, maybe you’re storing different types of products than you used to or you’ve overhauled your storage layout to take better advantage of vertical space. And chances are, you’ve automated some or even all of your processes, incorporating automated storage systems or robots into the operation to offset the shortage of workers.
While automation can go a long way toward improving operations, it can also create problems. That’s because many times, warehouse operators get caught up in the complexities of choosing the right technologies and neglect to update the fire safety systems that protect their equipment, their inventory, and the people working there. So how can supply chain managers make sure their facilities are adequately protected?
Tracey Bellamy has some thoughts. He is the chief engineering officer at Telgian Engineering and Consulting, a fire-protection company that helps warehouse operators understand the complex fire-protection requirements associated with their facilities. Telgian helps clients determine the appropriate hazard and commodity classifications for stored items and design appropriate fire suppression systems to help protect lives and property.
Bellamy himself has more than 30 years of experience in the fire-protection industry. He is active within the National Fire Protection Association (NFPA) and represents Telgian on a number of NFPA technical committees. A registered Professional Fire Protection and Civil Engineer, Bellamy is a graduate of the University of South Carolina with both a bachelor’s and a master’s degree in civil engineering. He also holds an advanced graduate certificate in fire-protection engineering from the Worcester Polytechnic Institute in Massachusetts.
He spoke recently with DC Velocity Senior News Editor Ben Ames on an episode of the “Logistics Matters” podcast.
Q: Warehouses have rushed to install advanced technologies like automated storage and retrieval systems in recent years, raising concerns that their legacy fire-protection systems, which were developed for more traditional, manual operations, may no longer be adequate. Could you explain why that is a concern?
A: Our legacy fire-protection requirements for sprinklers come from what is known as NFPA 13. It’s the most prevalent worldwide standard for sprinkler protection. And that fire-protection standard was developed some 50 years ago, when fire tests were run to evaluate what was needed to protect facilities. Among other things, it was based on palletized loads, so you had a four- by four-foot cubed palletized load of product with space between the pallets, and limited storage heights.
When we look at the warehouses of today, we see equipment like AS/RS, or automated storage and retrieval systems. The arrangement of the products in storage is different, as we have very limited fluid spaces, a significant increase in the burning surface area of materials being stored, and much smaller units made up of totes or things like that. So the fire hazard has changed dramatically with respect to what we’re trying to protect.
I like to compare it to preparing a dish from a recipe. If we change the ingredients or the cooking method, we don’t get the same results. And that’s what’s happening with our storage facilities. We’re doing things significantly differently than we did before. We are taking our legacy standards and are trying to shoehorn the facilities into that standard, and we come out with a protection system that just does not fit.
Q: Yes, that makes sense. Does the problem lie mainly with AS/RS systems or are there other types of automated equipment that present similar challenges?
A: We have to try to look at it against those palletized loads that were originally tested. There are some modern automated facilities where the material handling process is very similar to what was done previously with palletized loads. So we have to make some logical decisions—does this fit the standard or doesn’t it?
I think there are opportunities for protection with conventional, older methods of protection associated with NFPA 13 in those circumstances. But our world is no longer just about delivering palletized loads of product; instead, we see more handling of individual items. We’re seeing more smaller loads, such as mini-load and top-loading type systems. And many of our systems are changing even beyond what we consider to be common systems today. I think the material handling folks are coming up with more ingenious, efficient methods to try and store more product, deliver faster speeds, and things like that. So we in fire prevention are constantly in a state of trying to catch up with the industry.
Q: What about the products being stored on those pallets or in those automated storage systems? Have they changed over the years?
A: I think one of the things that has changed our industry dramatically over the years is the introduction of plastics and synthetic materials. When we look at a plastic, we refer to “Group A” plastics typically. It’s a variety of plastics that reacts similarly to a hydrocarbon. They’re a very high rate-of-heat-release material. That doesn’t just include the materials that we store, though; it also includes the containers that we use to store them. We’re starting to see many of these facilities operate with plastic containers and totes. And as we see that, we increase the fuel load. For example, even though we may be storing a metal product, if it is stored in a plastic container, we will view that plastic container as the fire hazard.
In addition, a lot of our products used to be made of materials that were mostly ordinary combustibles—cotton batting, pillows, and things like that. Now, everything is a foam plastic that has significantly increased the fire loads.
We see facilities that were purpose-built for a particular item that might have once been made out of ordinary combustible materials, such as wood or paper. But then plastics were slowly introduced to a facility whose fire-prevention system was not designed to handle them. And we do not go back and adjust our protection systems to address those plastics and don’t even recognize that we are, in fact, increasing the hazard dramatically.
Q: Given those challenges, can you share some best practices for fire prevention and protection?
A: One of the first things that I think we need to do from a facility standpoint is to recognize what the hazard is. As I get involved in a project, I purposely ask what is it that they intend to store. Many times the answer that I get back is, “stuff”—“We store stuff.” And of course, that doesn’t provide much insight. So I dig a little deeper and ask what types of stuff? And the answer I get usually is, “just regular stuff.” Most folks understand their product in terms of what it is but don’t understand how to tell me what the **ital{hazard} is. It’s a little like me going to the doctor with chest pains and then not telling them I have chest pains so that they can properly treat me.
So we have to try to dig deeper to figure out what is the hazard within the facility. And not just today, but what about longevity for the facility? Many times, you have a facility that is purpose-built for a particular use today, but that might change. And I think that’s one of the biggest problems I face—trying to extract enough information to feel comfortable that we have identified the true hazard associated with the facility.
Once we figure out that hazard, we need to determine the appropriate protection system. Even though we’ve outpaced our legacy NFPA 13 standards, one of the things that we really want to delve into more deeply is truly understanding the hazard not just from reading the standard, but by testing. We need to understand what we are facing in terms of risk, and the best way to do that is by conducting large-scale fire tests. When we’re confident we truly understand what the hazard is, we can purpose-design the protection to fit that hazard—so it’s neither over-protected nor under-protected. There’s an efficiency thing here in terms of value to design the protection to the hazard in the most economical way.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.