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 Atlanta-based supply chain software vendor Logility is declining to comment about reports that the company might be sold, following a call from certain shareholders to take the company private.
Logility Supply Chain Solutions Inc., which was known as American Software Inc. until October 1 this year, says it delivers prescriptive demand, inventory, manufacturing, and supply planning tools. That tech helps to provide executives the confidence and control to increase margins and service levels, while delivering sustainable supply chains, the company says.
In 2717’s view, Logility is undervalued in public markets, and its stock has underperformed in comparison to “comparable companies” including Descartes Systems Group, Kinaxis, Manhattan Associates, SPS Commerce, and Tecsys. Its stock value has also lagged in comparison to “proxy peers” such as Agilysys, Aspen Technology, Asure Software, E2open, eGain, and PROS Holdings, 2717 said.
In response, Logility is currently working with an investment bank to gauge takeover interest from potential buyers, according to published reports.
The company itself is not talking about that process. In a press release on Thursday, Logility issued a press statement in response to recent market rumors and media reports. “In accordance with its standing policy, Logility has no comment to make concerning any market rumors or speculation,” the company said.
Just last year, Logility acquired the Belgian firm Garvis, a provider of artificial intelligence (AI)-based forecasting tools for demand planning and stock optimization. That deal followed previous acquisitions including Starboard Solutions Corp., Halo Business Intelligence, and AdapChain Inc.
The company has also seen corporate change in recent months, rebranding to its current name in October and announcing a new chairman of the board in February after the company’s co-founder, executive chairman and treasurer—James C. Edenfield—resigned his seat.
While an increasing number of companies are creating digital twins of their own supply chains, they are missing an opportunity to also build a “digital twin of the customer” (DToC), mirroring conditions at retailers, consumers, patients, or machine customers, the firm said. That nascent technology has the potential to revolutionize demand forecasting accuracy, vastly improve customer experience, and serve as a critical input to enhance the use of AI/ML tools.
The analysis comes from a Gartner survey of 380 supply chain leaders conducted in January 2023, which found that while 60% are piloting or plan to implement a digital supply chain twin (DSCT), just 27% were also planning to incorporate a DToC as part of their digital strategy.
Gartner defines DToC as a dynamic, virtual representation of a customer that simulates and learns to emulate and anticipate behavior. A DToC can and should complement a broader DSCT, helping to shift from a cost-centric and reactive posture to one that is instead proactive and growth-oriented.
Despite those potential gains, the barriers to adoption of DToCs include a lack of awareness of the transformational benefits, a lack of digitalization skills, and concerns about customer trust and data privacy regulations, Gartner said.
“Supply chain leaders understand the importance of the customer in their physical supply chains, but most have not yet translated this lesson to the digital realm,” Beth Coppinger, senior director analyst in Gartner’s Supply Chain Practice, said in a release. “The opportunity for transformational benefits from a digital twin of the customer far exceeds the potential that most supply chain leaders see today. A digital supply chain twin that includes a digital twin of the customer can account for changing customer behaviors under a variety of conditions and support the growth plans of the organization.”
For more than 80 years, Springs Window Fashions has been keeping North America’s windows covered, providing shades, blinds, and residential and commercial window treatments under a variety of brands, including Bali and Graber. The company has grown steadily through the decades thanks to acquisitions, strong sales, and expanded manufacturing capabilities, and today, the Middleton, Wisconsin-based business employs more than 500 people at its corporate location and 9,000 worldwide.
The task of outfitting and decorating windows has also changed over the years; today’s window treatments now span a vast array of styles, colors, textures, dimensions, and functions. And because window styles change frequently—just like fashion trends in the apparel sector—Springs must monitor millions of possible combinations to meet customer demand.
While that wide array of product offerings may make customers happy, it presents a challenge for the company’s supply chain planners, who must ensure that the right materials, products, and labor are available when needed. The planners’ work is complicated by the fact that a significant portion of Springs’ demand is influenced by consumer promotions—a variable that proved tough for its legacy demand-planning system to handle. In the past, demand planners often spent hours using offline analytics and manual entry adjustments to translate forecasts into operational plans.
But as business grew, company leaders realized that the legacy system just wasn’t going to cut it. They needed a solution that would provide more accurate, detailed forecasts to keep the operation running efficiently.
A MATERIAL UPGRADE
To boost its forecasting capabilities, Springs Window Fashions replaced its legacy forecasting solution with a system from Anaplan, a San Francisco-based developer of cloud-based business planning software and operator of a unified platform for modeling and scenario analysis. For help developing a demand-planning system on the platform to fit its specific requirements, Springs turned to Valizant Solutions, a Long Beach, California-based Anaplan partner firm that adapted Anaplan’s real-time calculation engine to run the programs Springs needed.
As a result of the upgrade, Springs now generates its demand plans four times as frequently as before, with 30% better accuracy and far greater detail, Ed Lewis, president and CEO of Valizant, said in a case study posted on Anaplan’s website. “Before this solution, [Springs] had been challenged to build a fresh [forecast] plan in six weeks sometimes. But during the Covid pandemic, the market situation changed every week,” Lewis said. “Now, it can enter the sales history, new product information, [and] changing fabrics and colors, and account for promotions, including the size of discount, competitive pricing, etc.”
The new platform then crunches the data to improve forecasting accuracy and provide more granular detail. “Now, [the planners] don’t have to hedge and order more inventory, since they can trust the forecast. And they can reduce inventory, avoid wasted capacity, and get better revenue planning,” Lewis noted.
Even better, the upgrade process was completed in just six months, Springs leaders said. “Compared [with] other implementations for our exact same business, Valizant Solutions on Anaplan were up and running in a quarter of the time,” Mickey Klicka, Springs Window Fashions’ manager for financial systems, said in the case study. “And the solution delivered is probably three times as complex.”
With Valizant on Anaplan, Springs has now moved from monthly demand-planning reports to a weekly cycle. And the advantages don’t end there. The company says the solution’s benefits extend beyond the demand-planning department to include its manufacturing facilities, purchasing and inventory management groups, and even its material vendors.
This story first appeared in the Quarter 1/2022 edition of CSCMP’s Supply Chain Quarterly, a journal of thought leadership for the supply chain management profession and a sister publication to AGiLE Business Media’s DC Velocity.
Imagine that your company is gearing up to launch a new product. First, take a moment to consider all the supply chain complexities inherent in any new-product introduction. Now imagine that you’ll be dealing with a product that’s based on brand-new technology, will require manufacturing processes unlike any your company has ever used, and will require a specialized temperature-controlled transportation and distribution network.
But wait, there’s more: Now imagine that the customer base for this product runs into the billions and is spread all over the world. And that these billions of customers are eagerly awaiting your new product—and closely scrutinizing your delivery performance.
And now, imagine that you have to design the supply chain for this product in less than a year.
JIM CAFONE
That was the challenge Jim Cafone and his team at the pharmaceutical giant Pfizer faced when they were tasked with creating the supply chain for the Covid-19 vaccine, in conjunction with Pfizer’s partner BioNTech.
Cafone, who is vice president of network design and performance for Pfizer Global Supply, says there was never any doubt that the company would accept this challenge. For Pfizer, one of the world’s largest vaccine manufacturers, unlocking a vaccine for Covid-19 and getting it to as many people as possible, as quickly as possible, felt like a moral imperative.
It quickly became apparent that one of the most promising ways to defeat the virus lay with the new messenger RNA (mRNA) technology that was being developed by BioNTech, a biotechnology company. That led Pfizer to form a partnership with BioNTech to produce the vaccine. But there was a hitch: At the time, Pfizer had an extensive manufacturing and distribution network for vaccines and pharmaceuticals, but none of it was designed for mRNA-based products. A whole new process and network would have to be created essentially from scratch—and with the virus sweeping across the globe, there was no time to lose.
In this interview with DC Velocity Editor at Large Susan Lacefield, Cafone talks about how his team rallied to meet that unprecedented challenge, which required them to change the very way that they worked.
Q: Did Pfizer have any previous experiences you could draw upon when developing the supply chain for the Covid-19 vaccine?
A: As one of the largest vaccine manufacturers, we of course had experience with building out supply chains, but not at the same scale. Nobody builds a manufacturing network for a pandemic. In a world with a population of 7.6 billion to 7.8 billion people, you are talking about a need that has never [arisen] before.
Up until Covid, the No. 1 vaccine in the world was a product called Prevnar [which is used to prevent diseases caused by the pneumococcal bacteria], and in 2019, we manufactured roughly 200 million doses of that.
But Prevnar uses a different sort of technology than the Covid vaccine. We were discussing whether to use what I would classify as “tried and true” traditional vaccine technology or move to the mRNA platform. We chose the mRNA platform due to the confidence we had in our partner.
Q: What sorts of challenges did the move to mRNA technology create?
A: In my view, there were three major challenges. One was building out an mRNA manufacturing supply chain that had not previously existed anywhere in the world. There just wasn’t enough equipment in the world [to meet our needs] if we used standard approaches. The type of scale that we needed just didn’t exist. So we had to fundamentally reinvent the manufacturing process, which included not only making the mRNA but also filling and finishing vials.
Challenge number two was building out a network of innovative collaborators. We have roughly 280 components coming in from 85 suppliers in 19 different countries, and we had to build out a network using these collaborators.
The third thing was the whole logistics side, which [included] building a shipment device that could handle deep-frozen vaccines. mRNA doesn’t like heat at all. So we optimized [our supply chain] on speed, and we optimized on deep-frozen.
So those were the three big challenges: reinventing the manufacturing process, developing a brand-new manufacturing network with a lot of innovative players, and reinventing deep-frozen distribution on a global scale.
Q: That global piece has got to be really difficult, because it’s one thing to keep product frozen in, say, the United States or Europe, but another thing altogether when you’re distributing in remote parts of Africa or Asia.
A: Exactly. The shipping container we designed was meant to double as a portable storage device. It wasn’t a situation where you had to immediately open it up upon receipt. We designed it so that it kept temperatures consistent up to, I want to say, about 10 days.
We wanted it to be easy and efficient to pack. We needed a product to be stable for up to 10 days in remote locations, and we wanted it to be [able to be] returned or reused. So that was like another medical innovation.
All during that time, we took 50% out of our cycle time for manufacture. We expanded wherever we could in our network to get more volume. We put $2 billion worth of capital at risk in order to optimize its speed. In 2021, we manufactured 3 billion doses, and 1 billion of those went to low- and middle-income countries. Our focus was on health-care equity regardless of where you were in the world.
Q: Another thing Pfizer did was to redesign the manufacturing process to be very “micro.” How did you accomplish that?
A: [Even before Covid,] the entire manufacturing process had been getting what I would call “miniaturized.” That miniaturization is based on the fact that, as the industry starts to attack more rare diseases, you don’t need big manufacturing infrastructures anymore. You need small, nimble manufacturing infrastructures.
What was interesting with the Covid vaccine is that we needed massive scale, but we couldn’t find 6-, 12-, or 20-thousand-liter vessels at that time to produce this mass volume. They just didn’t exist anywhere in the world. Again, you’re talking about a patient population of potentially 8 billion people. So we decided to take a page out of both books and look at how do we miniaturize, and, instead of scaling up, how do we scale out.
The answer is basically a miniaturized manufacturing plant. What we did was to design those [miniaturized plants] so that you could start to create racks of them. Almost like you see in a data center: If you go into a data center, you might see a rack of 10 servers, but if you go into an Amazon data center, you might see thousands of feet of servers, right? As you add [servers], you are adding computer power. As we were scaling out [our miniaturized plants], we were adding in volume. We redesigned the entire process to be like a “factory in a box,” and then you could start to replicate those in a way that is fundamentally equivalent to server arrays in a data center. That is how we largely did it.
Q: In the midst of all that, how did you build a network of suppliers to collaborate with you on a very new technology?
A: The genetic sequence for the SARS virus was updated on Jan. 12, 2020. That was when BioNTech approached us with their mRNA Covid technology. The way that I describe it is, it was a great marriage. They had great science. We had the best development organization and, I would argue, the best supply chain organization. Now, I’m biased, of course.
Once we decided to go with mRNA technology, we approached our suppliers that were in the mRNA space as rapidly as possible. The challenge we had was that mRNA was largely an academic exercise—a medical school exercise—at that time. Suppliers were really great at supplying those [researchers], but they were supplying relatively small amounts. Then we were calling up and saying, “Hey, we need plasmids, or capping agents, or some of the other materials. Can you send us some of this material?” They would then ask us how many liters we would need, and we were saying, “No. No. No. We need tens of thousands of liters.”
We worked exceptionally closely with all of our suppliers in an open, innovative fashion in order to get the volume. In some cases, when we couldn’t get the volume by helping them troubleshoot, we brought the volume into our [own manufacturing] network.
Q: Do you think the pandemic-induced crisis made that collaboration with external partners a little easier?
A: I definitely think there was a different sense of purpose. Now, of course, every pharmaceutical is important to some patient out there, but this one had an even larger sense of purpose. I also think our suppliers saw that sense of purpose in our light-speed culture, which grew pretty rapidly. It was all about speed. It was all about innovation. It was all about breaking down bureaucracies. It wasn’t about governance and meetings and PowerPoints anymore. It was all about the breakthrough mindset.
It was an interesting cultural element because my team designed the network during meetings that I wasn’t in. I was perfectly happy not being in them, because people were accountable for getting the work done. I never was on a call where there were more than maybe a dozen people at the meeting. If you were at the session, you were there for a purpose. You weren’t just there to listen.
You know, we have all been on conference calls in our careers where, unfortunately, you jump on and there are 50 people on there, and 30 are trying to get a word in. Again, it was all about speed, agility, innovation, and a breakthrough mindset, which means by default, you have to feel comfortable not being a part of everything. Let the organization as a whole do its work.
Q: And now Pfizer is starting to ramp up distribution for the Paxlovid antiviral pill. How is that different from your vaccine-distribution efforts?
A: Fundamentally, we are doing it all over again. The challenge you have is the volume, because now you are not dealing in biological processes; you are dealing in physical chemistry processes. What we are working through now is basically how quickly we can ramp up once again.
To put it in perspective, the highest volume of pharmaceuticals we ever produced was for Lipitor, the cholesterol-lowering agent, in 2010. It was one of its final years of patent protection, and we manufactured 250 metric tons of active pharmaceutical agents. That is the largest drug we have ever produced by volume. For Paxlovid, this year we need to produce 500 metric tons, so two [times as much as we did with] Lipitor. By the way, that Lipitor [production volume] that I talked about was during year eight or nine of its life cycle.
Q: Right, so you had already figured it all out.
A: We’d figured it all out, and we had seven generations of process improvement [under our belts]. With [Paxlovid], we’ve got to produce 500 metric tons, and we need to do that within the first year of launch. We are assembling a network of active pharmaceutical ingredient suppliers from all over the globe, including our own assets from product tableting operations and packaging operations. Again, [we’re doing] everything we can do for speed and agility.
Q: One last question: How do you keep your team from burning out?
A: We are fortunate. Pfizer has helped everyone, with all sorts of tools, to take a break. We have been focusing on doing everything we can to get people to [attain] a proper work/life balance in this difficult time. We have been focusing on mindfulness. We have been focusing on taking the right breaks at the right time.
The problem we have, fundamentally, is that people want to solve these problems. We didn’t have any issues with getting people into our manufacturing plants. We have people who wanted to come in because, even if they aren’t making the [Covid] vaccine or Paxlovid, they’re still making a lot of medicines that people need. We actually have trouble getting people to stop working and to feel OK with taking a break. It’s clear that our people have a commitment to Pfizer’s purpose:“Breakthroughs that change patients’ lives.”
Editor’s Note: For more on how Pfizer tackled the cold-chain challenges it encountered in distributing its mRNA vaccine, see “The vaccine that came in from the cold,” by Yossi Sheffi, in the Q1 2022 issue ofDC Velocity’ssister publication,CSCMP’s Supply Chain Quarterly.
We got the first one on a Monday and thought nothing of it. It was just your typical piece of junk mail from an insurance company trying to entice us to change carriers. The next day, we got six pieces of similar mail representing most of the usual suspects among the insurance companies you see advertised on TV, trying to convince us to drop our current insurer and go with them instead.
One of the pieces of mail had a picture of our house on the outside of the envelope. Seeing our home like that was actually kind of creepy. It was a “they know where we live” moment. I half expected to see a ransom note inside until I realized it was a very old photo, probably retrieved from Google Street View. The picture showed our 1992 Plymouth minivan in the driveway—a vehicle we haven’t owned for many years.
Other insurance offers followed over the next few days—far above the normal amount. It got me wondering, why the sudden interest in protecting what is mine? I don’t recall searching for insurance products online or responding to any surveys about my insurance needs. Somehow, someone identified me as a good prospect. The problem is, the data they supplied to these companies was wrong. I am not looking for new insurance.
Such inaccuracies in data may be why there are growing privacy concerns about the acquisition of data and how it is applied. Apple’s announcement in April of the launch of its App Tracking Transparency feature is another example of requiring a new set of permissions to track users’ activity across the internet. When asked, most users say NO to granting such permissions.
Apple’s is the latest salvo in the fight for data privacy. As CEO Tim Cook explained in announcing the plan, “If a business is built on misleading users, on data exploitation, on choices that are no choices at all, then it does not deserve our praise. It deserves reform.”
Which brings me to ask, how reliable is the data we’re collecting and acting upon for our supply chain operations? There’s a wealth of information available today, but how can we tell which of it is reliable and should be acted upon? The recent pandemic proved we can’t rely solely on historical data any longer.
The good news is that there are supply chain tools that can cut through the data clutter to improve data quality, such as predictive analytics and demand planning software. Without good tools, random data collected from random sources will be as useless as those insurance offers were to me, and will probably endure the same fate—being consigned to the trashcan.
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Transcript
David Maloney, Editorial Director, DC Velocity: 0:03 Supply chains continue to shine in the midst of challenging times. New innovations introduced for warehouse picking. And a supply chain that makes the impossible possible. Pull up a chair and join us as the editors of DC Velocity discuss these stories, as well as news and supply chain trends, on this week's Logistics Matters podcast. Hi, I'm Dave Maloney. I'm the editorial director at DC Velocity. Welcome. Logistics Matters is sponsored by Fortna. Fortna partners with the world's leading brands to transform their digital operations to keep pace with digital disruption and growth objectives. Known worldwide as the distribution experts, Fortna designs and delivers intelligent solutions powered by their proprietary software to optimize fast, accurate, and cost-effective order fulfillment. For more information, visit Fortna.com. As usual, Senior News Editor Ben Ames and Senior Editor Victoria Kickham join us to provide their insight into the top stories of this week. Hi, Ben and Victoria. Welcome. Since we're now at the beginning of May, I think it would be good to highlight some of the stories we have coming up in our May issue. Our cover story actually features an interview that I did with Sheetal Shah of Impossible Foods. Now Sheetal is the senior vice president of product and operations, and he directs several mission-critical business units, including the product itself, operations, manufacturing, supply chain, and logistics. So, Impossible Foods, if you're not familiar with, and they make that plant-based food that tastes like and competes with meat. So as a company, they state that their goal is to compete against beef that's made from cows and other animals in the areas of taste, nutrition, sustainability, convenience, and affordability. So the product I think most people are familiar with would be the Impossible Whopper that's found at Burger King restaurants. But they also are found in many other restaurants around the country, supermarkets, and they're rolling out even a greater expansion of that in supermarkets. So what we talked about in the interview was really the supply chain that makes this all happen. They rolled out Impossible beef a couple of years ago. They ended up with some supply chain problems, just not enough capacity for the demand, basically, So they fixed at this time in rolling out a new product called Impossible Pork, which you may see it a supermarket or a restaurant near you. So, the story gets into that, the supply chain behind it, and the partnerships that they're doing with 3PLs and restaurants and and food distributors to make sure their product can get to people. So, encourage you to read that. That's our cover story for May. Ben, you also had some work on the salary survey. Our 17th Annual Salary Survey of people in the supply chain. What did you find out with that?
Ben Ames, Senior News Editor, DC Velocity: 2:52 Right, Dave. We actually take a quick detour, I've actually eaten one of those Impossible Whoppers. I visited a Burger King with a friend a few weeks ago, and we had an Impossible Whopper and standard Whopper side by side, and we split them, and the Impossible one was tasty, I'm here to say.
David Maloney, Editorial Director, DC Velocity: 3:07 Yeah, they are pretty good.
Ben Ames, Senior News Editor, DC Velocity: 3:08 Yeah, absolutely. Looking at salaries, though, it turned out that more than two-thirds of the respondents in our 17th annual survey, as you said, have seen their salaries increase in the last 12 months. And the average salary that we added up in our survey was a little bit over $127,000, which was up from the 2019 level $117,000. So things are going well, in a salary sense. Of course, those are 2019 numbers. And as we're all painfully aware, 2020 has been a year for the record books in terms of disruption with coronavirus. So, time will only tell what the impact is on paychecks. However, many logistics providers have been deemed essential businesses, so a lot of them have kept on working through these very tough conditions. It'll be really interesting to see how that plays out.
David Maloney, Editorial Director, DC Velocity: 4:01 Yeah, it will be. Hopefully things are steady throughout the year, and we bounce back here fairly quickly. Victoria, you had a feature in our May issue on new picking technologies that you observed at Modex. Can you tell us about that?
Victoria Kickham, Senior Editor, DC Velocity: 4:14 Yes, absolutely. So the Modex show, there was, as you know, an abundance of new technologies. Impossible to write about everything in a single story. So what we just had to do was just take a look and highlight a few from companies that may be outside the mainstream radar and just a look at what's out there. So a couple of things we look at is in advance in goods-to-person picking that involves, or integrates, autonomous mobile robots and sort of a modular racking system that was really interesting. A robotic piece-picking solution that incorporates new vision technology and gripping technology, and a pick-by-vision system that's been around for a bit, but is incorporating some new dashboard tools that allow users access to data and analytics to both improve the way they use the system and their overall operations. So everyone's interested in data, data, data these days, so that seems really interesting to us. So that's just a few things that we took a look at
David Maloney, Editorial Director, DC Velocity: 5:09 And as we continue to see how automation is changing the robotics and all the software, of course, behind it, that really drives everything together. Great. Thank you, Victoria. We have a couple of other things we'll just highlight very quickly. We have a private fleet story that's coming up. And again, especially now with the with the coronavirus, people are wanting to secure that transportation, so they're taking even a harder look at private fleets and are copying, sort of taking a page out of Walmart and Amazon's playbook, looking into private fleets and contracting for dedicated operations. If they don't own the fleet, they're at least looking for dedicated service of from a fleet vendor. So take a look at that one in our May transportation report. We also are helping to celebrate the National Forklift Safety Day, which will be coming up in June. So we're highlighting that in our May issue. The event will be June 9th. It will be a virtual event that we'll actually be participating in this year. And so, within that special section, where actually, it's a supplement to DC Velocity in the May issue, we'll have a feature on how to create a safety culture within your facilities. It's among the forklift users who drive the forklifts as well as a pedestrians in your warehouse. So, some very practical steps that you could take to help develop that safety culture. We also have a couple of other articles within that supplement that I think would be worthy of you to take a look at to, that helped promote safety and the message from the Industrial Truck Association that safety is important not just on National Forklift Safety Day, but every day as well. We also have an article on women supply chain professionals who are increasingly making their way up to the highest levels of corporate management. This is a story that ran in our sister publication, Supply Chain Quarterly, and we think it's an important story, so we're also sharing it with our DC Velocity readers as well. So we're looking at how more doors are opening for women in supply chain, a field that has traditionally been a field that's been filled mostly by men. So, great to see that doors are opening for women executives as well. So that story is in, again, our May issue of DC Velocity. Turning to some of the other news and things that are going on, Victoria, you have also looked recently at a survey about consumers are no longer worried about delivery times so much as they were before. Could you tell us a little bit about that survey?
Victoria Kickham, Senior Editor, DC Velocity: 7:33 Yeah, sure, it is interesting. It's from logistics technology firm Convey. They do a lot of research on e-commerce trends. And just last month, or sort of mid- to late April, they surveyed 1,000 consumers and found that most are OK, the majority are OK with the longer delivery times they're experiencing during the Covid-9 pandemic. But the thing they really want is transparency. Seventy percent said they expect transparency and clear communication from retailers--if there's going to be a delay, or how much longer it's going to take to get their products. So that was the, the main point there. So I found that interesting. They also kind of looked at a bunch of other trends that are that are occurring during the current time with Covid-19. And what I found interesting was they did some research on stockpiling, and about, more than 40%--42%--of consumers admitted to stockpiling goods during this time. Mostly food items, paper products, pantry items, those kinds of things. But they also broke it up by age, and I found it interesting that those most likely to hoard are younger people, 18 to 29, admitted to hoarding those items during the, during this crisis. So if you've been to a grocery store and not seen paper towels for a while, you know who's got 'em.
David Maloney, Editorial Director, DC Velocity: 8:47 That is very interesting. I would not have thought that, so good. Interesting statistic there. Thank you. We also want to remind you that every day on DCVelocity.com, we have updates on what's going on with Covid-19 in our coverage, and then we have a lot of good resources there for them. And yesterday, you wrote a story about the how fleets and warehouses are starting to open up, and what it's going to take for those to operate safely. Can you share a little bit about that?
Ben Ames, Senior News Editor, DC Velocity: 9:17 Yeah, sure thing. It was really fascinating to watch this unfold, because everybody is really figuring it out in real time. It's looking increasingly like, without an effective coronavirus vaccine to make us all immune, businesses are going to have to get back into work again at under some sort of conditions, to keep the economy going and to keep our supply chains flowing. And so, there various analysts and technology firms have been offering possible terms for that, what they're calling "the next normal." And it depends, really, on what your place is in the supply chain, but some of the possibilities on the transportation side, vehicles and trucks, could be rising importance of telematics, vehicle routing software, Internet of things sensors, to be able to check where inventory is flowing without being there in person to touch it as we try to do more and more things virtually. And likewise, for warehouse workers, there are a couple options now for making sure that we maintain social distancing, the rules that we've all heard so much about. For instance, there's one company called Triax that has a little device that you can wear on a lanyard on your on your body, or clip it to your hard hat, and then it sounds an alarm if you draw too close to another worker, if it detects that proximity there. So, it's looking like we'll have some options that'll perhaps keep us working safely, moving forward in these coming weeks. Months.
David Maloney, Editorial Director, DC Velocity: 10:52 Yeah, and that's especially important, I think, in warehouses we've got a lot of people interacting with one another, to be able to maintain that social distance, but also get the product out. So you may see, I think maybe more shifts, in a sense, or work being divided among the facilities a little differently so that people are moving around and not being bunched together. So it will be interesting to see. And how warehouse management systems are able to place people, direct work. I think you're going to see a whole cottage industry and a sense of people making updates to be able to assure for some of that, the way products are picked. Very interesting idea, and thank you for bringing us that story. And then we have all kinds of other resources on there. I'm going to talk a moment about our resources page.
Ben Ames, Senior News Editor, DC Velocity: 11:38 We sure do. We've collected all of our coverage on a single Covid-19 landing page. So visitors on our website, DCVelocity.com, with one click, they can find all the coverage. And then, if they want to dig a little bit deeper, we also have a resource hub that now has 76 different links on it, to different industry groups within logistics, different analysts and research firms, vendors, charities, sort of the full array. But our goal with that was to let readers really drill down into the impact of coronavirus on logistics operations specifically, as supposed to sort of the broader public health end of it.
David Maloney, Editorial Director, DC Velocity: 12:20 Great. And there is a tab at the very top of DCCVelocity.com that says Covid-19. You could go and look at that Covid-19 coverage, as well as, if you want to direct link to the resources that Ben just mentioned, it's DCVelocity.com/covid19resources. So go take a look at those, all 76--and we're adding to those every day. Thanks, Ben and Victoria, for sharing the highlights of the news this week and, again, previewing the May issue of DC Velocity, soon to hit your desk. And of course, we'll be posting things online over the next week as well, with those stories. If you'd like more information on any of the stories that we did discuss today on Logistics Matters, be sure to check out DCVelocity.com for more details. And please provide any comments or feedback that you'd like to give us on our new podcast by emailing us at podcast@dcvelocity.com. And a reminder that Logistics Matters is sponsored by Fortna. Fortna partners with the world's largest brands to transform distribution operations into competitive advantage. Expertise includes distribution strategy, DC operations, micro-fulfillment, automation, and intelligence software. Distribution solutions designed today for tomorrow's challenges. Learn more about the distribution experts at Fortna.com. We'll be back again next week with another edition of Logistics Matters. Until then, please stay safe, and we'll see you next week.