Scanning for Tech Trends: Why Wearable Mobile Computers Are Proving to Be the Perfect Fit for Small- to Medium-Sized Warehouse Operations Too | 2020-12-15 | DC Velocity
Jeff Schmitz is senior vice president and chief marketing officer at Zebra. Mr. Schmitz most recently served as executive vice president for multiple business units and sales at Spirent Communications where he had previously also held several senior leadership roles including chief marketing officer and vice president of networks & applications. Prior to joining Spirent, Mr. Schmitz held senior marketing positions at Rivulet Communications, Visual Networks and Tellabs Inc. Mr. Schmitz holds a B.S. degree in electrical engineering from Marquette University and a Master of Science degree in computer science from the Illinois Institute of Technology.
It was predicted that wearables would have a blockbuster year in 2020 and they did. Just not necessarily for the reasons we thought.
Prior to the pandemic, the Zebra Warehousing Vision Study found that 62% of warehouse operators said they planned to upgrade or add wearable mobile computers to by 2022. These decision makers have long been seeking ways to boost worker productivity and safety, and the recent advancement in wearable technologies was making it easier to do just that. But COVID-19 motivated many to quickly put those plans into action. In recent months, both the smallest and largest warehouse operators have had to continuously improve productivity and look at safety in a whole new light, and the value wearables bring to an operation has become black and white, especially those purpose-built for warehouse workers and applications.
Productivity Targets Reach New Levels as the Warehouse Operational Tempo is Turned Up
Retail e-commerce grew 31.8% from the first quarter to the second quarter of 2020 and 44.5% year-over-year, according to the U.S. Census Bureau, and this growth has remained fairly consistent throughout the year. With more consumer and business-to-business (B2B) orders flooding in every day from both online shoppers and brick-and-mortar retailers feverishly trying to keep shelves stocked, warehouse workers have to move faster than ever to keep up with increasing order volume. They are spending long shifts, sometimes even extra shifts to pick, pack and load orders onto trailers to get consumers and businesses what they need. In many cases, inventory is being pulled off the shelf as soon as it is put away, if it even makes it to the shelf.
It is becoming a challenge to conduct accurate inventory cycle counts, even though they are crucial to managing shelf stock and fulfillment expectations. And businesses that are still operating with some paper-based systems or fragmented mobility are finding it even more difficult to keep up because their workers must constantly stop and log inventory moves pertaining to order status or quality control inspections. At the rate things are going right now, warehouse operators must find a way for workers to document everything in a split second, often while on the move, without making any mistakes. This is a tall order, especially for small- to medium-sized (SMB) warehouses who may not be as far along on their modernization journey as larger competitors.
Though primed for long-term growth, SMBs were not expecting demand to surge overnight. Those who did not yet have all the technology tools in place to put the pedal to the metal had to hit the brakes hard, turning away orders and disappointing customers who were eager to give them more business. On the other hand, those who were able to arm their workers with wearables found efficiency levels rise almost immediately.
Making the simple switch from a handheld barcode scanner or mobile computer to one worn on the finger or wrist allows for much faster item receiving, picking, packing, staging and loading. Even though it may only take a few seconds to pick up a device, scan a barcode and put it back down, those few seconds add up to minutes or hours, and many more completed tasks, in the course of a day (times 10, 15, 20 or more workers). And the best part is that there are options for creating a wearable solution. You can start from the ground-up with a new solution purpose-built as a total wearable solution or just convert your handheld mobile computers into a hands-free solution by simply syncing the larger devices with ring scanners so that you do not have to rip and replace all your devices. Mobile computers can then be worn on workers' hips with a belt clip or in their pockets all shift long. Alternatively, if your mobile computer is light enough, you can opt to turn it into a wrist-worn solution if that is more in line with your budget. No matter which approach you take, freeing up even a single hand with the use of wearable mobile computers and scanners empowers associates to handle more items at once, which also boosts productivity.
If you really want to go with a total wearable solution, give workers enterprise head-mounted displays that can visually guide them through each picking, put-away and staging task without ever having to look down at a device. This will enable them to move more quickly, accurately and safely through their workflows all shift long. Just know that adding this component may also need to include software programming to ensure the right user experience is presented through the glasses so you have out-of-the-box success.
Of course, the use of a hands-free data capture solution also contributes to the safe use of material-handling equipment such as pallet jacks pick carts, dollies and everyday carton movement. This helps to mitigate incidents that could temporarily reduce operational capacity whether due to injuries or asset losses. It also prevents mobile devices from getting left behind and lost as workers set devices down to use equipment or move cartons. With the fast-paced movement, workers may be distracted. Unlike larger warehouse operators, most SMBs do not have the luxury of "rainy day" labor, equipment or inventory resources.
New Social Distancing, Safety Mandates Move Wearables from "Must Watch" to "Must Have" Status
These days, labor is a very valuable resource for warehouse operations and protecting those resources has become a priority for businesses of all sizes. However, SMB warehouse operators must go to greater lengths than many of their larger competitors to execute operations in a safely distanced, "hands-off" manner as the COVID-19 virus remains prevalent.
Foot traffic and forklifts are being routed in such a way to avoid face-to-face interactions or prolonged contact. Packing workstations are being spaced at least six feet apart. And staffing is being managed in a way that reduces building occupancy without compromising operational capacity or quality. Perhaps most notable, though, is the increased effort being put into creating a low touch/no touch work environment.
Though it is impossible to create a completely contactless workflow in a warehousing environment, items still need to be handled multiple times during receiving, put-away and order fulfillment. Wearables make it possible to reduce the number of physical contacts that workers have with multi-touch and traditionally shared surfaces, such as mobile computer screens.
For example, the accessories used with each wearable - the wrist mount, finger straps, trigger mounts, commercial safety glasses and other components that remain in direct contact with people's skin for the whole shift - can be assigned to workers and managed as personal items to help improve hygiene. Meanwhile, the shared hardware component - the computing and scanning devices or head-mounted display camera - can easily be removed and disinfected between shifts.
In fact, you can set up the sanitation and hand-off process in a way that facilitates social distancing. Outbound workers can wipe down the hardware components and leave them in a charging station on one side of the room while inbound workers can take clean, charged devices from the station set up on the other side of the room. This helps to eliminate crowding during shift changes.
Remember, many wearable technologies were designed with health and safety in mind long before the pandemic. (COVID-19 isn't the only virus that can spread quickly in tight quarters and take entire workforces out of commission in the middle of peak season.) Actually, most rugged mobile computing solutions intended for use in business environments are built to be frequently disinfected, including wearables. They tend to be shared devices, after all, and users hands are touching other surfaces that could contribute to cross-contamination with keypad, scanner trigger or touch screen inputs. But the fact that enterprise-grade wearables are built to tolerate stringent device cleaning protocols makes them all the more beneficial to SMBs who can't afford to have ring scanners, wrist-worn terminals or head-mounted displays break after a few wipe downs.
The Takeaway
Giving your warehouse workers rugged wearable scanners, mobile computers and head-mounted displays means they:
- Have one less thing they must handle when they have their hands full with the items that they are receiving, putting away, picking, packing, staging or loading.
- Can keep their heads up to stay more and remain better aware of their surroundings to avoid close encounters with others.
- Scan, grab and go faster when physical distancing isn't possible, to reduce the amount of time they are in close proximity with one another.
- Can feel confident that you are committed to protecting their well-being. Your prioritization of their health will help motivate them to show up each day and perform optimally. Besides, orders won't stop coming in, even if the workforce is reduced. The last thing you need is to further burden a team that has probably found fulfillment amidst the e-commerce explosion.
As a bonus, the easy implementation of wearables means that you don't have to break the bank or rebuild technology architectures in order to gain the benefits of these innovative technology tools. In fact, this is one of the easiest ways for you to optimize the use of mobility and begin to achieve a best-in-class mobility strategy, even as an SMB. It is a win-win!
It’s almost Halloween, and if your town is anything like mine, your neighbors’ yards are already littered with ghosts, witches and tombstones.
Clearly some of us enjoy giving other people a scare. Just as clearly, some of us enjoy getting a scare.
I’m not one of them. I hate haunted houses. I avoid scary movies like the plague. And I once jumped on top of several eight-year-old members of the Girl Scout troop that I was leading in order to escape a haunted hayride’s zombie.
However, that doesn’t mean I’m not capable of (wo)manning up and facing my fears, especially it’s for a good cause, which is why ALAN’s executive director, Kathy Fulton and I recently put our heads together to create this short list of some of the scariest perceptions that people have about disasters and disaster relief.
Scary Perception Number One: “A Disaster Will Never Happen To Me.”
When people live in certain areas (i.e. far away from a hurricane-prone coast or earthquake fault lines) it’s easy for them to assume that they’re protected from many types of catastrophes – and to become dangerously casual about making disaster preparations or heeding safety warnings.
Frankly, this attitude scares the heck out of us, because if the last few years have taught us anything, it’s that disasters can take a wide variety of forms and strike at almost any time. And the people who fail to plan – or to take shelter/evacuate as requested – are much more likely to find themselves in harm’s way.
Scary Perception Number Two: “It’s Okay. The Government’s Got It Covered.”
There are so many things wrong with this second perception that it’s not even funny. For one thing, not every disaster survivor qualifies for FEMA government assistance. For another, some survivors aren’t eligible for as much government assistance as others. Plus it can take some time for FEMA to process all of the requests for assistance that it receives and to conduct all of the necessary inspections that need to be made before it can provide funds. And even then, these funds are limited.
It’s a similar story for disaster survivors who are fortunate enough to have homeowners’ or renters’ insurance.
That’s why the humanitarian response organizations that provide food, hydration, shelter and other supplies immediately after a disaster hits (and the non-profit organizations that help survivors fill in the short-term and long-term gaps that government assistance and insurance reimbursement don’t cover) are so essential. It’s also why the people who support them are an answer to prayer.
Scary Perception Three: “We’re Too Far Away To Be Of Help.”
One of the laments that we often hear from potential transportation, warehousing and material handling equipment donors is, “We’d have loved to help you with relief efforts for X community’s disaster. But we didn’t have any locations in the area.”
The sad thing is, we probably could have used their help – and so could many of the humanitarian organizations that we support.
When push comes to shove, these organizations can’t afford to split hairs about where their donated relief supplies come from, especially if those supplies extend or enable their relief efforts. They might even NEED those donations to come from another part of the country because many of their closer potential product donors may have already been tapped out.
In light of this, never underestimate the value of a long-distance contributed logistics offer. Relief supplies are often located much farther away from a disaster site than you might imagine. And the help that you’re offering might be just the ticket.
Scary Perception Four: “It’s Been A Few Months (Or Years). So Survivors Of That Particular Disaster Don’t Need Our Help Anymore.”
If individuals and communities recovered from disasters as quickly as their particular disasters stopped making headlines, life would be much easier for everyone. However as any disaster survivor can tell you, that’s rarely the case.
Disaster recovery is a super-long process that’s usually measured in months or years rather than days or weeks. And many of its costliest and most work-intensive stages like clean-up and rebuilding don’t start until long after the news and camera crews have left.
So don’t ever think that there’s no way you can help a community just because the disaster that affected it happened quite a while ago. Chances are, that’s when your compassion and assistance will be needed the most.
Scary Perception Five: “Helping With Disaster Relief Won’t Pay The Bills. As A Result, There’s Nothing To Be Gained From Our Business Making A Financial Or In-Kind Donation.”
While it may not initially seem like you have anything financial to gain from helping a community in need, nothing could be further from the truth, especially if that community is home to some of your employees, customers, suppliers or business operations.
The people who live in these communities can (and do) remember who showed up for them when times were tough – and so do many other members of the purchasing public. In fact, according to recent article in the MIT/Sloane Management Review, multiple studies have shown that corporate donations ultimately attract customers. And according to another recent article in the Harvard Business Review, consumers tend to favor companies that donate a larger share of their profits.
Is this why so many of our country’s most successful organizations are also some of the most philanthropic? Possibly. However, if that’s the case, it’s okay by us, because when generous businesses do what they can to help a community get back on its feet more quickly, everybody wins.
Fear Not
There’s far more I could add to this story. But time and Halloween-candy buying obligations don’t allow me to discuss them all. Besides, I want to end this story on a caring rather than a scaring note.
So I’ll leave you with this: Even though disasters seem to happen with frightening regularity, I’ve actually become a far braver person since joining the ALAN family several years ago. It’s taught me that when horrible things like hurricanes, tornadoes and pandemics happen, a lot of wonderful people show up to help – and reminded me that when things are at their most harrowing, there are always extraordinary people like you ready to come to the rescue.
Just don’t ask me to go on a spooky hayride anytime soon.
"Spot solutions are needed to help a company get through a sudden shock, but the only way to ensure agility and resilience going forward is by addressing systemic issues in a way that is intentional and focused on the long term and brings together clear priorities, well-designed repeatable processes, robust governance, and a skilled team." - Harvard Business Review
An article published by McKinsey & Co. in August observed, “over the past year, many companies have made structural changes to their supply networks by implementing dual or multiple sourcing strategies for critical materials and moving from global to regional networks.”
This structural change pivots on the difference between low cost and best cost. The shift extends through Tier 1 Suppliers through lower tiers. The intent of a low-cost supply chain strategy is to present a low price to customers. A best-cost strategy adds factors beyond cost to the equation, like risk, lead time, and responsiveness.
The McKinsey article continues, “Ninety-seven percent of respondents [to the survey] say they have applied some combination of inventory increases, dual sourcing, and regionalization to boost resilience.”
We offshored, losing sight of the associated risk, for decades. Time to learn what near-shore, re-shore, regionalization, and localization mean.
As global supply chains become increasingly complicated, there are now more digital connections and business collaborations in the global shipping industry than ever before. Holding freight data in opaque, disconnected silos and relying on outdated methods of communication is not just inefficient - it’s unsustainable.
The global supply chain is no longer a linear process. Whereas before it was simply about moving freight from point A to B, now there is now a multitude of options for transporting that freight, each with its own unique set of capabilities and constraints.
So, what do shippers really want from their logistics service providers? Two things: accurate information at their fingertips and the ability to conduct business and transact - without having to pick up a phone or wait for email replies. Digital customer-facing freight execution platforms are the answer, collecting the most relevant and up-to-date data from carriers on one side, and providing shippers with a simplified and accelerated process on the other.
Digital freight execution platforms also provide shippers with a unified view of their shipping options, giving them the data they need at a glance to make an informed decision for any particular shipment.
Plus, as we continue to navigate uncertain waters, shippers are increasingly seeking solutions to increase resilience. After all, if there’s anything the last few years have taught us, it’s to expect the unexpected. The organizations that were able to pivot fastest came out on top. The availability of accurate data and solutions to action that data are key building blocks to resiliency in the face of new and unexpected challenges. Supply chain optimization, especially today, hinges on accessible, up-to-the-minute data, shared and acted on to keep freight moving as successfully as possible.
Digital Freight Execution Puts Power in Shippers’ Hands
Increasingly, freight forwarders and logistics providers are giving their shipper customers access to online freight execution platforms for just this purpose.
Largely unheard of just a few short years ago, online freight execution tools for shippers have quickly emerged to become a must-have for established forwarders to compete with startup digital forwarders. Logistics providers can no longer afford to go without offering this critical customer tool which enables shippers to access crucial freight data online, including timely visibility of their freight on the move. Their shipper customers have come to expect it, and it’s what’s needed to compete in today’s market.
Traditional methods of communication between shippers and freight forwarders can be slow and inefficient. Email and phone tag are not conducive to fast decision-making, and sales representatives may not always have the most accurate information about fleets, equipment, and routes. Digital freight execution platforms enable shippers and carriers to communicate in real-time, facilitating fast decision-making while eliminating the potential for miscommunication.
As digital conveniences proliferate our day-to-day lives (think of ordering food online, tracking your latest purchase, viewing your favorite shows on-demand, and so much more), it only makes sense that we should expect similar experiences in our work lives. That means that the traditional way of working in the freight industry, fraught with manual processes, phone calls, and emails, simply doesn’t cut it in today’s digital-first world.
What’s more, with timely freight data, shippers are better equipped to quickly address exceptions by changing transportation plans. Supply chain disconnections are costly. Responding to exceptions is critical to a smooth-running supply chain where shipments arrive at their final destination as planned.
“An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage,” Jack Welch
One of the outstanding things about a digital freight platform is the ability to integrate various functional modules to enable shipment data to be used and shared. These may include tracking and visibility, warehouse inventory, ocean shipments, freight rates, and even finance information, enabling a shipper to pay invoices online. Customer-facing online portals are an important and effective way to facilitate a shippers’ access to key shipment information, improving visibility and productivity on all fronts.
Partnering for Sustainable Success
Partner programs are another important aspect of connected digital freight platforms. This openness to integrate with a broad range of shipping industry businesses, such as technology or service providers, offers shippers the ability to access their partners through their forwarders’ customer-facing freight execution portal. This enables the shipper to have a comprehensive and complete flow of key freight data based on their unique needs and partners.
For example, if a shipper is using a real-time transportation visibility (RTTV) system provider, they can work with their forwarder to integrate the RTTV solution with the forwarder’s digital platform. This is only possible when the forwarder has a partner program enabling integrations.
All parties involved with a shipment can boost productivity and enhance value for the customer when they’re digitally integrated with freight transaction operational areas and partner providers. Technology companies who try to wall off access to the data they manage for their customers and their functionality have it backwards: they might create an appearance of their own business interests being protected in the short term, but long term, they’re either going to hurt their customers, or, more likely, their own product development roadmap.
Recent supply chain challenges have pushed BCO shippers and their logistics partners to take a much closer look at cargo flows. Accessible, convenient, and transparent freight data is now the expectation and necessary to control costs and keep cargo in view for optimal supply chain management.
Digital freight execution is the wave of the future, and it's already making a big impact in the shipping industry. Streamlining data flows by building out connectivity helps to bring greater logistics harmony that allows shippers to optimize their overall freight ecosystem.
America’s posture in world trade, and the underlying supply chains, are more than robust. According to the U.S. Census Bureau and the U.S. Bureau of Economic Analysis, the United States balance of trade in goods and services deficit dropped to $70.6 billion in July. Exports hit the highest level in real dollars since tracking began over 70 years ago. During the recovery from Covid,, with reshoring and shifting market demands, are holding imports flat..
This success is happening despite the global disruption caused by Ukraine. Expect our labor shortages to continue. Expect wage pressure to continue. Expect inflationary pressures across the supply chain to continue.