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.
Fruit company McDougall & Sons is running a tighter ship these days, thanks to an automated material handling solution from systems integrator RH Brown, now a Bastian Solutions company.
McDougall is a fourth-generation, family-run business based in Wenatchee, Washington, that grows, processes, and distributes cherries, apples, and pears. Company leaders were facing a host of challenges during cherry season, so they turned to the integrator for a solution. As for what problems they were looking to solve with the project, the McDougall leaders had several specific goals in mind: They wanted to increase cherry processing rates, better manage capacity during peak times, balance production between two cherry lines, and improve the accuracy and speed of data collection and reporting on the processed cherries.
RH Brown/Bastian responded with a combination of hardware and software that is delivering on all fronts: The new system handles cartons twice as fast as McDougall’s previous system, with less need for manual labor and with greater accuracy. On top of that, the system’s warehouse control software (WCS) provides precise, efficient management of production lines as well as real-time insights, data analytics, and product traceability.
MAKING THE SWITCH
Cherry producers are faced with a short time window for processing the fruit: Once cherries are ripe, they have to be harvested and processed quickly. McDougall & Sons responds to this tight schedule by running two 10-hour shifts, seven days a week, for about 60 days nonstop during the season. Adding complexity, the fruit industry is shifting away from bulk cartons to smaller consumer packaging, such as small bags and clamshell containers. This has placed a heavier burden on the manual labor required for processing.
Committed to making its machinery and technology run efficiently, McDougall’s leaders decided they needed to replace the company’s simple motorized chain system with an automated material handling system that would speed and streamline its cherry processing operations. With that in mind, RH Brown/Bastian developed a solution that incorporates three key capabilities:
Advanced automation that streamlines carton movement, reducing manual labor. The system includes a combination of conveyors, switches, controls, in-line scales, and barcode imagers.
A WCS that allows the company to manage production lines precisely and efficiently, with real-time insights into processing operations.
Data and analytics capabilities that provide insight into the production process and allow quick decision-making.
BEARING FRUIT
The results of the project speak for themselves: The new system is moving cartons at twice the speed of the previous system, with 99.9% accuracy, according to both RH Brown/Bastian and McDougall & Sons.
But the transformational benefits didn’t end there. The companies also cite a 130% increase in throughput, along with the ability to process an average of 100 cases per minute on each production line.
Artificial intelligence (AI) and the economy were hot topics on the opening day of SMC3 Jump Start 25, a less-than-truckload (LTL)-focused supply chain event taking place in Atlanta this week. The three-day event kicked off Monday morning to record attendance, with more than 700 people registered, according to conference planners.
The event opened with a keynote presentation from AI futurist Zack Kass, former head of go to market for OpenAI. He talked about the evolution of AI as well as real-world applications of the technology, furthering his mission to demystify AI and make it accessible and understandable to people everywhere. Kass is a speaker and consultant who works with businesses and governments around the world.
The opening day also featured a slate of economic presentations, including a global economic outlook from Dr. Jeff Rosensweig, director of the John Robson Program for Business, Public Policy, and Government at Emory University, and a “State of LTL” report from economist Keith Prather, managing director of Armada Corporate Intelligence. Both speakers pointed to a strong economy as 2025 gets underway, emphasizing overall economic optimism and strong momentum in LTL markets.
Other highlights included interviews with industry leaders Chris Jamroz and Rick DiMaio. Jamroz is executive chairman of the board and CEO of Roadrunner Transportation Systems, and DiMaio is executive vice president of supply chain for Ace Hardware.
Jump Start 25 runs through Wednesday, January 29, at the Renaissance Atlanta Waverly Hotel & Convention Center.
A lithium refinery that broke ground this week on construction of a $1.2 billion plant in Oklahoma will soon become one of the nation’s largest factories for producing materials for batteries, according to officials with Connecticut-based Stardust Power Inc.
In December 2024, the company said it had acquired the 66-acre site for the refinery in Muskogee, Oklahoma, as well as the right of first refusal for future expansion on an adjacent 40-acre parcel of land. In choosing those plots, it cited the location’s proximity to the country’s largest inland waterway system, robust road and rail networks, and a skilled workforce rooted in the oil and gas sector.
Up next, the project will be developed in two phases, with the first phase focused on constructing a production line capable of producing up to 25,000 metric tons per annum. The second phase will add a second production line, bringing the total capacity to 50,000 metric tons per annum.
As it moves into the construction stage of the project, the company said it would follow sustainable standards, including responsible corporate practices, climate action, and the energy transition. “Our lithium refinery will be crucial for addressing U.S. national security and supply chain risks. By onshoring critical mineral manufacturing, we are helping to sustain America’s energy leadership,” Stardust Power Founder and CEO, Roshan Pujari, said in a release. “At a time when foreign entities of concern are attempting to consolidate critical minerals, Stardust Power is proud to play a key role in safeguarding American interests and supporting Oklahoma’s local economy,” Pujari said.
Local officials cheered the project for the hundreds of jobs it is projected to create once fully operational, and for its role in helping strengthen the U.S. supply chain for critical minerals by reducing the nation’s reliance on China for the production of critical rare earth elements.
The new cranes are part of the latest upgrades to the Port of Savannah’s Ocean Terminal, which is currently in a renovation phase, although freight operations have continued throughout the work. Another one of those upgrades is a $29 million exit ramp running from the terminal directly to local highways, allowing trucks direct highway transit to Atlanta without any traffic lights until entering Atlanta. The ramp project is 60% complete and is designed with the local community in mind to keep container trucks off local neighborhood roads.
"The completion of this project in 2028 will enable Ocean Terminal to accommodate the largest vessels serving the U.S. East Coast," Ed McCarthy, Chief Operating Officer of Georgia Ports, said in a release. "Our goal is to ensure customers have the future berth capacity for their larger vessels’ first port of calls with the fastest U.S. inland connectivity to compete in world markets."
"We want our ocean carrier customers to see us as the port they can bring their ships and make up valuable time in their sailing schedule using our big ship berths. Our crane productivity and 24-hour rail transit to inland markets is industry-leading," Susan Gardner, Vice President of Operations at Georgia Ports, said.
It appears to have found that buyer in Aptean, a deep-pocketed firm that is backed by the private equity firms TA Associates, Insight Partners, Charlesbank Capital Partners, and Clearlake Capital Group.
Through the purchase, Aptean will gain Logility’s customer catalog of over 500 clients in 80 countries, spanning the consumer durable goods, apparel/accessories, food and beverage, industrial manufacturing, fast moving consumer goods, wholesale distribution, and chemicals verticals.
Aptean will also now own the firm’s technology, which Logility says includes demand planning, inventory and supply optimization, manufacturing operations, network design, and vendor and sourcing management.
“Logility possesses years of experience helping global organizations design, build, and manage their supply chains” Aptean CEO TVN Reddy said in a release. “The Logility platform delivers a mission-critical suite of AI-powered supply chain planning solutions designed to address even the most complex requirements. We look forward to welcoming Logility’s loyal customers and experienced team to Aptean.”