The latest yard management systems are using computer vision and mobile apps to marshal incoming trucks and trailers into an orderly parade, then move them through the yard efficiently and get drivers right back on the road.
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.
A warehouse yard can be a messy, raucous place. Trucks loaded with freight sometimes arrive earlier or later than expected. New arrivals may have to wait their turn if all of the dock doors are occupied. Facilities sometimes lack enough workers to unload the trucks and reload them with outbound freight due to the nationwide labor shortage. And there may not be any space to slot the incoming goods if operations inside the distribution center are backed up.
Those complications happen every day, but the right yard management system (YMS) can bring order to the chaos, creating an optimized flow of goods that minimizes backups and wasted time. And that’s good news for all three parties with a stake in the operation: the truck drivers hauling the goods, the warehouse operators handling them, and the retailer or manufacturer who owns the inventory and is eagerly waiting for it to reach its destination.
There’s more than one way to get the job done. Just as a judge might pick a gavel of a specific size or shape to restore order to a fractious court, DCs can choose from a variety of YMS products with differing capabilities.
TECH TO THE RESCUE
A key tool for taming the chaos of a warehouse yard is vision sensor technology, according to supply chain software developer Blue Yonder. The company recently introduced its own YMS product—one that’s enabled with outdoor cameras, computer vision technology, and machine learning—and announced that Penske Logistics had become the software’s first user.
As a logistics service provider (LSP), Penske was looking for a way to track and monitor the trailers and containers in its yards, as part of its overall mission to work with shippers and carriers to optimize shipments, reduce miles, cut transportation costs, and improve asset utilization, according to the company.
Blue Yonder’s computer vision-based YMS supports those goals by automatically checking in trucks as they arrive at the gate and identifying the incoming trailers so users know what shipments are in the yard and where the trailer or container is parked. The YMS also automatically checks the trailers out as they leave the yard, providing time stamps to record their exit time.
Automating the process provides benefits on many levels, according to Ann Marie Jonkman, vice president for industry strategies at Blue Yonder. For starters, the system eliminates manual errors, logs precise times instead of estimates, helps mitigate detention fees, and improves safety by reducing the need for employees to walk around the yard searching for missing trailers, she says. It also boosts freight processing speed by coordinating trailer movements with orders in the facility’s warehouse management system to determine which trucks to unload first.
And crucially, adopting that kind of data-based approach strengthens accountability, heading off the disputes that can arise when, say, a DC claims a truck arrived late but the driver insists it was on time.
“It’s like when an e-commerce order is delivered to your home, and your doorbell camera records the time,” Jonkman says. “[With our YMS,] you get driver accountability: ‘What time did they arrive, when did they leave, was there idle time?’”
PLAYING WELL WITH OTHERS
Like Blue Yonder, software developer Manhattan Associates considers tracking and monitoring to be key capabilities for any YMS. But the company believes there’s more to it than that, arguing that it’s also critical that the yard management platform be able to orchestrate with other software products. For that reason, Manhattan sells its YMS only in combination with its warehouse management system (WMS) or transportation management system (TMS), not as a standalone product, says Blake Coram, the company’s director of product management.
“Our edge is [that we offer] a unified solution. That allows each component to inform and be informed by the others. We see the yard as a great opportunity for that approach because it’s the physical contact point between WMS and execution,” Coram says.
Instead of using automated cameras to record truck arrivals, Manhattan Associates relies on a mobile app that generates a quick response (QR) code that truck drivers can show to the guard when they enter and exit the yard. “The mobile app is scan-and-go, so when [truck drivers] arrive, they theoretically don’t even have to say anything to the gatekeeper,” Coram notes. “They just hold up their phone and the guard scans it.”
Among other advantages, the scanning system forestalls disputes over the yard’s recordkeeping practices. “The possibility of detention fees can be contentious; drivers might ask, ‘When did you start the clock?’ or ‘Why did you start the clock?’” Coram says. But with an automated system, that’s not an issue. “The TMS ‘informs’ the process by tracking the carrier, the trucker, the shipment, the [purchase order], and the shipment pickup. So there are fewer lookups by guardhouse or clerical staff.”
The integrated system also helps minimize drivers’ “time on yard” to get them in and out as swiftly as possible. It does that by making dynamic decisions based on real-time arrival estimates sent when trucks are still on the road to ensure that a warehouse door is available when they arrive.
Because it’s linked to the WMS, the system can also speed up truck turnarounds by directing each trailer to the dock door closest to where its cargo needs to go inside the building. “You need put-away optimization because everything you unload off the trailer needs to be put away. And the YMS can do that because it has access to data on the SKUs [stock-keeping units], quantities, and license plates [identifying numbers assigned to each pallet or containment unit]. Then that is fed into the WMS, which knows the location of the inventory,” Coram says. “So then we can turn more trailers overall, and therefore, get the drivers out faster and increase throughput at the dock.”
THERE’S AN APP FOR THAT
Getting drivers in and out of the yard quickly is key to maintaining peak yard efficiency, agrees Scott Hebel, solutions director at software developer Kaleris, which also offers a YMS product.
To help streamline drivers’ journey through the yard, Kaleris’s YMS app includes a “driver pre-check-in” feature that allows drivers to use their mobile phones to notify a facility they’re on their way, enabling the warehouse to prepare for their arrival.
“As the driver completes app check-in, the YMS reserves a dock door or parking spot and queues drivers for arrival appointments to reduce gate congestion, which is understandably a major source of frustration for drivers. The driver then receives a QR code to scan for entry at the gate, along with in-app instructions on how to proceed to their assigned location,” Hebel says.
Kaleris says its app reduces check-in time by over 80%, which accelerates gate velocity. And because the app supports two-way communications, drivers can remain safely in their cabs and receive regular status updates from the facility.
“Once a driver is in the gate, the clock is ticking [to ensure that drivers have] a wonderful experience [at the facility]. The best shippers strategically plan operations to avoid putting drivers in ‘hurry up and wait’ [mode],” Hebel says. “YMS technology fills in the gaps created by manual operations. Those gaps—lack of communication, safety issues, unclear instructions, and long wait times—negatively impact the driver experience and yard efficiency. The great news for today’s shippers is that these challenges are easily solved with a YMS.”
With the new Trump Administration continuing to threaten steep tariffs on Mexico, Canada, and China as early as February 1, supply chain organizations preparing for that economic shock must be prepared to make strategic responses that go beyond either absorbing new costs or passing them on to customers, according to Gartner Inc.
But even as they face what would be the most significant tariff changes proposed in the past 50 years, some enterprises could use the potential market volatility to drive a competitive advantage against their rivals, the analyst group said.
Gartner experts said the risks of acting too early to proposed tariffs—and anticipated countermeasures by trading partners—are as acute as acting too late. Chief supply chain officers (CSCOs) should be projecting ahead to potential countermeasures, escalations and de-escalations as part of their current scenario planning activities.
“CSCOs who anticipate that current tariff volatility will persist for years, rather than months, should also recognize that their business operations will not emerge successful by remaining static or purely on the defensive,” Brian Whitlock, Senior Research Director in Gartner’s supply chain practice, said in a release.
“The long-term winners will reinvent or reinvigorate their business strategies, developing new capabilities that drive competitive advantage. In almost all cases, this will require material business investment and should be a focal point of current scenario planning,” Whitlock said.
Gartner listed five possible pathways for CSCOs and other leaders to consider when faced with new tariff policy changes:
Retire certain products: Tariff volatility will stress some specific products, or even organizations, to a breaking point, so some enterprises may have to accept that worsening geopolitical conditions should force the retirement of that product.
Renovate products to adjust: New tariffs could prompt renovations (adjustments) to products that were overdue, as businesses will need to take a hard look at the viability of raising or absorbing costs in a still price-sensitive environment.
Rebalance: Additional volatility should be factored into future demand planning, as early winners and losers from initial tariff policies must both be prepared for potential countermeasures, policy escalations and de-escalations, and competitor responses.
Reinvent: As tariff volatility persists, some companies should consider investing in new projects in markets that are not impacted or that align with new geopolitical incentives. Others may pivot and repurpose existing facilities to serve local markets.
Reinvigorate: Early winners of announced tariffs should seek opportunities to extend competitive advantages. For example, they could look to expand existing US-based or domestic manufacturing capacity or reposition themselves within the market by lowering their prices to take market share and drive business growth.
By the numbers, global logistics real estate rents declined by 5% last year as market conditions “normalized” after historic growth during the pandemic. After more than a decade overall of consistent growth, the change was driven by rising real estate vacancy rates up in most markets, Prologis said. The three causes for that condition included an influx of new building supply, coupled with positive but subdued demand, and uncertainty about conditions in the economic, financial market, and supply chain sectors.
Together, those factors triggered negative annual rent growth in the U.S. and Europe for the first time since the global financial crisis of 2007-2009, the “Prologis Rent Index Report” said. Still, that dip was smaller than pandemic-driven outperformance, so year-end 2024 market rents were 59% higher in the U.S. and 33% higher in Europe than year-end 2019.
Looking into coming months, Prologis expects moderate recovery in market rents in 2025 and stronger gains in 2026. That eventual recovery in market rents will require constrained supply, high replacement cost rents, and demand for Class A properties, Prologis said. In addition, a stronger demand resurgence—whether prompted by the need to navigate supply chain disruptions or meet the needs of end consumers—should put upward pressure on a broad range of locations and building types.
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.
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.