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.
While many companies are launching artificial intelligence (AI) products for use as generic “co-pilots” or consumer-focused gadgets, the Swedish enterprise resource planning (ERP) software vendor IFS says its “Industrial AI” version supports industry-specific processes in “hardcore” sectors based on assets such as power grids, cell phone networks, aircraft maintenance, elevator operation, and construction management.
“Industrial AI is at the very core the solutions we are powering for customers. They are pushing us for ready-to-use AI that they can adopt quickly to solve real industrial challenges like labor shortages, supply chain disruption, [and] stagnated productivity," IFS's Chief Customer Officer, Cathie Hall, said in a release.
In presentations at its user conference in Orlando today, known as "IFS Unleashed," the company said that its latest IFS Cloud 24R2 release supports more than 60 in-depth Industrial AI scenarios. They span generative AI examples like: content generation for training and reports; recommendations for sourcing and suppliers; and contextual knowledge for assembly instruction. The tools also include predictive AI applications like event forecasting; optimization of resources and capacity; and anomaly detection for proactive quality control.
In remarks from the keynote stage, new IFS CEO Mark Moffat—who was appointed to the top office in January—said the company may be less well known than ERP vendors such as SAP, IBM, Oracle, and Infor, but it benefits from a tighter focus on its core users. Instead of selling software across dozens of industries, IFS serves just six industries: aerospace and defense, construction and engineering, energy and utilities, manufacturing, service, and telecommunications.
Thanks to that tight approach, he said the company has earned top Gartner rankings for its software products in field service management (FSM), enterprise asset management (EAM), enterprise resource planning (ERP), and enterprise service management (ESM). And to compound that advantage, Moffat said IFS continues to grow swiftly through acquisition, having bought up a handful of companies in recent months: Assyst, Ultimo, Boka, empowermx, Bolo, Tobin, Merrick, and Copperleaf.
“You need an AI business plan” Moffat told the room. “If you have an AI business plan, that’s terrific, but you can improve it. This area is just moving so fast.”
When you get the chance to automate your distribution center, take it.
That's exactly what leaders at interior design house
Thibaut Design did when they relocated operations from two New Jersey distribution centers (DCs) into a single facility in Charlotte, North Carolina, in 2019. Moving to an "empty shell of a building," as Thibaut's Michael Fechter describes it, was the perfect time to switch from a manual picking system to an automated one—in this case, one that would be driven by voice-directed technology.
"We were 100% paper-based picking in New Jersey," Fechter, the company's vice president of distribution and technology, explained in a
case study published by Voxware last year. "We knew there was a need for automation, and when we moved to Charlotte, we wanted to implement that technology."
Fechter cites Voxware's promise of simple and easy integration, configuration, use, and training as some of the key reasons Thibaut's leaders chose the system. Since implementing the voice technology, the company has streamlined its fulfillment process and can onboard and cross-train warehouse employees in a fraction of the time it used to take back in New Jersey.
And the results speak for themselves.
"We've seen incredible gains [from a] productivity standpoint," Fechter reports. "A 50% increase from pre-implementation to today."
THE NEED FOR SPEED
Thibaut was founded in 1886 and is the oldest operating wallpaper company in the United States, according to Fechter. The company works with a global network of designers, shipping samples of wallpaper and fabrics around the world.
For the design house's warehouse associates, picking, packing, and shipping thousands of samples every day was a cumbersome, labor-intensive process—and one that was prone to inaccuracy. With its paper-based picking system, mispicks were common—Fechter cites a 2% to 5% mispick rate—which necessitated stationing an extra associate at each pack station to check that orders were accurate before they left the facility.
All that has changed since implementing Voxware's Voice Management Suite (VMS) at the Charlotte DC. The system automates the workflow and guides associates through the picking process via a headset, using voice commands. The hands-free, eyes-free solution allows workers to focus on locating and selecting the right item, with no paper-based lists to check or written instructions to follow.
Thibaut also uses the tech provider's analytics tool, VoxPilot, to monitor work progress, check orders, and keep track of incoming work—managers can see what orders are open, what's in process, and what's completed for the day, for example. And it uses VoxTempo, the system's natural language voice recognition (NLVR) solution, to streamline training. The intuitive app whittles training time down to minutes and gets associates up and working fast—and Thibaut hitting minimum productivity targets within hours, according to Fechter.
EXPECTED RESULTS REALIZED
Key benefits of the project include a reduction in mispicks—which have dropped to zero—and the elimination of those extra quality-control measures Thibaut needed in the New Jersey DCs.
"We've gotten to the point where we don't even measure mispicks today—because there are none," Fechter said in the case study. "Having an extra person at a pack station to [check] every order before we pack [it]—that's been eliminated. Not only is the pick right the first time, but [the order] also gets packed and shipped faster than ever before."
The system has increased inventory accuracy as well. According to Fechter, it's now "well over 99.9%."
IT projects can be daunting, especially when the project involves upgrading a warehouse management system (WMS) to support an expansive network of warehousing and logistics facilities. Global third-party logistics service provider (3PL) CJ Logistics experienced this first-hand recently, embarking on a WMS selection process that would both upgrade performance and enhance security for its U.S. business network.
The company was operating on three different platforms across more than 35 warehouse facilities and wanted to pare that down to help standardize operations, optimize costs, and make it easier to scale the business, according to CIO Sean Moore.
Moore and his team started the WMS selection process in late 2023, working with supply chain consulting firm Alpine Supply Chain Solutions to identify challenges, needs, and goals, and then to select and implement the new WMS. Roughly a year later, the 3PL was up and running on a system from Körber Supply Chain—and planning for growth.
SECURING A NEW SOLUTION
Leaders from both companies explain that a robust WMS is crucial for a 3PL's success, as it acts as a centralized platform that allows seamless coordination of activities such as inventory management, order fulfillment, and transportation planning. The right solution allows the company to optimize warehouse operations by automating tasks, managing inventory levels, and ensuring efficient space utilization while helping to boost order processing volumes, reduce errors, and cut operational costs.
CJ Logistics had another key criterion: ensuring data security for its wide and varied array of clients, many of whom rely on the 3PL to fill e-commerce orders for consumers. Those clients wanted assurance that consumers' personally identifying information—including names, addresses, and phone numbers—was protected against cybersecurity breeches when flowing through the 3PL's system. For CJ Logistics, that meant finding a WMS provider whose software was certified to the appropriate security standards.
"That's becoming [an assurance] that our customers want to see," Moore explains, adding that many customers wanted to know that CJ Logistics' systems were SOC 2 compliant, meaning they had met a standard developed by the American Institute of CPAs for protecting sensitive customer data from unauthorized access, security incidents, and other vulnerabilities. "Everybody wants that level of security. So you want to make sure the system is secure … and not susceptible to ransomware.
"It was a critical requirement for us."
That security requirement was a key consideration during all phases of the WMS selection process, according to Michael Wohlwend, managing principal at Alpine Supply Chain Solutions.
"It was in the RFP [request for proposal], then in demo, [and] then once we got to the vendor of choice, we had a deep-dive discovery call to understand what [security] they have in place and their plan moving forward," he explains.
Ultimately, CJ Logistics implemented Körber's Warehouse Advantage, a cloud-based system designed for multiclient operations that supports all of the 3PL's needs, including its security requirements.
GOING LIVE
When it came time to implement the software, Moore and his team chose to start with a brand-new cold chain facility that the 3PL was building in Gainesville, Georgia. The 270,000-square-foot facility opened this past November and immediately went live running on the Körber WMS.
Moore and Wohlwend explain that both the nature of the cold chain business and the greenfield construction made the facility the perfect place to launch the new software: CJ Logistics would be adding customers at a staggered rate, expanding its cold storage presence in the Southeast and capitalizing on the location's proximity to major highways and railways. The facility is also adjacent to the future Northeast Georgia Inland Port, which will provide a direct link to the Port of Savannah.
"We signed a 15-year lease for the building," Moore says. "When you sign a long-term lease … you want your future-state software in place. That was one of the key [reasons] we started there.
"Also, this facility was going to bring on one customer after another at a metered rate. So [there was] some risk reduction as well."
Wohlwend adds: "The facility plus risk reduction plus the new business [element]—all made it a good starting point."
The early benefits of the WMS include ease of use and easy onboarding of clients, according to Moore, who says the plan is to convert additional CJ Logistics facilities to the new system in 2025.
"The software is very easy to use … our employees are saying they really like the user interface and that you can find information very easily," Moore says, touting the partnership with Alpine and Körber as key to making the project a success. "We are on deck to add at least four facilities at a minimum [this year]."
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Keith Moore is CEO of AutoScheduler.AI, a warehouse resource planning and optimization platform that integrates with a customer's warehouse management system to orchestrate and optimize all activities at the site. Prior to venturing into the supply chain business, Moore was a director of product management at software startup SparkCognition. He is a graduate of the University of Tennessee, where he earned a Bachelor of Science degree in mechanical engineering.
Q: Autoscheduler provides tools for warehouse orchestration—a term some readers may not be familiar with. Could you explain what warehouse orchestration means?
A: Warehouse orchestration tools are software control layers that synthesize data from existing systems to eliminate costly delays, streamline inefficient workflows, and [prevent the waste of] resources in distribution operations. These platforms empower warehouses to optimize operations, enhance productivity, and improve order accuracy by dynamically prioritizing work continuously to ensure that the operation is always running optimally. This leads to faster trailer turn times, reduced costs, and a network that runs like clockwork, even during fluctuating demands.
Q: How is orchestration different from a typical warehouse management system?
A: A warehouse management system (WMS) focuses on tracking inventory and managing warehouse operations. Warehouse orchestration goes a step further by integrating and optimizing all aspects of warehouse activities in a capacity-constrained way. Orchestration provides a dynamic, real-time layer that coordinates various systems and processes, enabling more agile and responsive operations. It enhances decision-making by considering multiple variables and constraints.
Q: How does warehouse orchestration help facilities make their workers more productive?
A: Two ways to make labor in a warehouse more productive are to work harder and to work smarter. For teams that want to work harder, most companies use a labor management system to track individual performances against an expected standard. Warehouse orchestration technology focuses on the other side of the coin, helping warehouses "work smarter."
Warehouse orchestration technology optimizes labor by providing real-time insights into workload demands and resource availability based on actual fluctuating constraints around the building. It enables dynamic task assignments based on current priorities and worker skills, ensuring that labor is allocated where it's needed most, even accounting for equipment availability, flow constraints, and overall work speed. This approach reduces idle time, balances workloads, and enhances employee productivity.
Q: How can visibility improve operations?
A: Due to the software ecosystem in place today, most distribution operations are highly reactive environments where there is always a "hair on fire" problem that needs to be solved. By leveraging orchestration technologies, this problem is mitigated because you're providing the site with added visibility into the past, present, and future state of the operation. This opens up a vast number of doors for distribution leadership. They go from learning about a problem after it's happened to gaining the ability to inform customers and transportation teams about potential service issues that are 24 hours away.
In his best-selling book
The Tipping Point, journalist and author Malcolm Gladwell describes the concept of a tipping point as "that magic moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire."
In the warehousing and freight transport world, that definition could very easily apply as well to the rise of artificial intelligence (AI) and its rapid infiltration into just about every corner of the technological ecosphere. That's driving an accelerating evolution in transportation management systems (TMS), those tech platforms that do everything from managing rates, finding trucks, and optimizing networks to booking loads, tracking shipments, and paying freight bills. They are incorporating AI tools to help shippers and carriers work smarter, faster, and better than ever before.
"Twenty years ago, we could not build [and operate] software with the capacity to store and access huge caches of historical information and data and calculate [things like] 10-dimensional optimization," recalls Pawan Joshi, chief strategy officer for
e2open, a leading developer of transportation management software. "We didn't have the data or the computing resources to build these decision-making models." With the advent of artificial intelligence and the extremely powerful computing resources behind it, "now we have the computing power with the speed to do it."
A CONTINUING JOURNEY
Srini Rajagopal, vice president of logistics product strategy for
Oracle, sees AI as just the latest step in the continuing journey of maturity and innovation in the TMS space. He breaks the development of AI into two parts. "The first is the standard, classic AI model. These support specialized [computing and analytics] models built for specific purposes," such as developing optimization and consolidation plans, routing or ETA predictions for trucking, or cycle-time predictions for warehouses.
The next step is "generative AI, which has come about because of the maturity of the large language models (LLMs) now available," he explains. This development allows the software to interact with users in a natural language format, creating new opportunities for task automation in the typical cycle of transportation planning, execution, and exception management.
"What we use that for is [to give the model] the ability to interact [with a user] in a natural language format and then do reasoning about what actions to take [based on the user's input]."
He cites as one example the returns process, where typically a customer service agent will engage with a customer and answer questions over the phone. "The AI agent can take over a lot of that role, responding to the customer's questions by voice and making recommendations based on the user's input." That frees up time for the human agent, who now may have to intervene only with a small portion of questions that the AI agent cannot handle. "Now the human agent has more time to focus on other, more complex or higher value-added tasks," he notes.
ROI STILL RULES
Yet even with the advent of more advanced and sophisticated machine learning algorithms and artificial intelligence taking on more complex tasks, at the end of the day, "when it comes to execution, that's where the rubber meets the road," says Oracle's Rajagopal about the principal role of a TMS and the realizable and measurable results it can provide.
That should be the priority, he notes: Value measured, quantified, and validated across numerous metrics—whether it's lower operating costs; more efficient, less error-prone processes; better transportation procurement; or optimized and more productive use of assets and people.
One shipper cites his rule of thumb for ROI (return on investment) as being "for every dollar spent on a TMS annually, it should return at least $2 in direct annual cost savings and/or productivity gains."
Those gains can be measured in a host of ways, notes Rajagopal. "It might be something as simple as billing accuracy," he says. "Are you getting paid accurately for your services, billing correctly, eliminating duplicate bills?" Then there are what he calls the "soft" benefits, such as user productivity and time savings from automating tedious, manual tasks. "Is your dispatcher or planner able to do more in a day with the new system?" he asks.
"ROI is all about knowing how you were doing before, quantifying the as-is state and what it costs you, and then, as you implement, measuring what it looks like in the new state and validating that you, in fact, got the savings expected."
CONNECTIVITY AND VISIBILITY
Tom McLeod, president and chief executive officer of
McLeod Software, has spent decades helping truckers and brokers use technology to work better, smarter, and more efficiently. Over those decades, he says, two demands from customers have remained constant: connectivity and visibility. "That's been an ongoing theme in technology development for our industry in the last 10 years," he notes.
He sees AI as a tool that will streamline the exchange of information between shippers and carriers, ultimately improving the executional accuracy and efficiency of the transportation planning and execution lifecycle.
One key foundational aspect of achieving that goal is integration and how effectively and seamlessly companies like McLeod and other TMS operators can help customers accomplish and maintain that. It's a continuing challenge that gets more complex but also is benefiting from technology advancements that make the task both simpler and faster to accomplish.
"We have seen a real explosion of integration requests and requirements," McLeod says. "More and more companies are coming into the market providing information services, and the pace of change is accelerating."
McLeod's focus has been "to offer the … best integration to our customers so that they have a chance to compete. And to have an open platform that enables them to do so," he says, adding that "once it's complete, that process needs to be automated, with the information going where it's needed, and being accurate and reliable." And for the technology providers to be adaptable as the industry continues to change and new solutions come on the market.
McLeod supports this strategic imperative through its Certified Integration Partner program, which offers off-the-shelf, supported integration solutions for over 180 different trucking industry software products or services, from over 130 different companies.
Even with the advances in TMS platforms, in the trucking world, there are still "a lot of niche markets that require almost totally different services" as well as a lot of repetitive, manual tasks still waiting for automated solutions, says McLeod. He sees significant opportunities for TMS providers to help customers truly re-engineer their operations, addressing important metrics such as reducing deadhead miles, increasing revenue per mile, and getting more revenue per employee.
"It's not for the faint of heart," he adds. "As apps get more sophisticated, it is important for us to continue to handle more and more details, on a more automated basis. That's what carriers want and need to help them better serve their customers, keep costs in line, and compete."
Nevertheless, with all the promise of technology and the opportunities for AI to accelerate the shift to automation, "it is still a relationship business, between people who need to ship goods and those who provide the assets, resources, and expertise to do that," McLeod stresses.
"Even as routine transactions are automated, when it is crunch time and there is a problem, people still want to have someone on the other end they can reach out to, that they know and trust," he says. "Technology cannot get in the way of strengthening those relationships—or replacing them. It must support and facilitate that."
NO PATCHWORK QUILT
As the nation's largest broker and freight forwarder,
C.H. Robinson (CHR) has a view of the market—and the role of technology in it—that could certainly be considered informed. With integrated management services that touch every mode of transportation, both nationally and globally, the company has a deep view into the needs and wants of shippers worldwide—and how technology can address those needs.
One recurring theme among CHR's customers, says Jordan Kass, CHR's president of managed solutions, is "shippers are not looking for a point solution anymore. They don't like the idea of a patchwork quilt. They want one pane of glass [through which] they can see and control their entire supply chain," he notes, adding that over 50% of CHR's revenues come from customers who use both its forwarding and surface transportation management capabilities, across modes.
He believes that is a function of shippers who are stressed to the max, are coping with a shortage of supply chain talent, "and are being asked to do much more with much less."
For CHR, he cites as a key advantage its proprietary TMS—which is both global and multimodal—and an engineering team that continually works to improve and expand its capabilities. He also believes the advent of AI will be incredibly transformative for the industry.
"Because we are building [the TMS] and using it at the same time, we have a really unique and valuable eye into how it performs and what customers want and need. As we operate the platform, we identify use cases with our customers and then go to our engineering team to build a solution," he notes.
Kass says CHR's technology approach as a builder and operator of its TMS gives it a unique look into "how transformative AI can be in this space and how we can lean into some of the larger problems that shippers are dealing with."
As one example, he cites CHR's development and implementation of "touchless" appointments for freight pickup and delivery. "If you think back, making a [pickup or delivery] appointment used to take multiple tries [with phone calls, texts, and emails], and it sometimes required more than a day to get that appointment in place," he recalls.
With its AI-driven process, "now we are doing that in under two seconds, greatly enhancing the speed of that process and adding huge value to it."
CHR has data on 35 million shipments a year, Kass says. That data informs the AI engine, which in determining the ideal appointment time, will consider things like patterns in transit time along a route, on-time performance, and dwell time at a facility. It will even take into account what's ideal for the carrier.
For example, Kass says "carriers in South Dakota need a longer time to get to the point of origin because they're typically traveling farther, so a 6 a.m. pickup appointment isn't good for them, while a 6 a.m. pickup appointment in an urban area might be great for a carrier because it can avoid traffic. The data [accounts for] these things better than a human can."
One area that TMS providers need to improve upon is predictive capabilities, Kass believes. With AI, "as you feed more data into the system, the more accurate you get." With that come more opportunities to expand the platform to automate and streamline tasks that continue to be done manually. It also helps the TMS get better at interacting in real time with transportation processes and accurately predicting outcomes. "We have the scale, and with AI, the more you feed it, the more intelligent it becomes."
IT STILL COMES DOWN TO COST
Even with the inexorable march of technology, its permutations of AI, and its promise for positive change and automation that helps its human partners work smarter, faster, and better, in the end, it still comes down to cost—measuring and weighing what's being spent on the TMS against the operational cost savings and productivity being realized.
"The shipper's main concern is still cost," says Bart De Muynck, principal at consulting firm
Bart De Muynck LLC. "That comes from a couple of areas. One is to better optimize the freight spend. Second [is to] put in a better process for the shipper to tender freight to the carrier and for the carrier to [handle] that freight in the lowest-cost manner possible. [Yet another is to obtain] transparency, providing better insights into how the shipper is procuring capacity so shippers end up with reliable, quality capacity at the most affordable rates."
And as technology has become simpler to integrate, implement, and use, "everyone can and should buy a TMS," De Muynck says. "There are many flavors; they have become more intuitive, faster, and easier to use." It's not about offering completely different things, he adds. "It's about streamlining the user activity and how the systems perform everyday tasks, making the job easier, and making it easier, more convenient, and less costly for the shipper to work with the carrier."
Not so fast …
After seeing the possibilities of what a TMS can do, companies sometimes will be in a rush to get their solution implemented and operating. That can be a mistake that leads to errors and an unsatisfactory outcome, says Keith Whalen, corporate vice president of product management for TMS provider
Blue Yonder.
Shippers should make sure they take the time to "focus not only on the really important cost savings, but also, when you scale volume, on doing performance testing" to ensure assumptions are holding up and performance meets expectations, he notes. "Not just [testing] the initial design and integration, but having a more holistic view in all areas, leaving adequate time and not rushing through. Don't skip steps," he advises.
Whalen counsels customers to spend the time and effort up front on knowing their current state, modeling out what they want the future state to look like, and, importantly, planning for training and change management to bring users who will be operating the platform successfully into the new realm.
"I think one of the things we do a really good job at is up front in the initial modeling," he notes. "The customer should be examining opportunities across its transportation network [and] do 'what if' analyses to look not only for savings, but also at where [it might get] the biggest bang for the buck." Such efforts might look at a nearshoring strategy and how it changes the supply chain, a decision on fleet asset deployment or type of service, or warehousing locations to optimize the network and respond to a shifting supply chain.
"That modeling and initial ROI calculation builds the business case. It not only justifies the deployment of the TMS, but also provides the guidance on how to roll it out as they go through their projects," he notes.
Lastly, he stresses that training the operating team, helping them change and evolve from past practice, and transition effectively to the new tools, can be the difference between success and failure.