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.
The announcement from the electric vehicle (EV) charging company contained a really big number: 1 million. That’s the number of places in North America and Europe where drivers can go to charge up their cars, according to ChargePoint, a California company that provides a list of those charging stations on its smartphone app. And it’s important because the lack of a robust charging network has been one of the main obstacles to the mass transition from fossil fuel to battery power.
But the number also made me wonder, How does that stack up against the number of service stations where drivers can pump gas or diesel? And since charging an electric car takes longer than filling a tank, does the EV industry need more plugs than pumps anyway?
The rough answers to those questions were easy to find—the American Petroleum Institute says there are more than 145,000 traditional fueling stations across the U.S., and Statista puts the number in Europe at around 135,719—but those numbers only raised more questions for me. For example, each filling station typically has between four and eight pumps, so shouldn’t we multiply the number of stations by the number of hoses at each one? As it turns out, ChargePoint’s number is the total amount of ports—or plugs—not the number of locations. So I was trying to compare apples to oranges.
Don’t get me wrong—providing drivers with a list of a million charging stations is an awesome achievement—but the number also demonstrates the difficulty of comparing electric and fossil fuel infrastructures.
Here’s an example: We recently learned about a $3 billion EV battery factory being planned as a joint venture by the automotive giants Cummins, Daimler, and Paccar. Intended to ensure a U.S.-based supply of commercial and industrial batteries, the plant will be a 21-gigawatt hour (GWh) factory. I’m not an engineer, just a humble reporter, so that number meant precisely nothing to me. And when I tried to figure out how that would stack up by more conventional measures of production capacity, I ran up against the vagaries of “green math.”
First, a little background: In transportation terms, gigawatts are like horsepower—a measure of maximum potential output—and so, gigawatt hours are like horsepower multiplied by endurance. But of course, no one drives their car at top horsepower all the time—they’d quickly collect a stack of speeding tickets at the very least. Maybe that’s why legacy automotive plants don’t measure their vehicles’ output in “horsepower hours.”
Further complicating matters, an EV battery is like an internal combustion engine (ICE) and its fuel tank, all wrapped up in one box. Describing the “power” of that box with a single number requires that drivers think about energy in a new way. Here’s the best I could do: That new battery factory would be able to offer a single charge-up to about 48,000 electric Freightliner eCascadia trucks. But that math only works in the absurd scenario where those truckers somehow all come in for a charge on the same day and claim the plant’s entire annual battery output.
It was a similar story when I started looking into the driving ranges of EVs versus their gas-powered counterparts. That seems like a simple concept, but I stumbled over that one too when I learned that my friend’s Ford F-150 Lightning electric pickup truck has an EPA-estimated range of 300 miles. Pretty impressive: That’s more than my Toyota Rav4, which runs about 240 miles on a tank of gas. But wait a minute, that’s not a fair comparison because maybe the Rav4 has a smaller gas tank, so … but hold on, the Lightning doesn’t even have a gas tank! See, I lost my direct comparison again.
Fortunately, the next generation may have this thing figured out. We now have two teenage drivers in the house, and whenever I hand my son the keys to that Toyota, he sets the digital dashboard display to show the car’s estimated remaining mileage. Call me old-fashioned, but all these years, I’ve just been keeping an eye on the analog gas tank needle to see when I needed to fill up. If you change your mode of thinking to watch the number of miles the car can go, not the number of gallons left in the tank, it no longer matters whether you’re burning gasoline or electrons under the hood. Wait a minute, an EV doesn’t actually burn any electrons … oops, I did it again.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
The ocean freight carrier and logistics solution provider CMA CGM today announced the winners of its “startup awards” for new companies in the shipping, logistics, and media sectors.
The French company named seven winners from along more than 400 entries and 60 finalist startups. Each winner will receive personalized support from CMA CGM’s startup incubator division, “Zebox,” funding of up to $158,000, and opportunities to work with the CMA CGM Group to accelerate their development.
According to the company, the top startups stood out for the viability of their project, their level of innovation, and their impact and synergy with the CMA CGM Group’s activities. Winners were chosen by a jury including members of CMA CGM Executive Committee, experts from different business sectors, and representatives of venture capital funds (VCs). This was the inaugural version of a planned annual contest, and was organized in partnership with BFM Business, La Tribune, and Zebox.
Maritime sector awards:
• Sébastien Fiedorow, CEO of Aerleum, is developing groundbreaking technology to produce synthetic fuels from atmospheric CO2.
• Valéry Prunier, CEO of Elonroad, offers an electric charging system via rail for all vehicles and rolling equipment at terminals.
• Michiel Gunsing, founder of GBMS, develops a tool that measures ship motions and calculates all the forces acting on the container stacks, showing this information in real time to the crew.
• Friederike Hesse, co-founder of ZERO44, offer software that enables shipping companies to find the most economically viable compliance strategies for carbon regulations (CII, EU ETS, FuelEU) and to reach carbon zero.
Logistics Awards:
• Rodolphe Vogt, CEO of Okular Logistics, provides smart cameras and AI-powered analytics to automate warehouse operations, ensuring real-time inventory accuracy, reducing costs, and enhancing productivity.
• Bart Gadeyne, CEO of Optioryx, uses AI-driven microservices to fill intelligence gaps in WMS and TMS systems through integrable add-ons, boosting supply chain processes with a focus on dimensioning, picking, and packing.
Media Award:
• Laodis Menard, CEO of Argil, offers the ability to Generate videos with humanlike avatars in 2 minutes
Jury Prize award:
• Charles Cohen, CEO of Bodyguard, provides an AI-powered social monitoring and moderation solution, seamlessly integrating into social networks and platforms of all sizes to safeguard communities and brands from toxic content.
Supply chains are poised for accelerated adoption of mobile robots and drones as those technologies mature and companies focus on implementing artificial intelligence (AI) and automation across their logistics operations.
That’s according to data from Gartner’s Hype Cycle for Mobile Robots and Drones, released this week. The report shows that several mobile robotics technologies will mature over the next two to five years, and also identifies breakthrough and rising technologies set to have an impact further out.
Gartner’s Hype Cycle is a graphical depiction of a common pattern that arises with each new technology or innovation through five phases of maturity and adoption. Chief supply chain officers can use the research to find robotic solutions that meet their needs, according to Gartner.
Gartner, Inc.
The mobile robotic technologies set to mature over the next two to five years are: collaborative in-aisle picking robots, light-cargo delivery robots, autonomous mobile robots (AMRs) for transport, mobile robotic goods-to-person systems, and robotic cube storage systems.
“As organizations look to further improve logistic operations, support automation and augment humans in various jobs, supply chain leaders have turned to mobile robots to support their strategy,” Dwight Klappich, VP analyst and Gartner fellow with the Gartner Supply Chain practice, said in a statement announcing the findings. “Mobile robots are continuing to evolve, becoming more powerful and practical, thus paving the way for continued technology innovation.”
Technologies that are on the rise include autonomous data collection and inspection technologies, which are expected to deliver benefits over the next five to 10 years. These include solutions like indoor-flying drones, which utilize AI-enabled vision or RFID to help with time-consuming inventory management, inspection, and surveillance tasks. The technology can also alleviate safety concerns that arise in warehouses, such as workers counting inventory in hard-to-reach places.
“Automating labor-intensive tasks can provide notable benefits,” Klappich said. “With AI capabilities increasingly embedded in mobile robots and drones, the potential to function unaided and adapt to environments will make it possible to support a growing number of use cases.”
Humanoid robots—which resemble the human body in shape—are among the technologies in the breakthrough stage, meaning that they are expected to have a transformational effect on supply chains, but their mainstream adoption could take 10 years or more.
“For supply chains with high-volume and predictable processes, humanoid robots have the potential to enhance or supplement the supply chain workforce,” Klappich also said. “However, while the pace of innovation is encouraging, the industry is years away from general-purpose humanoid robots being used in more complex retail and industrial environments.”