Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
Packaging is playing a large role in helping shippers optimize their logistics operations, especially when it comes to implementing solutions that drive both efficiency and sustainability across a company’s supply chain. Whether you’re shipping items in bulk or fitting multiple items into a box to fill e-commerce orders, the right packaging solution can help you save time, speed operations, and become a better steward of the environment.
Here’s a look at two recent projects designed with efficiency and sustainability in mind.
IN PURSUIT OF THE CIRCULAR ECONOMY
European energy drink maker Red Bull was looking for a better, more efficient way to ship its bulk ingredients between facilities in Austria and the United States—one that would minimize the volume of ocean freight it shipped while also reducing the company’s environmental impact. Red Bull turned to German packaging and container company Cabka for a solution that is answering the call on both fronts.
Red Bull ships dry ingredients like sugar in flexible intermediate bulk containers (FIBCs)—large industrial bag-like containers made of flexible fabric, also referred to as “big bags.” FIBCs are designed to store and transport dry or granular materials—from powders, granules, and minerals to chemicals and food products. As an alternative to rigid containers, they can offer easier handling and reduced storage space, among other benefits. Red Bull was shipping its FIBCs using traditional, one-way wooden pallets loaded into 40-foot maritime containers—a process that was creating waste and inefficiency in its transportation processes.
Cabka solved the problem with a reusable pallet solution that is allowing Red Bull to take advantage of smaller, 20-foot shipping containers. The companies described the project in a joint statement released earlier this year.
Cabka’s Big Bag S5 pallet was created specifically to handle FIBCs. Made from recycled plastic, the pallets are designed to fit and protect the bags during transportation. Among the benefits, the pallet’s design centers the big-bag load, creating more stability during transport, according to Cabka. It also allows for the double-stacking of pallets without risking damage to the bag—which is common with traditional pallets, according to both companies—helping to maximize container space.
The solution is helping Red Bull eliminate waste and reduce costs: The company can now optimize the space within a standard 20-foot container, which has helped reduce the number of containers used by 20%. What’s more, the reusable containers create a closed-loop pallet system between Red Bull’s facilities in Austria and the United States—meaning the pallets make their way between both locations continuously, an approach that minimizes waste. And the pallets can be recycled at the end of their lifecycle, further contributing to the “circular economy.”
RIGHT-SIZED AND READY TO SHIP—FAST
Family-owned third-party logistics services (3PL) provider Barrett Distribution Centers needed to improve performance at its Somerset, New Jersey, distribution center (DC), one of 25 facilities in the company’s U.S. network. Productivity had plateaued at the location, thanks in large part to the way workers processed orders—traditionally, via manual pack stations. Leadership at the e-commerce-focused 3PL decided to address the problem with automation, and purchased a carton wrap machine from CMC Packaging Automation, which provides automated packaging solutions for a wide range of industries. The automatic carton packaging system creates custom boxes in a matter of seconds, speeding order processing and creating right-sized packages for each and every order.
Incorporating CMC’s automated packaging system made sense, but the timeline for implementation was less than ideal, according to Barrett’s leaders, who described the project in a case study published earlier this year. The system was scheduled for delivery to the New Jersey facility just two weeks before Black Friday weekend, leaving little time for the 3PL to get up to speed and keep up with prime peak season demand.
“It was a fairly complex integration,” said David Lynch, Barrett Distribution’s director of IT, in the case study. “It wasn't something our in-house [IT] talent would be able to pick up and run with right away.”
So Barrett turned to robotics integration firm SVT Robotics and its Softbot Platform to get the system up and running in time for the holiday weekend. Softbot is a technology-agnostic integration platform that allows companies to connect any robot to any enterprise system for any task; essentially, the cloud-based application allows companies to deploy solutions quickly and easily, without the need for in-house or outside IT professionals to develop and execute a software integration process, which can take weeks or months, according to Lynch.
“We were able to have our IT team stay focused on some of the innovations and things we needed for the rest of the business, and not be distracted by development of the integration,” he explains. “And then, after that initial integration, it's pretty hands off. For us, that was a big deal.”
SVT helped the facility integrate the CMC system in time for peak, without any service downtime. Among the immediate benefits, Barrett reduced its order turnaround time from three days to one, while also improving inventory accuracy and picking. The system has also reduced the need for temporary help during peak shipping times and has simplified the onboarding process for new hires.
And importantly, the carton wrap system has sustainability benefits: The creation of custom-sized boxes helps minimize waste by reducing excess packaging and avoiding filler materials—both of which are common to e-commerce operations. And CMC’s system is designed to use 100% recycled paper.
Reusables done right
It seems that everywhere you turn, companies are touting their efforts to reduce, reuse, and recycle their way to a greener supply chain.
Logistics-as-a-service platform Fillogic is one such company, announcing earlier this year that it is partnering with reusable packaging provider Returnity to offer reusable, eco-friendly packaging for its customers. Fillogic—which services the middle mile with micro-distribution hubs for retailers and brands—will offer its customers the latest version of Returnity’s Last Box, a reusable shipping box that replaces standard corrugated cardboard boxes used to ship products between distribution centers, stores, and back. The Last Box holds 50 pounds or more and typically lasts 40 to 50 shipping cycles. It’s made from material provided by Renegade Plastics, a maker of sustainable coated fabrics that serve as an alternative to PVC-coated plastics.
The Last Box helps retailers and brands save money, improve operational efficiency, and lower the environmental impact of their packaging, according to Fillogic.
“By switching to these recyclable boxes with Renegade Plastics and Returnity, we encourage reuse and recycling, helping our customers to be even more proactive in their sustainability efforts,” Bill Thayer, Fillogic’s founder and CEO, said in a statement announcing the partnership.
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."