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.
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."