Inbound Logistics | March 2025

GEORGIA LOGISTICS: A SURE THING

GLOBAL SUPPLY CHAIN STRATEGIES FOR CERTAIN UNCERTAINTY

PLUS

INDIA LOGISTICS: RELIABLE AND RESILIENT

WAREHOUSE SAFETY TIPS

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BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS

A NEW PRIME NUMBER Amazon MGM Studios will now oversee the James Bond franchise after longtime producers Michael G. Wilson and Barbara Broccoli announced a new joint venture. While Wilson and Broccoli remain co-owners, they are stepping back from producing future films. This marks a major shift, as Eon Productions had previously controlled all Bond films since 1962. Amazon’s involvement signals a new direction for the franchise, though no updates have been shared on the upcoming 26th film.

DRIVEN TO THE BRINK The driver shortage and retention challenges intensified in 2024, with company driver job postings surging by 63.5% between April and December. High turnover remained costly, with the loss of a single driver estimated at $12,799 , making retention a top priority. Compensation concerns were a major factor, as 60% of drivers who complained about pay cited a “lack of miles,” and 82% of job seekers sought predictable earnings . –Conversion Interactive Agency and People. Data. Analytics. 2024 Snapshot

A record $222 BILLION –Amount Americans spent shopping online during the 2024 holiday season (4.9% increase from the previous year). A record $12.4 BILLION –Online sales on Cyber Monday alone.

Deep discounts and Buy Now/Pay Later options drove the spending surge.

– Adobe Analytics

CENTS AND SENSIBILITY President Trump says he will order the U.S. Treasury to stop minting pennies to cut wasteful spending, as each penny costs 3.7 cents to produce, resulting in a $85.3 million loss in 2024. This decision could lead to job cuts at Artazn LLC, the sole U.S. manufacturer of penny blanks. For consumers, eliminating the penny may streamline cash transactions by rounding prices to the nearest nickel. However, it could also lead to subtle price increases, disproportionately aecting lower-income shoppers who rely on exact change.

THE GREAT ESCAPE U.S. migration trends are shifting as economic pressures drive people toward more aordable, less densely populated regions. Gaining popularity: The Southeast, as urban residents seek relief from rising costs. West Virginia leads in inbound migration while New Jersey tops the outbound list for the seventh consecutive year. Top motivation for interstate moves: Family ties, with states like Delaware seeing increased interest from retirees. This migration shift highlights Americans’ search for a balance between financial stability and quality of life in less- expensive areas. –United Van Lines’ National Movers Study

March 2025 • Inbound Logistics 1

CONTENTS FEATURES 20 GLOBAL SUPPLY CHAIN STRATEGIES FOR CERTAIN UNCERTAINTY Global trade faces mounting uncertainties, from shifting geopolitical MARCH 2025 | VOL. 45 | NO. 3

tensions to the ever-present risk of natural disasters. To stay resilient in an unpredictable landscape, global organizations must cultivate leaders with geopolitical expertise, enhance supply chain redundancy, and leverage technology for faster, data-driven decision-making. 28 HARMONIZING LOGISTICS IN INDIA As more companies look to diversify their supply chains, India’s abundant labor and expanding domestic market strikes the right chord. Finding trusted partners and prioritizing strategic planning are the keys to success.

34 SPONSORED GEORGIA: A LOGISTICS SWEET SPOT

The Peach State is devoting the energy, vision, and funds to juice up its logistics and infrastructure capabilities and elevate its long-time leadership as a favored site for development.

INPRACTICE 10 READER PROFILE

“Say yes before you’re ready” is one piece of advice Devon Vogel takes to heart in her role as vice president, corporate strategy with food distributor Nelson-Jameson, Inc. Her willingness to embrace opportunity has helped her climb the ladder during her 15 years with the firm.

2 Inbound Logistics • March 2025

GOOD QUESTION If you were to put your logistics motto on a bumper sticker, what would it say?

INFOCUS 1 INFO SNACKS 12 NOTED 14 TAKEAWAYS 50 PRODUCT SPOTLIGHT: AMR S AND AGV S 52 IN BRIEF

INSIGHT 4 CHECKING IN Transportation spend: waste, fraud, and abuse? 6 GOOD QUESTION If you were to put your logistics motto on a bumper sticker, what would it say? 8 10 TIPS Improving warehouse safety and productivity 16 ECOMMERCE Scaling omnichannel fulfillment to meet demand

18 IT MATTERS Three steps to data-driven planning 56 LAST MILE How skateboards could propel last- mile electrification

INFO 48 SUPPLY CHAIN INSIGHTS 54 CALENDAR 55 RESOURCE CENTER

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March 2025 • Inbound Logistics 3

CHECKINGIN Transportation Spend: Waste, Fraud, and Abuse?

Vol. 45, No. 3 March 2025 THE MAGAZINE FOR DEMAND-DRIVEN ENTERPRISES www.inboundlogistics.com

STAFF

Keith G. Biondo publisher@inboundlogistics.com Felecia J. Stratton editor@inboundlogistics.com Katrina C. Arabe karabe@inboundlogistics.com

PUBLISHER

E ven if you are not a news junkie, there is no escaping all the coverage of waste, fraud, and abuse in government spending; there is no DOGEing it. But what about U.S. spend on transportation infrastructure? Transportation for America, an advocacy group of leaders concerned about the importance of our transportation network, recently took a shot at answering the infrastructure question with an interesting study. As you might expect, the news is not good, according to

EDITOR

SENIOR EDITOR

DIRECTOR OF STRATEGIC CONTENT

Amy Roach amy.roach@thomasnet.com

CONTRIBUTING EDITORS

Karen M. Kroll Rich Osborne

Keith Biondo, Publisher

Jeof Vita jvita@inboundlogistics.com

CREATIVE DIRECTOR

Beth Osborne, the study’s author. Congress and previous administrations funded the Infrastructure Investment and Jobs Act, and other federal transportation programs, spending more than $1 trillion. That is one million million dollars. What is the result of all that investment, according to Osborne? U.S. roads are still crumbling, unsafe, and congested. Here are some interesting points from the study: • The state of U.S. roads and bridges has not signicantly improved despite record investment. • Highly trafcked roads get maintenance but, as truckers will tell you, once you are off the interstate or in the city, many lower-volume road conditions are abysmal. • Bridge conditions show minor shifts downward, with good condition bridges dropping from 47.8% to 46%. • Even in places that lost population, such as Detroit, adding more highways still led to increased congestion. • American roads are the most dangerous in the developed world, with road fatalities higher than in comparable nations. When it comes to safety, state transportation departments note a few inuencing factors such as aging drivers, new entrants with driver licenses and many driving without. Driver education took a knee during the COVID years, and then there is increased driver drug use. Pedestrian deaths are lumped in with the study data, which skews road safety counts. The conclusions are clear. Tons of spending, combined with a lack of management and accountability, means that federal transportation funding has consistently failed to improve road conditions. Transportation for America calls for Congress to rethink how funds are allocated and to stay accountable, instead of simply increasing spending. That’s ne, but Congress has heard from groups like Transportation for America and others for decades. Result? “Failure to improve road conditions.” Congress has not been effective in dealing with this increasingly important challenge. Should the Executive branch focus on it? What’s your take?

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4 Inbound Logistics • March 2025

GOODQUESTION Readers Weigh In

If You Were to Put Your Logistics Motto on a Bumper Sticker, What Would It Say?

In the complex supply chains of today , visibility is

important because you can’t strengthen what you can’t see. Visibility is the foundation for resilience and eciency, enabling businesses

–Doug Ladden Co-founder and CEO, Deliveright

BUCKLE UP. Trade regulations are changing fast. Stay ahead with agile processes and trade intelligence that answers business-critical questions. –Brian Hodgson General Manager, Trade Intelligence, Descartes Systems Group SERVICE AND SAVINGS— DELIVERED. Our mission of serving others is at the heart of everything we do and has been the cornerstone of our culture for more than 85 years. We understand the importance our stores play in providing our customers and communities with aordable and convenient access to household essentials. –Rod West Executive Vice President, Global Supply Chain, Dollar General

to anticipate disruptions, optimize operations, and stay ahead in a rapidly evolving landscape.

–Jennifer Chew VP, Solutions and Consulting, Bristlecone

HONK IF YOU OWN YOUR MANUFACTURING BASE. Having our own production facilities is a major advantage for our supply chain. In addition to eciency and cutting out middle men, our manufacturing footprint helps shield us from unpredictable supply chain slowdowns. –Bryan Gerber Founder and CEO, Hara Supply WE’RE NOT JUST MOVING THINGS, WE MOVE THE WORLD. –Phillip Skeen Director, Business Solutions TA Services

–Ivan Ramirez CTO, Hirschbach

TECHNOLOGY AT YOUR FINGERTIPS, EXPERTS BY YOUR SIDE.

IF YOUR SUPPLY CHAIN ISN’T IN THE NEWS, YOU’RE DOING IT RIGHT. –Todd Bauman Sr. Supply Chain Director, Ascential Medical & Life Sciences GOT YOUR STUFF? YOU’RE WELCOME. Whether it’s tacos, TVs, or toilet paper, logistics makes it happen. You probably didn’t think about us, but we’re okay with that—you got your stu, and that’s what matters. –Dennis Moon COO, Roadie

–Christopher Clemmensen EVP and Head of Marketing, Echo Global Logistics

SUPPLY CHAIN IS A LITTLE BIT OF MATH and a ton of common sense. Right place, right time, every time. –Jason Raper Board of Advisors, Logic Pallet

CHECK TWICE, SHIP ONCE. Accuracy beats delays.

–Debora Deakin Director of Operations, ePost Global

6 Inbound Logistics • March 2025

GOODQUESTION

SUPPLY CHAINS RUN

AI Driven

TECH HELPS

–Amy Dean Vice President of Operations, SC Codeworks

I PRACTICE PORTION CONTROL— with my broccoli and my inventory. Properly managed inventory means having the right products in the right place at the right time so you can avoid things like stockouts, mispicks, inecient tracking, and wasted labor. It can result in optimized warehouse space, better goods visibility, and streamline the process between sales order and product delivery. –Eric Allais President and CEO, PathGuide Technologies IF IT’S LATE, IT’S NOT GREAT. From production to delivery, we connect the first mile of the supply chain puzzle to keep goods moving and customers happy. Because late shipments are no one’s idea of a good time. –Rodney Manzo Founder and CEO, Anvyl NOTHING LEFT BEHIND. Supply chain professionals pay attention to every detail as only results matter. Overdue backlogs, late shipments, and delinquency are unacceptable. We honor our commitments and value our partnerships, ensuring we don’t let our partners down. We don’t leave any excess or dead inventory behind. –Vincent Cellard Senior Vice President, Procurement, Flex NO BUSINESS DOES BUSINESS ALONE. Anyone in supply chain would likely recognize this truism, as it’s a reminder that we are all in this together. –Doug DeLuca

Ann Marie Jonkman Vice President, Industry Strategies, Blue Yonder

Suraj Havalad Consultant, Trigent Software

CONNECTED SUPPLY CHAINS DELIVER SUCCESS. When every link across people, systems, and processes works together, cargo moves eciently, delays are minimized, and customers stay satisfied. –Kristjan Lillemets Chief Product Ocer, Magaya

–Vince Mariano Head of Corporate Strategy and Development, Motiv Electric Trucks

LOGISTICS IS NOT ROCKET SCIENCE, BUT IT’S CLOSE. –Ori Anavim Co-founder and COO, Grasshopper PRECISION TODAY PREVENTS WASTE TOMORROW. –Julie Vargas VP Product, Innovation, and Solutions Development, Avery Dennison MAKE WAREHOUSES SEE AGAIN.

–Je Wells Chief Visionary Ocer, Metrc

–Marc Gyöngyösi CEO, OneTrack.AI

Answer upcoming Good Questions at: www.inboundlogistics.com/ good-question

LOGISTICS HAPPENS, WHETHER YOU LIKE IT OR NOT. –Julio Deras General Manager, CMA CGM El Salvador

Product Marketing Manager, SAP Business Network, SAP

March 2025 • Inbound Logistics 7

10 TIPS

Improving Warehouse Safety and Productivity

A well-organized and secure warehouse environment boosts productivity and protects employees, equipment, and inventory.

1 OPTIMIZE THE MOVEMENT OF EQUIPMENT AND MACHINERY.

8 USE AN ORCHESTRATION PLATFORM. Working in conjunction with a warehouse management system, a warehouse orchestration platform tracks inventory and identies demand patterns to optimize schedules. Knowing what orders are coming in and when they need to be fullled helps to ensure that proper labor is at the right place to execute on the correct orders. 9 FOSTER A CULTURE OF SAFETY. Encourage open communications among employees and supervisors to quickly address issues that could hinder productivity and safety. Conduct training sessions for employees on proper equipment handling, safety procedures, and emergency protocols to improve safety and increase productivity.

Leverage real-time data, advanced algorithms, and predictive analytics to ensure that workers utilize machinery efficiently and safely. By optimizing the movement of equipment, workers can be kept safe by ensuring equipment doesn’t operate too close to them. Workers have safer pathways and bottlenecks are minimized.

2 MONITOR ACTIVITIES IN REAL TIME. Live updates on workforce activities, equipment location, and task statuses allow managers to identify potential safety risks. If excess congestion is detected, send notications to alert managers of potential unsafe conditions, enabling

align incoming goods with current and future outbound demand. 7 ALLOCATE TASKS INTELLIGENTLY. Assign the work based on real-time data and pre- dened rules to ensure that tasks are assigned to the right employees, considering their skills, availability, and current workload. Do not assign workers and equipment to the same area within the warehouse simultaneously to reduce the risk of collisions or overcrowding. Using technology to dynamically adjust schedules as priorities

efciencies in inventory management and reduce clutter, which enhances safety. Efcient layouts for storage and pathways keep hazardous areas separate from high-trafc zones. 5 LOAD BALANCE THE WORKFORCE. Assigning the right number of workers to tasks based on demand, skill levels, and capacity ensures labor is properly balanced and neither overburdened nor underutilized, which improves productivity. If too many workers are at one site, send some to another site that needs additional labor. 6 CROSS-DOCK EFFICIENTLY. Cross-docking efciently synchronizes inbound and outbound operations, which reduces the need for storage and accelerates the ow of goods. Cross-docking minimizes warehouse storage time by streamlining the direct transfer of goods from inbound shipments to outbound transportation. Use predictive analytics to

proactive intervention. 3 MINIMIZE MANUAL INTERVENTION. Automating repetitive

and hazardous tasks with equipment will reduce the likelihood of worker injuries. However, workers are often required to work alongside robots to ensure they function correctly. Coordinate schedules between workers and machines to improve efciencies and foster productivity. 4 ORGANIZE THE WAREHOUSE LAYOUT. Designate zones for equipment, storage, and walkways. Organize inventory logically. For example, place high-demand items closer to picking zones to improve

change helps to ensure efcient workows and streamline operations.

10 DRIVE CONTINUOUS IMPROVEMENT.

Tracking KPIs such as throughput, task completion rates, and inventory status helps to resolve disruptions and increase efficiencies. Analyze safety incident data to identify patterns for implementing long-term improvements.

SOURCE: KEITH MOORE, CEO, AUTOSCHEDULER.AI

8 Inbound Logistics • March 2025

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READERPROFILE Say ‘Yes’ Before You’re Ready: Embracing Opportunity and Innovation as told to Karen Kroll

DEVON VOGEL is vice president, corporate strategy with Nelson- Jameson, Inc., a leader in food processing distribution. RESPONSIBILITIES: Nurture strategic partnerships with key customers; lead internal initiatives to drive eciency via technology, explore and identify new product and service markets, and enhance the company’s ecommerce solutions. EXPERIENCE: Vice president, corporate strategy; vice president, customer solutions; director of customer solutions; inventory solutions manager; MRO product manager; assistant product manager; marketing associate, sales and marketing intern; all with Nelson-Jameson. EDUCATION: B.S. Business Administration, University of Wisconsin-Eau Claire.

I joined Nelson-Jameson as an intern in college, starting in marketing. I moved into product management and then branched out into different value-add service offerings for our customers. Fifteen years later, I’ve learned from so many great people in our industry. A motto I live by and that has allowed me to grow within my career is: ‘Say yes before you think you’re ready.’ Roughly 10 years ago, I had an opportunity to lead a new venture for Nelson-Jameson, the SupplyRITE™ Inventory Solutions. Launching this required developing a program to offer inventory management on-site at our customers’ locations. We act as true strategic partners, while also using technology such as industrial vending machines and automated replenishment. There were a lot of unknowns at the

This service allows our customers to augment their maintenance teams with our expertly trained service techs. Seeing this service and team grow over the past two and a half years has been extremely rewarding. Now, I continue to take the opportunity to listen to our customers. We have open conversations to understand what their goals and strategies are and, in turn, create pathways to meet their needs within our product and service offerings. PRODUCT MANAGEMENT TO SUPPLY CHAIN My career in supply chain happened organically. After college, I sought out established companies within central Wisconsin. It was more about nding the right culture t versus seeking out a role in supply chain.

beginning. Yet, we were able to take this opportunity with one customer, and 10 years later, offer this service across the United States. We continue to listen to the voice of the customer and then evolve the solution with technology available to meet those needs. About three years ago, another opportunity impacted my career. A known gap in our industry was plants struggling to complete necessary maintenance services. Often, equipment preventive maintenance can be one of the rst functions that gets passed by when other urgent matters need attention. To address this, I was able to absorb a sister company into the Nelson-Jameson brand, leverage our team’s technical knowledge, and bring a new professional maintenance offering to our customers.

10 Inbound Logistics • March 2025

READERPROFILE

Over my career at Nelson-Jameson I worked on creating supplier relationships and understanding our customers. Whether they’re concerned about managing a potential tariff or the impact of a port closure, understanding their experiences and hurdles allows me to be their voice within our company. Now, I’m a conduit from our key customers to product management, sales, and logistics teams so they can offer solutions to assist them. I also lead our cross-functional digital transformation team. We’re embarking on a journey to adopt technology to improve our internal processes and be positioned to further scale. This means creating efciencies and looking into articial intelligence (AI) to understand how it will affect our product teams, our distribution centers, and the logistics function. It’s an exciting time. We’re a 78-year-old family-owned company that has experienced year-over-year growth. As we continue to evolve and bring on new technology, it’s imperative we hold onto our customer-centric and education-rst foundation. I believe, to my core, that our number-one goal would be to educate or help a customer before it would be to sell them something. n

Devon Vogel Answers the Big Questions 1 How would you describe your job to a ve-year-old? I have six- and nine-year- has come from multiple people within my family. My loved

ones have always continued to support me and I’m very grateful for that. 4 What movie, song, or book has had an impact on you? Next Thing You Know , a country song by Jordan Davis. It talks about how quickly life transitions. I try to appreciate the di erent stages of my life and career and to be grateful I can experience them, while keeping in perspective what’s most important.

old sons, so this is a perfect question. I say, ‘I help people make the foods you see in the grocery store.’ 2 If you could have a superpower, what would it be? Teleporting. I would love to be able to go to any location in a very ecient manner and take my loved ones with me. 3 Who are your heroes? My family. My work ethic and belief that I can do anything; that tenacious go-getter attitude

asi_halfpgIL_0325_final_• 2/24/25 12:26 PM Page 1

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March 2025 • Inbound Logistics 11

NOTED [ IN FOCUS ]

The Supply Chain in Brief

> GOOD WORKS

> UP THE CHAIN

• Averitt associates and customers held their annual toy drive to support St. Jude Children’s Research Hospital. Now in its fifth year, the effort has provided thousands of toys to children undergoing treatment at St. Jude.

Ports of Indiana hired maritime logistics executive David Parrott to serve as the statewide port authority’s chief operating officer. Parrott has worked in the marine industry for 30 years.

Ian Walsh was appointed CEO of DH Aero. He brings 35-plus years of executive leadership across the U.S. Marine Corps, commercial and general aviation, defense, and industrial end markets.

> SEALED DEALS

• Atlas Air Worldwide entered a multi-year partnership with the Aston Martin Aramco

Janet Karika joined Logic’s Advisory Board. She is the former NASA chief of staff and a retired U.S. Air Force officer specializing in space system acquisitions.

Formula One Team . Under the agreement, Atlas will serve as the team’s official logistics partner, facilitating airfreight transportation to Formula One events around the world.

• Locus Robotics and The Quality Group (TQG) partnered to deploy the LocusOne mobile robotics platform at TQG’s new fulfillment center in Elsdorf, Germany.

Weisiger Group promoted Amanda Weisiger Cornelson to president, transitioning the company to its fourth generation of family leadership. The ownership shift to Cornelson and her sisters creates one of the largest privately held women-owned businesses in the Southeast.

• Continental Tire is migrating to the latest version of John Galt Solutions’ cloud-based Atlas Planning Platform to further its digital supply chain transformation, tackle growing market complexity, and support its continued growth.

Jerry Greiner was named the new vice president of business operations, procurement and fleet management for Transervice Logistics Inc.

• Non-alcoholic craft beer company Athletic Brewing implemented Loadsmart’s ShipperGuide TMS and Opendock solutions to optimize its logistics operation and reduce costs.

> MILESTONES

• Mary Ann’s Specialty Foods selected QAD Advanced Scheduling to further automate and enhance its production scheduling capabilities, including scheduling management and workflow optimization.

n Cargo Care Solutions, a maritime supplier of cargo access equipment, container lashing systems, cargo pumps, and hydraulics, celebrates its 40th anniversary.

• ODW Logistics implemented a data- driven freight management strategy to help Sabrosura Foods optimize its transportation

n Robotic handling solutions company Cimcorp marks its 50th anniversary.

network by improving shipment consolidation and carrier selection.

n SJF Material Handling, a full-service turnkey provider of warehouse solutions, celebrates its 45th anniversary.

12 Inbound Logistics • March 2025

NOTED

> RECOGNITION

> M&A

n DHL eCommerce entered the Saudi Arabian market by acquiring equity stake in parcel logistics company AJEX.

• Yang Ming was honored with the 2024 Sustainability Partner Award - Energy Efficiency by Norfolk Southern

n Wize Solutions acquired York Warehouse Equipment Erectors, a Phoenix-based warehousing company.

Corporation. The award recognizes companies or suppliers who optimized energy eciency management and achieved progress in 2023. • For the fourth consecutive year, CarriersEdge named Leonard’s Express one of North America’s Top 20 Fleets to Drive For. • Logistics Plus recognized six LTL carriers for superior performance and partnership in 2024 as part of its annual scorecard review: Pitt Ohio, Estes Express, Ward Transport & Logistics, Dayton Freight, RIST Transport, and Lake Erie Trucking.

n Wabash acquired TrailerHawk.ai, a provider of advanced cargo security and smart access management technologies.

n Arvato purchased Carbel LLC, a full-service 3PL provider, and United Customs Services , which oers complete import and export solutions.

n Tenstreet acquired TextLocate, a provider of driver communications for third-party logistic providers.

n Canada Cartage will acquire Walmart Fleet ULC, which transports local goods to support communities across Canada and services Walmart’s more than 400 stores from coast-to-coast.

• The Rotary Club of Gainesville named Syfan Logistics CEO Jim Syfan its Man of the Year, recognizing his significant contributions to both the business community and local philanthropy.

n Kezzler purchased Scanbuy’s Smart Packaging and QR Code consumer engagement business.

> IN MEMORIAM

> INVESTMENTS

• Tony Pereira, founder of Aeronet Worldwide, passed away on Feb. 9, 2025. In 1982, armed with $100, a Buick LeSabre, and the help of his 18-year-old son Alex, he began making pickups and deliveries in California’s Silicon Valley, developing the company now known as Aeronet. Today, Aeronet has 11 locations across the U.S., about 200 associates, and dozens of international joint venture partnerships around the world.

n Apptronik, an AI-powered humanoid robotics company, announced the successful closing of a $350 million Series A funding round co-led by B Capital and Capital Factory, with participation from Google. The new funding fuels the deployment of Apollo— its humanoid robot.

n Backed by $2 million in seed funding led by Ivy Ventures, Tusk Logistics’ Tusk Operations Platform cuts the manual overhead of working with multiple alternative carriers, enabling shippers to boost margins, enhance delivery speed and reliability, and scale their operations. n Desteia secured $8 million in a seed funding round led by Autotech Ventures, Nazca, and Village Global, positioning the company to provide new artificial intelligence tools and graph theory.

March 2025 • Inbound Logistics 13

TAKEAWAYS Shaping the Future of the Global Supply Chain

Bigger is better. That seems to be the consensus in the U.S. industrial real estate market, according to recent CBRE data that shows a notable rise in mega distribution center leases—1 million square feet or more—in 2024, driven by strong online sales nationwide. The mega trend picked up pace with 49 such leases signed last year, up from 43 in 2023. This increase follows the first decline in mega leases in 2023, after peaking at 61 in 2022 during the pandemic-driven surge. Overall, 40 of the top 100 industrial real estate leases were renewals, up from 30 the previous year. “This rise in lease renewals underscores a strategic shift in the market,” notes John Morris, president of Americas Industrial and Logistics at CBRE. “Companies are focusing more on stability and eciency by extending existing leases in key logistics hubs.” Additional insights from the report include the following: Market share shifts ( See chart below ): • Retailers and wholesalers now make up 38% of the top 100 leases, up from 30% previously. • Food and beverage, automotive, and building materials sectors saw declines. • EV manufacturers and building materials suppliers were less active compared to 2023. • 3PLs maintain a strong presence, with 28 leases signed among the top 100. Top markets for mega-lease activity : • Inland Empire • Pennsylvania’s I-78/81 Corridor • Dallas-Fort Worth MEGA MOMENTUM

OVERHEARD

FIVE TO THRIVE Five competitive characteristics are needed for future readiness, according to a recent Gartner poll of top supply chain practitioners across industries and geographies. Chief supply chain ocers say they need these characteristics to manage the future drivers of influence on the supply chain. They are: 1 Agility 2 Resilience 3 Regionalization 4 Integrated ecosystems 5 Integrated enterprise strategy Interestingly, the survey shows just 29% of supply chain organizations have developed at least three of these key characteristics. How does your organization stack up?

Leasing Activity by Sector

General retail and wholesale Third-party logistics Ecommerce only

Food, beverage Automobiles, tires, and parts Building materials and construction Manufacturing

Medical

0 5 10152025303540

Source: CBRE

Number of Leases

14 Inbound Logistics • March 2025

TAKEAWAYS

ACING COLD CHAIN AUTOMATION

Automation in cold storage also comes with challenges: High upfront costs, integration complexities, and a need for specialized equipment can slow adoption, the report notes. What’s next? Interact Analysis predicts the industry will see greater adoption of AI-powered analytics, robotic picking solutions, and energy-ecient cold storage innovations.

As further proof that artificial intelligence (AI) is reshaping logistics operations, a new study looks at its importance for back-oce functions in the supply chain— with 98% of respondents saying AI is useful, important, or vital to their business. The survey, conducted by Deep Analysis and co-sponsored by Hyperscience and the Council of Supply Chain Management Professionals (CSCMP), reveals that companies are leveraging AI-powered solutions to streamline workflows, reduce errors, and enhance overall decision-making for back-oce tasks. Here are some key findings from the survey: • 82% of survey respondents report a high volume of manual processes still in use, highlighting automation opportunities. • 70% say they are willing or very willing to invest in an AI-optimized system for back-oce functionality. • 45% of organizations are using AI, with 13% in the operational stage and 32% in the advanced or transformational stage. • 34% of respondents are motivated and planning to pilot AI solutions but have not yet fully deployed them. Despite widespread enthusiasm for AI, challenges remain. Many organizations struggle with legacy systems, data accuracy, and the need for skilled talent to maximize AI’s potential. Nearly 65% of respondents say their organizations are not fully prepared to implement AI at scale. The cold chain sector is experiencing a surge in automation—with the cold chain warehouse automation market expected to exceed $2 billion in revenue by 2030 ( see chart, right )—as companies race to meet growing demand for ecient, reliable temperature-controlled logistics. That’s the takeaway from the latest Warehouse Automation Report from technology insights firm Interact Analysis. Cold storage logistics has traditionally relied on manual labor—a costly and inecient approach in a sector where precision and speed are critical. Today, automation is changing the game, with cold storage facilities turning to advanced automation solutions to keep goods moving seamlessly. Automated storage and retrieval systems (AS/RS), autonomous mobile robots (AMRs), and AI-driven warehouse management systems (WMS) are now optimizing everything from inventory tracking to order fulfillment. The report highlights the following key drivers behind the boom in cold chain warehouse automation: • Ecommerce growth: Online grocery sales are increasing, requiring faster, more reliable fulfillment. • Rising labor costs and shortages: Automation helps reduce reliance on manual labor in harsh cold storage environments. • Stringent food safety regulations: Tech-driven tracking can improve compliance and reduce waste. • Energy-eciency concerns: Smart automation helps minimize cooling costs and optimize storage space.

Warehouse Automation in Cold Chain

2500

2000

1500

1000

500

Revenue

Growth Rate (%)

Source: Interact Analysis

AI: THE BACKOFFICE BACKBONE?

March 2025 • Inbound Logistics 15

[ INSIGHT ] ECOMMERCE

by Anne Marie Neatham Chief Solutions Ocer, Ocado Intelligent Automation info.oia@ocado.com | +44 (0) 1707 227 800

Scaling Omnichannel Fulllment to Meet Demand

Consumers have never had more choices. They can go to a physical store to shop, order products on their phones or laptops to ship directly, or buy online and pick up at a retail location near them. Ecommerce volumes reflect this multi-channel environment.

orders overnight. This supports partial picks, giving customers the option to add merchandise at the last minute. Once the orders are picked and ready to be shipped the next morning, the WES orchestrates the sequence in which the orders come out of the ASRS, based on the truck they will go to, or even in the order in which they will be placed in a truck. Perhaps the most important part of ASRS is that the system knows inventory levels in real time, all the time. Even retailer warehouses and distribution centers carrying multiple brands or lines of products to multiple channels can quickly conduct an exhaustive inventory control at any time to avoid unexpected out-of-stocks. Because with an ASRS the goods are highly secure inside of the grid and only retrieved by robots and picking arms, there is no room for human error. Warehouse managers know how much stock went into the grid—and how much stock came out. This ultimately impacts customer satisfaction. Who enjoys an email from your favorite retailer saying the item you just purchased will be refunded because stock wasn’t available? As ecommerce sales continue to grow, and omnichannel supply chains become the norm, smart fulllment technology is the answer to keep pace. n

scalable, large cube subdivided into many smaller boxes. By compacting storage, ASRS makes room for more products, or SKUs. This is particularly helpful in retail, as many companies offer thousands of items for omnichannel distribution. In addition, third-party logistics providers can store multiple product lines for different retailers or brands under one warehouse. Whether it’s t-shirts, watches, or electronics—if it can t in a bin, ASRS can handle it. ENTER THE WES While online shopping is growing, fulllment times are shrinking, as consumers demand fast delivery. Orchestrated by algorithms within the Warehouse Execution System (WES), modern ASRSs constantly investigate the most efcient ways to store items in the grid. This dynamic process accelerates picks and boosts overall warehouse efciency. With most online shopping happening at 9 p.m., the WES pre-sorts and stores

This is great news for retailers—more opportunities for people to purchase their wares—but it also presents challenges. Large online sales are only an asset if companies can keep up with that volume, maintain diverse stock across warehouses, and pick and pack products quickly. Modern automated storage and retrieval systems (ASRS) provide the technological boost to scale omnichannel fulllment, keep up with ecommerce growth, optimize security, and control inventory. The computer-controlled array of robots and robotic pick arms in ASRS uses computer vision and other forms of AI to rapidly retrieve inventory and prepare orders. Traditional warehouses have a lot of unused space that stores nothing. There are many aisles that must be wide enough to allow forklifts, carts, and people to pass unobstructed. ASRS effectively adds density to warehouses. There’s no need for spaces between aisles, or aisles at all, because products are compacted into a single grid of bins, and a robotic eet fetches them. The warehouse becomes a

16 Inbound Logistics • March 2025

FLORIDA’S HUB EXPANDING PORT CAPACITY FOR DISTRIBUTION

• Strategically located at the crossroad of the Tampa/Orlando I-4 Corridor and I-75: Over 550 million square feet of distribution center space • E-commerce, consumer goods, perishables and building materials • The fastest growing region in the fastest growing state

• Recently expanded terminal capacity and plenty of room for growth • Capable of multiple round-trip truck deliveries per day from Port to distribution centers • New and expanded container services with Central America, South America, Mexico, and Asia

WWW.PORTTB.COM

ITMATTERS [ INSIGHT ]

by Asparuh Koev CEO, Transmetrics asparuh.koev@transmetrics.co | +359 299 64 696 (Sofia, Bulgaria)

3 Steps to Data-Driven Planning Outdated supply chain planning methods struggle to adapt to unpredictable customer demand, volatile commodity prices, and escalating political tensions. AI-powered solutions can bridge the gap.

3. Make data-driven incremental changes. Minor adjustments to existing supply chains can greatly impact stakeholders across the distribution network. Here are three areas where companies can use AI analytics to drive incremental change: • Predictive maintenance. Logistics companies and manufacturers can identify potential equipment failures by using AI to analyze historical maintenance data, sensor readings, and operational patterns. Once they can predict when equipment is likely to fail, they can proactively schedule maintenance. • Demand forecasting. To forecast future shipping demand, logistics planners and retailers need access to reliable historical customer data, market trends, and external factors such as e-commerce growth, trade restrictions, and ination rates. Analyzing this information with AI can help them allocate resources more efciently. • Route optimization. Apps like TruckerPath and Sygic GPS make real- time route adjustments by monitoring trafc conditions, road closures, and live updates from users to optimize routes. Logistics planners can use this information to select the most efcient routes and update customers in real time. A solid data foundation will enable resilience and agility in 2025. n

supply chains, they need to integrate data from various sources, such as ERP systems, WMS, TMS, and telematics. It’s essential to prepare a data storage and processing solution that can handle large volumes. Scalable web-based cloud storage services offer unlimited space with usage-based contracts. 2. Implement AI-powered predictive analytics. Once companies have implemented automated data capture devices, they can feed this data into their analytics tools. While automated data capture makes data reformatting and processing easier, however, it is still a job that needs to be done. Each data capture system is made to meet criteria that are strictly individual to its purpose. They collect precise data in particular formats at specic times. Since the data quality varies, in most cases, additional processing is needed to synchronize with the other systems. The best way to implement these tools is to divide the implementation into phases according to objectives and priorities. Large systems such as the TMS and telematics require about one month each for full integration, so prepare your business accordingly.

Supply chain leaders and logistics planners who build a data foundation can maximize the latest analytics tools to identify capabilities and bottlenecks. This insight can drive data-driven strategies, implementing automation where they need it most. Here are three steps to implementing the right AI applications in 2025. 1. Build a data foundation. Supply chain leaders need visibility into their operations at all times to act with agility. Automated tools enable this visibility by collecting essential data at key points—drones can count stock levels, telematics can trace truck locations, and IoT sensors can monitor container conditions. By automating data capture, supply chain leaders benet from regular, real-time updates. They also ensure standardized information, simplifying data synchronization across AI applications and enabling better interoperability so authorized leaders can access the required data. While data quality—accuracy, completeness, and consistency—is critical, companies also need the proper data infrastructure. Depending on their unique

18 Inbound Logistics • March 2025

The Port of Long Beach is moving record amounts of cargo without backlogs or disruptions, and we’re doing it greener than ever, lowering emissions dramatically while keeping the supply chain moving and supporting millions of jobs. Powering Our Economy

A growing number of companies looking to diversify their supply chains have their sights set on India. Its plentiful labor and expanding domestic market are key draws—but challenges abound. To make it work, shippers must find trusted partners and develop clear strategies. BY KAREN KROLL

20 Inbound Logistics • March 2025

GLOBAL SUPPLY CHAIN STRATEGIES: CERTAIN UNCERTAINTY

Global trade faces mounting uncertainties, from shifting geopolitical tensions to the ever-present risk of natural disasters. To stay resilient, organizations must cultivate leaders with

F or supply chain and logistics professionals, “uncertainty is the devil,” says Alan Amling, a professor in the Global Supply Chain Initiative at the University of Tennessee, Knoxville. A lack of stability makes it difcult to reach informed short-term decisions, let alone long-term, larger investments in physical locations or supply networks, where the economic implications extend beyond the next election cycle. Yet, uncertainty is the only certainty for the foreseeable future, Amling says, given the frequency of natural disasters, a uctuating geopolitical environment, and evolving immigration regulations. But there’s a bright spot: Even amidst the uncertainty, people will continue to need things and companies will continue to make and distribute products.

geopolitical expertise, enhance supply chain

redundancy, and leverage technology for faster, data- driven decision-making in an unpredictable landscape.

BY KAREN KROLL

March 2025 • Inbound Logistics 21

GLOBAL SUPPLY CHAIN STRATEGIES: CERTAIN UNCERTAINTY

Global trade and transportation is becoming more uncertain for many businesses due to increased geopolitical tensions, tari s and trade barriers, and lengthening supply chains.

THE END OF DE MINIMIS? The $800 de minimis value—the maximum amount before duties are assessed on most packages coming into the United States—remains in effect as of mid-February 2025, but could change. Lowering this number has been a topic of conversation among policy makers in the United States for years. While the regulation’s original purpose was to allow travelers to bring back personal goods, the de minimis exemption has been used for many ecommerce shipments, Reuter says. More than one billion packages each year fall under the $800 amount, the Congressional Research Service found. Any signicant, sustained change to the threshold will impact not just consumers, but Customs ofcials, who will have to obtain more information on all these packages. That will require new technology and processes, as well as time to implement, Reuter says. THE RIGHT SIDE OF CHANGE The various changes impacting global supply chains are neither good nor bad in themselves. “It depends what side of it you’re on,” Amling says. “If you’re on the wrong side of it, get on the right side.”

to boost costs, while any retaliatory tariffs will also impact demand, says Srini Rajagopal, vice president, logistics product strategy with Oracle. The war in Europe also impacts supply chains, as Ukraine exported components some manufacturers need for production. Questions around immigration policy in the United States also keep supply chain professionals up at night. Depending on the changes implemented, it’s possible several million people will exit the work force, Rajagopal says. THE ENDLESS AISLE Online shopping, which has given rise to endless aisles of products, also changes global supply chains, says Kimberly Reuter, CEO of CSG Consulting. Rather than a hub-and-spoke structure, a company might source directly from a manufacturer, or have an order arrive pre-packaged and then ship it to the consumer. This means the customer experience, including delivery, starts at the product’s origin. Few customers differentiate between the product and the supply chain, Reuter says. Instead, many will penalize the manufacturer if, for instance, an item arrives late.

While the specic disruptions and politics will change, supply chain professionals confront the same basic challenges they’ve always faced: reducing costs, minimizing risk, and improving customer service, says Richard Thompson, international director, supply chain and logistics with JLL. To meet these challenges and thrive in today’s uctuating global supply chain environment, several attributes are critical. Companies need a strong understanding of the practical impact of geopolitics, a diversied supplier base, and a robust trade platform. OUTSOURCING COSTS RISE The decision by many American companies to outsource manufacturing has contributed to today’s challenges. Over the past four decades, China has become the greatest manufacturing hub in human history, says Nick Vyas, founding director of the Global Supply Chain Institute at the University of Southern California. Producers and consumers saved money, but supply chains became less resilient and less able to respond to uncertainty. The current geopolitical environment adds to the concerns. For U.S.-based companies, the proposed tariffs threaten

22 Inbound Logistics • March 2025

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