The consulting and startup incubation firm Rainmakers has acquired the on-demand delivery and logistics technology company Shipsi from Auctane, which provides shipping and fulfillment solutions.
Shipsi says its technology gives retailers the power to offer same-day shipping by mobilizing last-mile networks to deliver goods. That allows small stores to compete with retail giants by providing two-hour delivery services, the firm says.
Through its acquisition, Shipsi now plans to augment that system by adding artificial intelligence (AI) to its platform. Specifically, by combining AI with dark warehousing strategies, the new management team aims to expand Shipsi's geographic reach and further reduce delivery times, even in areas outside major metropolitan centers.
"Final mile instant delivery is one of the most interesting and largely untapped areas in e-commerce and retail today,” Rye Akervik, the CEO of Shipsi, said in a release. “We've seen our partner retailers boost their sales by an average of 18% - a clear indicator that consumers are hungry for the kind of instant gratification that, until now, only a few retailers could provide. With Rainmakers' AI expertise, we're not just leveling the playing field; we're changing the game entirely."
Terms of the deal were not disclosed, but the partners said that Shipsi will remain integrated with products and services from Auctane, a global logistics giant that processes $200 billion worth of transactions across 3 billion shipments annually. This continued relationship ensures that Shipsi will have the scale and resources to rapidly deploy its enhanced AI-driven delivery solutions, they said.
A new tool from logistics tech startup Qued lets brokers, 3PLs and carriers use a simple email request to automatically schedule and confirm load appointments, the Virginia firm said.
The tool uses an AI-enabled smart workflow platform to automate the process by incorporating natural language processing to automatically read and respond to email-initiated requests.
The new feature supports small to mid-size shippers and receivers who typically do most appointment scheduling manually, and don’t have access to a scheduling platform, said Prasad Gollapalli, Qued’s chairman and CEO. By automating the scheduling of pickups and deliveries, that approach reduces manual email volumes, saves time, and improves service, accuracy and customer satisfaction.
“With this new functionality, we are applying machine learning and natural language processing tools to generate request emails, read and understand an emailed response from the shipper or consignee, and then update the trucker’s dispatch or operations management system with the scheduled appointment,” Gollapalli said. “It’s a significant advantage that streamlines workflows and relieves Qued’s customers from manually dealing with what can be dozens of emails daily.”
In some TMS platforms, the dispatcher doesn’t even have to trigger the process, said Tom Curee, Qued’s president. As soon as a load is confirmed in their TMS, Qued will automatically recognize that, issue the appointment request email, and complete the scheduling process. Requests typically go to a warehouse manager, logistics specialist, or shipping planner at the shipper’s or consignee’s location, he said.
Supply chain software vendor Descartes Systems Group is continuing its streak of swallowing up logistics software firms, today announcing it has bought BoxTop Technologies Limited for $13 million, marking its 32nd acquisition since 2015.
Founded in 1995, BoxTop is a British provider of shipment management solutions—including freight management software—for small- to mid-sized logistics services providers (LSPs). BoxTop says it helps LSPs digitize their operations and connect to the wider logistics community to manage the lifecycle of shipments. LSPs use the BoxTop platform to manage the secure and efficient movement of goods from quoting through to routing, booking, and final delivery.
Before the acquisition, BoxTop had already been an existing partner of Ontario-based Descartes, leveraging the Descartes Global Logistics Network (GLN) to help their clients gain visibility into shipments across multiple modes of transportation and to complete electronic customs filings.
“LSPs will continue to play a vital role in trade in the global economy,” Edward J. Ryan, Descartes’ CEO, said in a release. “As LSPs continue to digitize their operations, we want to make sure that small- to mid-size LSPs have access to the same breadth of solutions to manage the lifecycle of shipments in a secure and efficient manner. The acquisition of BoxTop puts us in a better position to deliver even more value to this community. We’re excited to welcome the BoxTop employees, customers and partners into the Descartes family.”
Jim Endres is the senior regional account manager at Aptean, a provider of industry-specific software to help transportation companies, distributors, and manufacturers operate and grow their businesses. Endres has more than 20 years of experience in the transportation management system (TMS) software industry, with expertise in private fleet route optimization, planned versus actual route visibility, and proof of delivery.
Q: What are the biggest supply chain management challenges that your solutions address?
A: Aptean’s TMS solutions help our customers manage all of their transportation needs—from receiving raw material to shipping finished goods to final-mile distribution using a private fleet. Our solutions offer end-to-end transportation management, from rating and routing to tracking each customer’s specific transportation KPIs [key performance indicators], such as such as OTIF% [orders shipped on time/in full] or transportation cost as a percentage of revenue.
Q: How can shippers utilize TMS systems to better communicate with their customers?
A: Aptean solutions support all typical forms of customer communication, such as ASNs [advance shipment notices], but we also communicate status updates via text and email [and] give customers the ability to serve themselves via a tracking portal.
Q: Can you explain why planned versus actual route execution visibility is an important TMS capability?
A: When operating a private fleet, it’s critical to optimize your routes so you can reduce mileage and improve driver and vehicle utilization. It’s equally important to compare planned routes vs. actual route execution so you can manage exceptions in real time as well as analyze your company’s daily performance, thus building a culture of continuous improvement.
Q: How can a TMS aid companies in their freight audit and payment (FAP) processes?
A: To properly manage FAP, you need to ensure each shipment has the correct order and/or PO [purchase order] data (addresses, volumes, accessorials, instructions, etc.) so that your rates and/or spot quotes are accurate. Accurate data and rates “feed” a cleaner audit and payment process as well as a better analytic process.
Without clean data, companies will find themselves having to dispute freight bills much more often—a process that many companies don’t have the manpower, time, nor expertise to manage. In addition to the savings a company realizes when using a TMS, Aptean’s managed FAP typically returns 2.5% on a company’s total FUM (freight under management).
Q: Why is it an advantage to work with a vendor like Aptean that offers a full range of enterprise solutions as opposed to choosing discrete software applications?
A: Imagine a world where your IT doesn’t have to go to market to find the best-of-breed solutions needed to support their departmental customers. We call that world “One Aptean.” Aptean’s solutions (ERP, WMS, CRM, OEE, EAM, PLM, EDI, PAY, and TMS, to name a few) are fully integrated, which helps customers improve profitability, prepare for growth, and reduce risk, all while improving their customer experience.
Q: Why are today’s supply chain management software solutions considered a good business investment?
A: Simply put, a TMS will reduce cost by 10% to 30%. These solutions can improve operational efficiency, so you can do more with less. They also provide real-time shipment visibility to all key stakeholders and instant visibility to transport KPIs through business intelligence. And they allow for continuous improvement.
Q:How would you describe the current state of the last-mile and parcel markets?
Kevin Reader: Today we consider last-mile logistics to be the movement of goods from a transportation hub to the final delivery destination. Quantified precisely, the last-mile market is valued at around $131.5B (2021) at a CAGR 8.13%, from 2021–2031, and will reach around $288.9B by 2031. Last-mile delivery accounts for more than 53% of total shipping cost, according to FarEye.com, and is most widely used in the food, e-commerce, retail, and pharmaceutical industries. Current drivers of these costs include increased use of the internet and expansion of the e-commerce industry in general. We expect that the courier, express, and parcel market is really (or will become) a subset of this market.
Tim Kraus: Demands for fast deliveries and increased service levels (such as delivering inside a garage or car trunk instead of at the door) increase complexity and further justify the need to find ways to reduce costs wherever possible in last-mile operations. This has led to innovations in the automation of last-mile sortation facilities to quickly get parcels in the building, sorted, and back out as fast as possible.
Chirag Modi: Four major parcel carriers in North America (USPS, UPS, FedEx, and Amazon) are moving forward with their infrastructure improvements with an aggressive, forward-looking view. Amazon is already the largest parcel delivery carrier and continues to widen the gap. UPS is the next biggest in this space.
Throughout the industry, there is an acute need for improved economics in the last- or final-mile space. While drone and robot deliveries are gaining traction, industrywide change remains elusive. Without Amazon aggressively changing consumer behavior with respect to store or locker pickups (much like what they did with Prime, two-day free shipping, lockers, and other innovations), there is little [prospect] for cost improvements in this space.
Q:E-commerce grew this year but slowed somewhat as shoppers returned to stores. What will it take to get e-commerce shipping back on the high-growth track?
Fernando Rabel: Following a 17.1% growth rate surge in 2021, the global e-commerce market is expected to sustain a minimum growth rate of 8% in the coming years. In the United States, the third quarter of 2023 witnessed a 7.8% increase in e-commerce sales compared to the same quarter in 2022. We are back on trend for long-term growth.
Chirag Modi: As expected, e-commerce has slowed this year in comparison to during Covid-19. The biggest difference is that a good portion of those e-commerce sales are now being fulfilled out of stores. There is a feeling of saturation with store pickups versus e-tailers like Amazon. Both brick-and-mortar stores and e-tailers have had to adapt to new realities of physical store presence and have learned to co-exist. There will be intense market share competition between Wal-Mart, Amazon, Target, and a few top retailers, but it will be a zero-sum game when we look at growth in the entire e-commerce channel for some time to come.
Tim Kraus: One could surmise that faster deliveries and lower prices would both encourage e-commerce growth again. One way to improve both metrics is by investing in automated last-mile processing to quickly get parcels in, sorted, and back out quickly.
Q: How can technologies improve the visibility of goods in transit?
Kevin Reader: Courier, express, and parcel services (CEP) players are well positioned to control the core steps in the transportation process—capacity management, route optimization, planning, and sorting. Physical control of these parcels also gives these companies control of the associated data, but there are a few technology companies, such as Knapp, that have innovation underway in these areas.
Chirag Modi: Technologies are changing dramatically every day. Cloud computing has changed the real-time data availability exponentially in terms of quality, affordability, and quantity. As a result, the amount of data we collect on this planet now doubles every five years.
More technologies are being added to make sense of the data being collected. And control towers are now a standard industry term and soon will be a standard offering with current solutions like transportation management and will [enable] a real-time feedback loop into the supply chain planning and inventory management process (versus batch processes).
Tim Kraus: Every time a package is scanned, it creates another data point that could be used to help track the parcel’s progress before the final home delivery. Automated sortation solutions in last-mile facilities require scanning and inherently bring that extra data point. So, compared to a facility that is not automated, this can be an important data point to improve visibility that is essentially free.
Q: When will we start to see electric delivery vehicles significantly impacting last-mile operations?
Fernando Rabel: In the second half of 2024, we will start to see EVs make a significant impact in last-mile deliveries. Over the next six to nine months, RXO will have a fully electric operation in New York City and 15 to 20% of our hub markets will have at least one EV making deliveries. With the federal and state investments in charging infrastructure, more affordable and available vehicles, and customers looking to decrease their carbon footprint, EV deliveries will continue to grow throughout the year.
Kevin Reader: We are already seeing this trend, and we can expect that it will continue. Look for a more robust effort by the commercial vehicle (CV) players between 2025 and 2030 in the areas of last-mile delivery, since they are well positioned to operate autonomous delivery fleets and they have routing expertise.
Why do we think that the CEP market lacks the maturity and vision today? There are essentially two reasons. The first is that over the last several years, only 5% targeted new technology for M&A efforts, and the second is that their new patent activity has been quite low in the area of last-mile technology.
Chirag Modi: Quality and affordability will drive the adoption of these vehicles. Right now, they are a novelty and scoring some points on customer perception. Without fast-charging infrastructure outside of densely populated urban areas and federal subsidies, adoption at scale will be slow to take off. We anticipate by 2030 the industry and infrastructure will be in a better position to put the flywheel effect into motion for EV delivery.
Q: How might artificial intelligence influence the design of software for managing deliveries?
Chirag Modi: Generative AI technology is improving constantly. More and more companies (including Blue Yonder) are exploring options to do this in a responsible manner. At the pace at which physical infrastructures, digital infrastructures, and deregulatory environments are changing, it is imperative to work in a collaborative environment to design any solution with AI. In addition, the type of talent available in the market to build these solutions using AI is currently limited. These combined factors are influencing and limiting the current use of AI.
Kevin Reader: This is quite a broad subject. Let’s just consider one business case where customer expectations are rising, resources are less available, and the cost to deliver and routing (i.e. last-mile cost) is volatile and high. This is an ideal example for an AI application that is constantly evaluating these factors (among others), reducing cost to serve and optimizing performance, while still meeting customer expectations—and doing so in real time.
Q: What can shippers do to be “shippers of choice” with their parcel carriers?
Fernando Rabel: To be a shipper of choice, a shipper must adhere to the volume estimates the parcel carrier based its pricing on, provide great communication so the parcel carrier understands when business requirements change, and provide easy access to facilities for the parcel drivers.
Chirag Modi: The basics have not changed, and mainstays such as quality of service, affordability, and continuous innovation/improvement remain. Service providers have always been judged based on these three factors. At the same time, the weight of each of these varies from one client to another (e.g., low-margin/low-growth industries may put more emphasis on cost and service, while high-growth industries might place a higher priority on innovative services).
Q: How can third-party service providers help shippers meet customer demands?
Fernando Rabel: Third-party logistics service providers (3PLs) enhance shippers’ ability to meet customer demands through their expertise in logistics management and advanced technology use. They offer cost-effective, scalable services, leveraging their networks for efficient shipping and compliance. 3PLs ensure timely and reliable deliveries, improving customer service with real-time tracking and effective return management.
They also adeptly handle risk management and contribute to sustainability efforts. By optimizing shipping strategies, managing inventory, and mitigating supply chain disruptions, 3PLs provide shippers with the flexibility and efficiency needed to adapt to market changes and maintain customer satisfaction.
Tim Kraus: Investing in automated solutions can help third-party providers minimize delivery time, for one. Automated solutions can also minimize dependence on temporary labor, which can be a huge operational risk. An automated solution also helps to minimize human error, which can lead to missed delivery promises, which diminishes customer satisfaction. Finally, an automated solution can reduce the cost per package in last-mile logistics.
My wife and I enjoy the occasional bottle of wine. So I recently went online to order a few bottles from a seller that had been recommended to us. Moments after I placed the order, a third-party service sent an email offering to shift the delivery to a store affiliated with the parcel carrier that would be handling the shipment, since an adult signature is required. I selected this option and received an email confirming my choice.
Two days later, the wine vendor sent a shipment confirmation, but it still showed the package being delivered to my home. I assumed the redirect had not caught up. The same day, the parcel carrier sent a tracking number with an estimated delivery date of Saturday. I felt good about my decision to redirect the wine, since I was not planning to be home on Saturday.
The next morning, about 15 minutes after we departed for the weekend, the truck arrived at my home. For the next two days, the parcel company sent me “failed delivery” emails, along with a link to “manage the delivery” and divert it to a different store from the one I had selected. On Sunday evening, I tried calling the carrier’s customer service number to verify the change in destination. But the lines were closed until Monday morning.
On Monday, I received an email notifying me that a final delivery attempt would be made at my home—no mention of the alternate delivery site. I tried the chat function on the parcel carrier’s website, but it couldn’t understand my repeated questions. I tried calling. The automated response system indicated that a shipment would be delivered to my home that day. But when I asked to speak to a representative, the system told me its representatives had no further information and abruptly ended the call.
Finally, I called the original seller of the wine. It answered my call immediately and contacted the parcel carrier to reroute the package. Tuesday morning, the third-party service sent an email saying the shipment would be directed to the original store. Meanwhile, I received conflicting notices from the parcel carrier indicating that the wine would be delivered to 1) my home and 2) the second store.
Finally, I called the second store to confirm that it indeed had the package. We picked it up and celebrated our ordeal the only way we knew how, with a nice glass of wine.
Technology is a great thing, except when it doesn’t work. I wonder if my experience would have been better if the parcel carrier had used an app I just learned about, called Riptide, that enables the customer, dispatcher, and driver to communicate by text in real time?