JULY 2024
OPTIMIZING DC FULFILLMENT LEVERAGING ROBOTICS
3PLs SPRING TO ACTION
TOP 100 3PLs FLEX FOR YOUR GROWTH TOP 10 3PLS STEP IT UP MARKET UPS AND DOWNS: 3PL PERSPECTIVES RESEARCH
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BITE SIZED SUPPLY CHAIN/LOGISTICS INFORMATION Info SNACKS
65% of respondents say the U.S.
LET’S MAKE A DEAL The transportation and logistics (T&L) sector saw a total deal value of $29.7 billion with 52 disclosed deals from November 2023 to April 2024, finds PwC’s report, Transportation and Logistics: US Deals 2024 Midyear Outlook . Although stable, these numbers represent only 61% and 68% of the levels seen before the pandemic. Looking ahead, M&A will play a crucial role in the T&L sector, helping companies drive technological advancements, reach environmental goals, and adapt to economic changes. BRIDGING THE DATA DISCONNECT A striking 81% of procurement leaders anticipate a data-driven revolution in the next decade, with AI expected to have a transformational impact — 74% will use AI by the end of 2024 . Bridging the “data disconnect” by focusing on data management and architecture will be crucial to unlock AI’s potential for smarter decisions, better supplier relationships, and greater savings. — Ardent Partners, State of Source-to- Pay Digitization 2024: Navigating Supply Challenges, Embracing Innovation
presidential election candidates’ stances on international trade will affect their vote 65% expect their e-commerce sales to increase YOY (2023 vs. 2024) 40% view shipping costs as the biggest threat to their business 38% identify in ation as their primary challenge —DHL Express 2024 E-Commerce Survey of small and mid-sized enterprises
WHAT A CONCEPT! Honda introduced a new concept Class 8 truck fueled entirely by hydrogen. The semi-truck is powered by three of the fuel cell systems that are produced in partnership with GM at a Michigan plant. The system reduces costs by two-thirds compared to earlier hydrogen options while doubling their durability, according to Honda. The concept truck can travel for an estimated 400 miles at a top speed of 70 miles per hour, all while emitting only water vapor and filling up in the same way as a diesel truck would.
“China alone controls about 20% of the active pharmaceutical ingredients (APIs) necessary for our most critical medicines. This gure jumps to 45% when we consider key starting materials, the building blocks for APIs. Our over-reliance on China and other high-risk sources for vital components places us in a precarious position, subject to the whims of international politics and market manipulations.” — Colonel Victor A. Suarez, USA (Ret.), lead Vaccine Program Manager for the Moderna COVID-19 Vaccine at Operation Warp Speed/BARDA in 2020-2021. He estimates that around 300 essential medicines were in short supply in the United States during 2023.
BEATING THE HEAT To combat heat-related illness among logistics workers, VigiLife has produced a new wearable technology called SafeGuard. The device takes the form of a digital armband packed with sensors that connect to a watch. The monitoring technology gauges biometrics like core body temperature and heart rate, and can alert workers if they need to slow down or take a break.
If the worker’s body indicates risks at a higher threshold, an alert is sent to a supervisor, who is instructed to pair hydration with an air-conditioned environment until the worker’s body reaches a safe temperature.
July 2024 • Inbound Logistics 1
CONTENTS FEATURES JULY 2024 | VOL. 44 | NO. 7 126 SEALING THE DEAL: THE ART OF BALANCED SHIPPER- CARRIER CONTRACTS
When shippers and carriers understand each other’s priorities, they can more eectively craft contracts that yield benefits for both parties.
80 3PL PERSPECTIVES:
108 READERS’ CHOICE: TOP 10 3PL EXCELLENCE AWARDS Who did readers vote as their most trusted partners? These 10 3PLs bounced to the top as the providers who can best support supply chain agility. 116 WHO VOTED? A sampling of the thousands of companies who voted for their outsourced logistics partners. 118 LOOKING TO SCALE & FLEX YOUR SUPPLY CHAIN? 3PLS DON’T TOY AROUND As the world conspires to interrupt the orderly flow of goods, 3PLs make sure supply chains stay scalable, flexible, and resilient.
MARKET RESEARCH REPORT Inbound Logistics ’ original 3PL research report examines the trends, challenges, and opportunities shaping the market. 90 2024 TOP 100 3PLs Inbound Logistics editors pick the 100 3PLs who spring into action whenever shippers need adaptable logistics, supply chain, and transportation solutions.
132 SYNCHING UP FOR
DEMAND-DRIVEN LOGISTICS A demand-driven supply chain can help organizations glide through the choppy waters of today’s challenges. It takes close collaboration and teamwork across the entire value chain to get there. 138 FROM DYNAMIC UPDATES TO AI: HOW TECHNOLOGY TURBOCHARGES LAST-MILE LOGISTICS Tech innovations make it easier and cheaper for shippers to deliver their products to the doorstep, while enhancing the customer experience.
2 Inbound Logistics • July 2024
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CONTENTS 144 HEALTHCARE SUPPLY CHAIN: THE PRESCRIPTION FOR SUCCESS
CONTENT PARTNERS 58 How to Build Decades-Long Partnerships in a Dynamic Supply Chain Industry O ered by Comprehensive Logistics 60 Between a Rock and a Hard Place O ered by Landstar 61 The World Keeps Changing.
The magic pill for today’s healthcare supply chain is composed of equal parts strategy, flexibility, and disruption mitigation—plus a healthy dose of technology. 152 HOW TO FIND AND RECRUIT SUPPLY CHAIN TALENT When searching for supply chain talent, companies employ tactics such as using multiple channels to reach candidates, oering opportunities for training and advancement, and focusing on development and retention. 160 A SENSE OF FULFILLMENT Reflecting on ways to sharpen fulfillment operations and keep up with growth? Ease your mind by partnering with experienced warehousing providers. 166 LEVERAGING WAREHOUSE ROBOTICS From increasing storage density to improving LEVERAGING
When Change Happens, Logistics Plus Delivers O ered by Logistics Plus 62 Holman Logistics Uses Arti cial Intelligence to Increase Forklift Safety
174 PRECISION SHIPPING: THE RISE OF ITEM-LEVEL VISIBILITY SOLUTIONS Whether shipping apparel, fruit, high- value commodities, or any other goods, solutions that precisely track individual items throughout their supply chain journey are becoming increasingly accessible and valuable. 180 SIZING UP PROJECT LOGISTICS Navigating extraordinary challenges, from coordinating national concert tours to delivering aid in war-torn regions, is all in a day’s work for project logistics providers. 189 2024 SUMMER READING GUIDE These 15 books will keep you entertained and informed this summer, with hot insights into logistics and supply chain management trends and strategies.
O ered by Holman Logistics 63 Securing an Unmatched, Fully Streamlined Solution O ered by Hub Group 64 2024 State of the Supply Chain Labor Market O ered by MD Logistics 65 Powering Up a Better Supply Chain O ered by RedStone Logistics 66 3PL Partner is Instrumental in Guitar Amp Maker’s Growth O ered by SEKO Logistics 68 Apex Logistics Streamlines 70 Overcoming Global Uncertainty and Wide-Ranging Supply Chain Challenges O ered by The Logistix Company 72 Sorting Out Automation Needs: Finding the Ideal Partner and the Right Fit O ered by Engineering Innovation 74 Convergint Technologies Ensures Safe Shipping with EchoInsure+ O ered by Echo Global Logistics Global Shipping In Style O ered by Apex Logistics 76 On Track for Major Savings: How RSI Logistics Helps Rail Shippers O ered by RSI Logistics
From increasing density picking robot recent are levels
picking dexterity, these robot innovations and recent installations are reaching new levels of warehouse eciency.
4 Inbound Logistics • July 2024
TERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTROLLED • • MANAGED SOLUTIONS • C SS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE LMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTR MPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUIONS • CONSOLIDATION ONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DED ROKERAGE • DEDICATED • TEMPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED AD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTER TERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTROLLED • • MANAGED SOLUTIONS • C SS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE LMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTR MPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUIONS • CONSOLIDATION ONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DED ROKERAGE • DEDICATED • TEMPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED AD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTER SS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE LMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTR MPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUIONS • CONSOLIDATION ONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DED ROKERAGE • DEDICATED • TEMPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED AD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTER SS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE LMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTR MPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUIONS • CONSOLIDATION ONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DED ROKERAGE • DEDICATED • TEMPERATURE CONTROLLED • LESS-THAN-TRUCKLOAD (LTL) • MANAGED AD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE • GLOBAL • INTER SS-THAN-TRUCKLOAD (LTL) • MANAGED SOLUTIONS • CONSOLIDATION • FULFILLMENT • FINAL MILE Voted in the Top 3 for the Past 6 Years! Since our inception, Hub Group has aimed to deliver innovative, value-driving supply chain solutions. Our commitment to service inspires us to go above and beyond every day for our customers, drivers, carriers and each other. Through years of purposeful innovation and expansion, Hub Group continually applies our deep industry experience and cutting-edge technology to transform our customers’ businesses and forge long-term success. Together with you, we’re mapping the way ahead. Thank you for all who voted for Hub Group. hubgroup.com LMENT • FINAL MILE • GLOBAL • INTERMODAL • BROKERAGE • DEDICATED • TEMPERATURE CONTR
CONTENTS
14
INPRACTICE 20 LEADERSHIP Drew Wilkerson:
GOOD QUESTION What supply chain practice or belief would you declare dead ?
40 PROCUREMENT Team up to deter supplier fraud 42 SC RESILIENCY How to develop an agile supply chain 44 VISIBILITY Tips for closing the visibility gap 46 LAST MILE Last mile puts talent, technology first 48 ARTIFICIAL INTELLIGENCE Wholesale distributors put AI to work 50 GREEN LANDSCAPE How to build a sustainable supply chain 52 IT MATTERS 4 ways AI provides meaningful impact 54 TRANSPORT MGMT. 6 steps to diversify your carrier portfolio 56 ECO DEV Modernizing U.S. infrastructure
How to Win More and More Freight Through innovation, good internal and external relationships, quality service, and technology, Drew Wilkerson, CEO of RXO, helps keep customer supply chains moving. 22 READER PROFILE Greg Skrovan: Doing Well and Doing Good This self-professed “supply chain nerd” champions Intel’s circularity and sustainability initiatives through mastery of reverse logistics. 197 DC SOLUTIONS: Inventory Tracking Solution a High-Flying Success Swiss sportswear brand On is on a fast course. To optimize inventory management and enhance supply chain eciency and precision, the company joined forces with Verity, an AI and robotics company, to deploy fully autonomous drones in its warehouses. 201 CASEBOOK: American Standard: Flushed With Success The standard-bearer for toilet bowls, American Standard currently transloads more than half of its cross-border shipments through Laredo, Texas, via a key partnership with Hercules. Transloading helps American Standard reduce both shipping times and damage claims. 205 IT TOOLKIT: Partnering With Customers and Leveraging Data to Boost Health To ensure an ecient operation, Kenvue, the company behind iconic brands such as Tylenol and Listerine, has leaned into technology, becoming a digital-first company and shifting from a transactional approach to focusing on data analysis to boost service to retail customers and help drive decision-making.
INFOCUS 1 INFO SNACKS 18 VERTICAL FOCUS: TOYS 24 NOTED 28 TAKEAWAYS 214 IN BRIEF 224 LAST MILE No drivers? No problem, says Japan.
INSIGHT 8 CHECKING IN Is your enterprise flexible enough to scale? 10 DIALOG 12 10 TIPS Shipping by rail 14 GOOD QUESTION What supply chain practice or belief would you declare dead? 16 WHAT’S THE WORD? 32 3PL LINE The power of regionalizing inventory 34 LEAN SUPPLY CHAIN Back(haul) to the future 36 SC COMPLIANCE 4 steps to mitigate risk 38 SMART MOVES How to become an employer of choice
18
INFO 208 SUPPLY CHAIN INSIGHTS 210 WEB_CITE CITY 218 CALENDAR 220 RESOURCE CENTER
Inbound Logistics (ISSN 0888-8493, USPS 703990) is mailed monthly to approximately 60,000 business professionals who buy, specify, or recommend logistics technology, transportation, and related services, by Thomas, a Xometry company, 6116 Executive Blvd, Suite 800, North Bethesda, MD 20852. Periodicals postage paid at North Bethesda, MD, and additional mailing oces. All rights reserved. The publisher accepts no responsibility for the validity of claims of any products or services described. No part of this publication may be reproduced or transmitted in any form or by any electronic means, or stored in any information retrieval system, without permission from the publisher. Postmaster send address changes to: Inbound Logistics, P.O. Box 1167, Lowell, MA 01853-9900
6 Inbound Logistics • July 2024
CHECKINGIN Is Your Enterprise Flexible Enough To Scale?
Vol. 44, No. 7 July 2024 THE MAGAZINE FOR DEMAND-DRIVEN ENTERPRISES www.inboundlogistics.com
STAFF PUBLISHER Keith G. Biondo
publisher@inboundlogistics.com
S upply chain scalability is important and here’s one reason why. In 1950, 80 cities in the world had a population of more than one million; today, it’s 500 cities. In 1950, the world population was 2.5 billion people; the current world population is more than 8 billion people. Given this growth in population, and in urban areas, how is it possible that the transportation, logistics, and supply chain sector was able to track and serve the consumption needs of all those people?
EDITOR Felecia J. Stratton
editor@inboundlogistics.com
SENIOR EDITOR Katrina C. Arabe
karabe@inboundlogistics.com Amy Roach amy.roach@thomasnet.com
DIRECTOR OF STRATEGIC CONTENT
CONTRIBUTING EDITORS June Allan Corrigan • Merrill Douglas Tom Gresham • Karen M. Kroll • David Levine Mary Shacklett • Gary Wollenhaupt CREATIVE DIRECTOR Jeof Vita jvita@inboundlogistics.com DESIGNERS Nicole Estep Arlene So DIGITAL DESIGN MANAGER Amy Palmisano
Keith Biondo, Publisher
Several advances played a pivotal role: Global investment in transportation infrastructure, inexpensive energy sources, Malcom McLean’s containerization concept, rapid development of new and better transportation equipment, the evolution of pure-play carriers into logistics solutions providers, and successive waves of new transportation technologies and communications methods. At the enterprise level, one sure way to scale is having the right philosophy. A demand-driven supply chain, for example, aligns demand from your customers to your supply. Your vendors re up your ability to scale to meet massive production and ful llment demand increases driven by population growth. If there’s one thing we’ve learned, especially during the past few years, it’s that business process scalability is important for other types of scalability: • Horizontal scalability , which involves building out new services, products, and customer locations serving lateral growth. • Vertical scalability, which takes two forms. The obvious one is where you must scale up to meet increasing demand. But, sometimes there’s a requirement to scale down in keeping with demand fall-off like many see today. How can you scale down and limit the pain without cutting into the bone or choking the enterprise? Those with demand-driven enterprise practices have a management advantage. In many cases, logistics and ful llment partnerships with 3PLs can be a force multiplier when markets turn down. 3PLs can provide: Flexible capacity to meet both transportation and warehousing service needs. The latest technology without investment or the need for quali ed staff to build your own. Theoretical and management advice. A skilled thought-leading 3PL who specializes in mastering the latest supply chain developments and concepts can help you keep up with constantly shape-shifting customer demands without draining your P&L statement. Scalability is important. In this annual Third-Party Logistics edition, you will nd partners and resources to ensure your enterprise is exible enough to scale.
apalmisano@inboundlogistics.com
PUBLICATION MANAGER Sonia Casiano
sonia@inboundlogistics.com
CIRCULATION DIRECTOR Carolyn Smolin
SALES OFFICES PUBLISHER: Keith Biondo
212-629-1560 FAX: 212-629-1565 publisher@inboundlogistics.com WEST/MIDWEST/SOUTHWEST: Harold L. Leddy
847-881-6104 FAX: 847-305-5890 haroldleddy@inboundlogistics.com Marshall Leddy
612-234-7436 FAX: 847-305-5890 marshall@inboundlogistics.com DIRECTOR, NEW PRODUCT DEVELOPMENT & MARKETING, SOUTHEAST/MIDWEST/ECONOMIC DEVELOPMENT:
Joseph Biondo 516-578-8924 jbiondo@inboundlogistics.com NORTHEAST: Rachael Sprinz 212-629-1562 FAX: 212-629-1565 rachael@inboundlogistics.com MEXICO & LATAM: Guillermo Almazo 305-833-5372 mexico@inboundlogistics.com FREE SUBSCRIPTIONS bit.ly/ILDigital
Inbound Logistics supports sustainable best practices. Our mission is rooted in helping companies match demand to supply, eliminating waste from the supply chain. This magazine is printed on paper sourced from fast growth renewable timber.
Inbound Logistics welcomes submissions and comments. Email us at editorial@inboundlogistics.com; call (212) 629-1560. For advertising or subscription information, email publisher@inboundlogistics.com. Inbound Logistics is distributed without cost to those qualified around the world. Interested readers may subscribe online at bit.ly/get_il. Subscription price to others: in North America $95 per year. Unqualified subscription prices: foreign $229. Single copy price: N. America $50, foreign $100, back issues $50.
8 Inbound Logistics • July 2024
Maximizing customer value through continuous improvement and innovation, CJ Logistics provides customers visibility to supply chain data to help them improve, optimize and make informed decisions. Data is transformed into intelligence. Maximizing customer value through continuous improvement and innovation, CJ Logistics provides customers visibility to supply chain data to help them improve, optimize and make informed decisions. Data is transformed into intelligence.
america.cjlogistics.com
WAREHOUSING TRANSPORTATION FREIGHT FORWARDING SUPPLY CHAIN CONSULTING WAREHOUSING TRANSPORTATION FREIGHT FORWARDING SUPPLY CHAIN CONSULTING
DIALOG @ILMagazine [ INSIGHT ]
Want to join the conversation? FOLLOW US: linkedin.com/company/inbound-logistics facebook.com/InboundLogistics twitter.com/ILMagazine youtube.com/user/InboundLogistics inboundlogistics.com/podcast DROP US A LINE: editorial@inboundlogistics.com Thank you for pointing out that the “strip it down to the studs” business model is a thing of the past because the “ uff” that was once on the railroad is long gone and has been for 20+ years at Norfolk Southern. PSR (Precision Scheduled Railroading) is just a catchphrase they say during PowerPoint presentations to get people digging deep in their pockets for stfuls of money to invest and railroads to hire new “experts” to point out the obvious. —Name Withheld Editor’s Notes *Brotherhood of Maintenance of Way Employes Division (BMWED) **The BLE merged with the International Brotherhood of Teamsters and became the BLET on January 1, 2004 .
LUNCH AND LEARN
Frank Mullens @FrankMullens Eating my spicy salad and reading about overcoming supply chain obstacles—it’s all about resilience. bit.ly/ILMresilience via @ILMagazine
Re. Checking In: Strip It Down to the Studs?
AeroAimee LeVoler @LVaeroScape Absolutely agree. Railroads like NS are vitally important and shouldn’t be dismantled by hedge funds. Kudos to the stockholders. Via Email I agree with your “strip it down to the studs” comments, but I couldn’t help but notice you give the Teamsters credit for not supporting Ancora and its business model. Did you know the Brotherhood of Locomotive Engineers and Trainmen (BLET) union and its Maintenance of Way branch* did come out in support of Ancora and its takeover; the BLET as a whole is under the wing of the Teamsters.** Yes it’s a fact the BLET did not support the Ancora hostile takeover; then one day it decided to support the Ancora hostile takeover without any feedback or support from its membership. They wrote an odd “memorandum of understanding” on April 26, 2024. This was a violation of the agreement between the BLET and Norfolk Southern. It’s all water under the bridge now, but I thought I would take the opportunity to point this out.
IL Publisher Keith Biondo sounds off on Ancora Holdings’ failed takeover at Norfolk Southern. On
May 9, 2024, stockholders voted to back Norfolk Southern management and derail Ancora’s takeover play. bit.ly/CheckingIn_IL_524 Via X Ronald Hale @ronh_boardroom Absolutely agree. Hedge funds should not strip a vital part of our infrastructure. The NS stockholders made the right decision. Natalie Foster @AeroNatalieF Keith is right. Now isn’t the time for hedge funds to strip NS or any railroad bare. Railroads are vital for our economy and logistics. Re ectiveRider @wheeltradeview Agreed. Hedge funds must not strip NS or any railroad. Instead, focus on sustainable, long-term investments.
Re. March 2024 Good Question: What’s One Common Supply Chain Misconception? bit.ly/GQ_IL_324
One misconception is that the supply chain is still to blame for many business challenges today. In many instances, these issues are due to in ation, higher interest rates, labor shortages and costs. –Eric Allais President and CEO, PathGui de Technologies A mistaken notion is that freight operates as a commoditized product with competitive advantage primarily determined by price. Many variables impact quality.
–Cole Garson COO, Re mcoda
10 Inbound Logistics • July 2024
GAIN A CLOSER LOOK GAIN GROUND
Moving freight has a lot of moving pieces. That’s why Penske Logistics freight management solutions focus on getting your cargo your cargo from point A to point B on time. We match your freight your freight with available capacity and capacity and keep an eye on it at all stages of the journey so you can rest easy.
10 TIPS
Shipping by rail is a cost-effective and carbon-friendly way to move large volumes over long distances. However, managing rail shipments requires careful planning, coordination, and attention to detail. Here’s how to manage rail shipments effectively. Shipping by Rail
8 USE TECHNOLOGY TO OPTIMIZE RAIL. By analyzing large pools of data, technology helps companies predict potential delays and costly scenarios before they even happen. Predictive risk identi cation helps shippers keep track of ever-changing conditions and understand potential future shipment issues, giving more time to communicate with customers and execute contingency plans. 9 MITIGATE YARD CAPACITY RISKS. Work with your yard personnel to gain a complete understanding of your rail yard operations constraints. Consider planned maintenance schedules, yard track capacities, and outbound/inbound switch processes. Use this along with order/demand planning to visualize and monitor daily/ weekly railcar demand, predicted railcar supply, and asset utilization.
1 DEVELOP A COMPREHENSIVE RAIL SHIPPING PLAN. Include equipment needs, customer needs and limitations, lead time requirements, service reliability, yard capacity and throughput, origin and destination switch schedules, contingency capabilities, along with other planning factors. Understanding the factors that potentially impact successful rail delivery will help you develop a plan that mitigates risks and maximizes success.
2 USE A TRANSPORTATION MANAGEMENT SYSTEM. A TMS with strong rail management features automates manual processes and standardizes daily work ows and procedures. A good rail management system can notify you of common issues such as bill of lading transmission failures, in-transit exceptions, and potential accrual or invoice related issues. 3 CULTIVATE AND INVEST IN RELATIONSHIPS. Develop relationships with your carrier sales reps, local crews, executives, and anyone else you closely work with to ship rail. While this can be a challenge with turnover and promotions, it is important to invest time in these relationships to fully understand carrier capabilities, learn their shipping preferences, stay aware of service changes, and address issues as they arise.
4 UNDERSTAND YOUR RAIL EXPERTISE GAPS. Rail knowledge is a limited commodity in the industry, but you don’t necessarily have to search for the rail unicorn to hire. Bring in an outside perspective to do an assessment of rail knowledge needed. Training, software, third-party services, and consulting are all available to help bridge the gaps to set rail shippers up for success. 5 DEVELOP BENCH STRENGTH. From targeted mentorship programs to robust documentation programs, there are ways to pass along knowledge to the next line of rail experts. With rail knowledge becoming a limited commodity, this should be a focus of any rail shipping plan. 6 BUILD FLEXIBILITY INTO THE PLAN. Rail shipments can be subject to unexpected delays from
weather and changing service reliability. Building exibility includes maintaining extra inventory, staging loaded railcars at strategic points in the route, or having alternative transportation options in case of disruptions. 7 MAXIMIZE PRODUCT SHIPPED PER CAR. Ef ciently loading rail cars lowers costs and reduces environmental impact. Make sure you have the right visibility into dashboards to track loading ef ciency and ensure current processes and procedures all align to this goal.
10 MEASURE, MONITOR, AND ADJUST YOUR SHIPPING PLANS.
No matter how carefully you develop and execute a shipping plan, it still needs to be monitored, managed, and adjusted. Through dashboards, notifications, and KPIs, you can successfully execute rail shipping with minimized risks.
SOURCE: BRIAN CUPP, DIRECTOR OF OPERATIONS, INTELLITRANS
12 Inbound Logistics • July 2024
R2 Logistics is the #1 Single Source 3PL Provider
Our award-winning team manages your supply chain from network analysis to freight delivery.
GOODQUESTION Readers Weigh In
What Supply Chain Practice or Belief Would You Declare Dead ?
OPERATING IN SILOS. Supply chain practices that embrace collaboration across departments, suppliers, and partners tend to be more agile, responsive, and capable of adapting to disruptions. –Lorena Camargo CEO, PearlTrans Logistics RELYING ON CHINA AS THE FACTORY OF THE WORLD. Factors killing this practice: The rise of India and Mexico, the decline of the United States as a hegemon and the rise of China, the trade war between the United States and China, China’s Belt and Road Initiative, COVID, nearshoring, reshoring, the rise of Vietnam and BRICS, China’s desire to replace the U.S. dollar as the world’s currency, China’s regional and global hegemony, and President Biden’s taris on May 14, 2024. –Omar Kazzaz Founder and CEO, Kazzaz Advisory Group THE NOTION THAT SUPPLY CHAIN Relying on only tracking leads to excessive logistics expenses, suboptimal inventory management, and higher customer turnover. We need to redefine visibility as the practice of building high-velocity supply chains— shifting from a single, static view to visibility into inventory in motion regardless of transportation mode. VISIBILITY IS SIMPLY ABOUT TRACKING.
JIT, Rest In Peace Manufacturers relied on just-in-time (JIT) for years. The pandemic revealed weaknesses. Now, agile supply chain management using inventory buers for critical items and diverse sourcing methods enables companies to quickly adapt and respond to market changes and disruptions.
–Stephen Dombroski Director, Consumer Markets, QAD
Alternatives like just-in-case , hybrid models, and advanced technologies such as AI, IoT, and machine learning can oer more resilient solutions. –Johann Grassi Global Leader-Consumer Industries, Syntax JIT’s reliance on precise timing makes supply chains vulnerable to disruption, and without buer stock, companies risk production halts. A balance between JIT and maintaining strategic inventory reserves is needed. –Richard Lomazzo Senior Director, Operations, DP World Super-strict JIT inventory is dead. We need more flexibility now, with some extra stock on hand to handle unexpected bumps in the road. –Roslyn Ellerbee Founder & CEO, Express Errands & Courier
UTILIZING ONLY LOAD BOARDS ON EVERYDAY SHIPMENTS. If you are not building a strong carrier base based on previous carriers and how they perform, it could cause more issues down the line. Load boards also have a lot more downtime then you want to believe, a.k.a. low reliability. –Debra Smith Freight Broker, Dee Dee Logistics SUPPLIERS JUST SUPPLYING. With today’s product complexity and regulatory requirements, suppliers must become stronger partners. They
need to understand more than what they are delivering, and why. They are now responsible for supplying the critical data integrated directly into an OEM’s digital threads. –Bruce Bookbinder Product Marketing Manager, Aras MY $60 1988 RAND McNALLY LAMINATED TRUCKER ATLAS that I begrudgingly sold at a garage sale recently because technology has absolutely replaced it. –Mark McEntire CEO, Princeton TMX
–Lindsey Bonfiglio VP of Product, project44
14 Inbound Logistics • July 2024
GOODQUESTION
THE BELIEF THAT SCALABILITY REQUIRES MASSIVE FLEETS. E ciency and reach are increasingly achieved through
Globalization as We Know It: Defunct
innovative logistics models, tapping into underutilized resources for rapid, sustainable delivery solutions. –Dennis Moon COO, Roadie CONSIDERING IN-PERSON MEETINGS SUPERFLUOUS. Virtual meetings have their benefits, but experience has shown me the vital benefits of personal, face-to-face interactions for supply chain business reviews, onboarding, and more. –Art Van Der Stuyf Director of Supply Chain Strategy, iGPS Logistics THINKING SUSTAINABILITY AND EFFICIENCY ARE MUTUALLY EXCLUSIVE. Modern supply chain platforms have proven that, by implementing responsible practices, retail businesses can actually enhance e ciency, reducing costs and lead times as they markedly improve their brand image with customers. –Lilian Bories Chief Marketing Ocer, TradeBeyond FOCUSING ON COST REDUCTION as the main driver of competitiveness. Companies made decisions based solely on minimizing costs, even at the expense of quality and reliability. Ironically, this often led to higher costs in the long run. –Alan Silberstein Co-founder, ShipLab TRANSACTIONALLY MANAGING SUPPLIER RELATIONS. Transacting is necessary, but it is no longer the relationship’s basis. Collaboration is. Today, we need suppliers more than ever. We need their best work, ideas, products, and information. A transactional mindset brings friction. –Costas Xyloyiannis CEO, HICX THE PAPER BILL OF LADING (BOL). In this day and age, the inability to decipher what is on a
Long-established constructs of global supply chains are inadequate, vulnerable, and fragile, as the pandemic revealed.
The U.S. government has historically operated under the assumption that global supply constructs were e cient and in need of little oversight. After 2020, this posture is dead and the current focus is to move policy toward the re-engineering of industry constructs. –Je Wells Chief Visionary Ocer, Metrc The norms of supply chain globalization are no longer viable. Taris, regulations, geopolitics, and logistics costs have altered the landscape. In response, global companies have adopted a hybrid of regional and global models, embracing a mix of nearshoring, technology, cost eectiveness, sustainability, labor access, and regulation compliance. –Vincent Cellard VP, Procurement, Flex The days of “easy globalization” are over. Don’t get me wrong: Supply chains will remain inherently global, but virtually every aspect of strategic sourcing, making, moving, and selling is now permanently more complex and di cult than a decade ago and requires dierent practices. –John Lash Group Vice President, Product Strategy, e2open
BLOCKCHAIN USE IN THIRD-PARTY LOGISTICS. High implementation costs, scalability headwinds, and lack of clear ROI have led to minimal adoption. –Sean Gill Vice President, Business Solutions, Arrive Logistics SINGLE SOURCING. The disruptions of 2020-2023 showed this strategy carries significant risk. Multi-sourcing is complex to manage manually, but AI and advanced analytics have put it in reach of even the mid-market. –Brian Rainboth CEO, SYSPRO Americas
pallet, in a case, or on a truck is a non- negotiable. And using paper creates waste. I hope one day to not see paper flying around. –Ann Marie Jonkman Vice President, Global Industry Strategy, Blue Yonder MANUALLY COLLECTING AND MANAGING DATA. This is no longer sustainable as production chains grow increasingly complex. Tracking all necessary data points is nearly impossible to do in real time and is further complicated by the need to share information between dierent departments and locations. –Katrina Duck Enterprise Account Executive Inspectorio
Answer upcoming Good Questions at: www.inboundlogistics.com/good-question We’ll feature some responses.
July 2024 • Inbound Logistics 15
WHAT’S THE WORD
The Language of Logistics
BOT TALK
Spelling It Out
Machine Customer A nonhuman entity autonomously procuring goods or services. Examples include: ● IoT-connected devices or assets that place orders independently of a human command ● Intelligent replenishment algorithms that maintain availability of consumables ● Intelligent assistants that suggest deals to consumers. Robot Wrangler A warehouse worker in charge of managing and leveraging robots. As more companies deploy automation in their logistics operations—approximately 21% of warehouses used some form of robotics in 2023, up from 15% in 2018, according to Interact Analysis—they seek workers who can implement robotics projects and help others work alongside robots in supply chain workflows.
GenAI
vs.
AI
Finished vehicle logistics refers to the processes involved once a vehicle exits the factory. Managed by an OEM or a third- party outbound logistics team, it includes final preparation, staging for pick-up, and dealer drop-o. A typical factory produces more than 1,000 vehicles per day, which are stored in immense outdoor lots. Eciently locating and moving the correct vehicles saves fuel, reduces the possibility of damage, and improves employee satisfaction. –Michael Ueland, Chief Revenue O cer, Cognosos
Artificial intelligence is the science of computers mimicking human intelligence to solve problems. In supply chain management, AI can optimize operations by predicting demand, managing inventory, and improving logistics. For instance, machine learning algorithms analyze historical data to forecast future stock needs, reducing the risk of overstocking or stockouts. Generative AI or GenAI is one type of AI that enhances supply chains by generating synthetic data to simulate different scenarios and optimize decision-making. For example, it can create demand variations under different conditions, helping companies prepare for potential disruptions and improve resilience.
On-board couriers. A specialized air freight service for high-value products. OBC oers a hands-on approach—a courier accompanies the shipment from its origin, boards the plane, clears customs, and personally delivers it to
What’s the Most Impactful AI for Supply Chains?
the recipient at the final destination. –Andrew Rossell, VP of Operations, ASF Global Logistics
Predictive AI and machine learning have the greatest implications on supply chain planning. ML algorithms can analyze large volumes of historical data to identify patterns, correlations, and trends. Generative AI, especially the recent methods based on Large Language Models, is in the early stages. GenAI is useful for creative applications, data augmentation, and simulations. However, in the enterprise business context where each decision can have millions of dollars of impact, a lot more care and attention needs to be put to make sure they work reliably, and the decisions and automations can be trusted. GenAI will be mostly used for productivity and automation, and we will see narrow applications of GenAI here and there in the near future. However, their use in the more general setting is an open area of research and investigation. –Behrouz Soleimani, PhD, Head AI Scientist, Kinaxis
4 Ways to Diversify the Supply Chain
Multi-shoring
Multi-sourcing
Supply Chain Diversification
Logistics operations
Modes of transportation
■ Geographical spread of manufacturing and supplier locations ■ Variety of alternative manufacturing capabilities and suppliers
■ Variety of modes of transport used in parallel ■ Diversification level of logistics infrastructure
Source: DHL
16 Inbound Logistics • July 2024
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Toys
SUPPLY CHAIN BARBIE WITH BULLWHIP EFFECT
In summer 2023, all eyes were on Barbie as the megahit movie pulled in more than $1.4 billion globally, making it the highest-grossing film of the year and the 14th highest-grossing film of all time. While Barbie’s toy appeal has long held firm, what’s less widely known is that Ruth Handler, Barbie creator and Mattel cofounder, was something of a supply chain whiz. Long before advanced data analytics and AI made it accessible, Handler
TOYS THAT STICK How many of these all-time favorites did you love as a child? Passing the test of time, many of these items are still in production and remain bestsellers: • Barbie • Lego building sets • Play-Doh • Matchbox cars
understood the bullwhip eect and the benefits of on-demand data. According to a recent Wall Street Journal article, Handler was unsettled by the six-week lag between sales and reporting that was typical in the 1950s. To get information faster, she enlisted her own “private army of employees” to visit retail stores and find out how many dolls were selling each day. Suddenly, Handler and her team gained access to near-real-time sales data. “She had better information after one day than her rivals were getting in six weeks,” the Journal states, “so Mattel could make smarter decisions faster than the competition.” Using this analog data and a visionary approach, Handler was able to transform her company and create a lasting impact on the toy industry. SC CHALLENGES ARE NO FUN The toy industry faces several complex supply chain challenges. Here are three of the most significant, according to industry experts: 1 Geopolitical and economic uncertainty: The global nature of toy production means the industry is vulnerable to disruptions such as trade wars, political tensions, and economic instability. For example, increased costs due to taris and potential factory shutdowns can significantly impact production and delivery schedules. 2 Demand volatility and seasonality: Toy sales are highly seasonal, with a major spike before the holiday season. This creates challenges for manufacturers and retailers who need to anticipate demand accurately. Overproduction can lead to excess inventory, while underproduction can result in stockouts and lost sales. 3 Product complexity and evolving consumer preferences: Modern toys often include complex features and require specialized materials. Additionally, consumer preferences shift quickly, with trends coming and going in a short period. This complexity and fast pace make it dicult for manufacturers to maintain ecient production lines and adapt to changes in trends.
• Tonka trucks • Hula Hoops • Frisbee
BY THE NUMBERS: RUBIK’S CUBE
To celebrate 50 years of Rubik’s Cube, here are some impressive numbers about the iconic color-coded twister that has been bedeviling minds (and fingers!) for the past five decades: • The original cube has 43,252,003,274,489,856,000 combinations, but only one solution. • 3.13 seconds: The single-solve world record time, set in 2023. • The company has sold more than 500 million units since 1974. • 1 out of every 7 people in the world has played with a Rubik’s Cube. • $12.97: Cost of the 50th anniversary edition cube on Amazon.
18 Inbound Logistics • July 2024
WHAT’S THE TOY STORY? CAUTIOUS OPTIMISM The toy industry endured a challenging 2023 with an 8% decline in sales from 2022 to 2023, according to research firm Circana. Case in point: Mattel outperformed the industry with a strong fourth quarter in 2023 but projected a continued, albeit slower, industry decline in 2024 before growth potentially resumes in 2025. However, there is cautious optimism for 2024 due to potential economic improvements and these four strong trends, according to The Toy Association: 1. Sustainability: Consumers, especially younger parents, prioritize eco-friendly toys. Toymakers will focus on using sustainable materials and promoting durability. 2. Fantasy and Mystery: Driven by popular media like Netflix’s “Wednesday,” toys in spooky and mysterious genres are expected to thrive. High-profile properties like Harry Potter also boost this category. 3. Sports: Skill-building and screen-free toys, especially sports-related ones, will gain popularity, supported by the 2024 Summer Olympics. 4. Anime: Anime-based toys are set to grow, appealing to both children and adult fans through popular franchises like “Naruto” and “One Piece.”
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July 2024 • Inbound Logistics 19
LEADERSHIP Conversations with the Captains of Industry
Building Solutions and Relationships
Drew Wilkerson graduated from college with no speci c job in mind. But he knew how he hoped to spend his career. “I wanted to work with people and have the ability to create solutions and build strong relationships,” he says. At the suggestion of a friend who worked there, Wilkerson visited third-party logistics company C.H. Robinson. “I spent a day with the teams, and I was hooked,” he says. From a series of positions at Robinson, Wilkerson moved on to XPO Logistics, eventually rising to the role of president, North American transportation. In 2022, XPO spun off its technology-enabled brokerage business to form RXO, based in Charlotte, North Carolina. It chose Wilkerson to lead the new company. We talked with Wilkerson about his rise to the CEO’s of ce and his current focus at RXO.
Drew Wilkerson CEO, RXO
IL: Since the formation of RXO, what have been your top initiatives?
We want to take market share. To do that, we have to focus on giving customers great service from Point A to Point B , with good communication throughout the life cycle of an order. We have to create solutions for them, using our technology and data to run their transportation networks more ef ciently. There has to be innovation. And we need to have really good relationships with our customers. Our top customers have been with us for 16 years on average. They don’t just come back and renew the business we’ve done with them the previous years. In most cases, they reward us with more freight, because of the service and solution innovations we’ve brought them. IL: What’s an unusual challenge you took on for a customer? In 2021, the ports—especially on the West Coast—were so backed up, they sometimes had more than 100 ships waiting to get in. Obviously, that delayed our customers’ inbound shipments. So as soon as their product hit the port, we sent drayage trucks to pick up the freight and take it to our facility, where we transloaded it. From there, we gave our customers options, based on what worked best for their networks—LTL shipments, truckload, intermodal. Were they looking to get products to consumers as fast as possible? Were they looking for the best price? By
Through innovation, valuable internal and external relationships, quality service, and technology, Drew Wilkerson helps keep customer supply chains moving, even during tough times.
by Merrill Douglas
20 Inbound Logistics • July 2024
LEADERSHIP
From Imperfection Comes Strength Early in Drew Wilkerson’s tenure at C.H. Robinson, a customer turned up with a complaint. “We had created some service issues,” Wilkerson says. Such diculties may damage the partnership between a shipper and a 3PL. But that’s not what happened. “One of my mentors at the time used those challenges as an opportunity to create a stronger relationship with the customer,” Wilkerson says. “He didn’t back away from the tough problem. He leaned into it.” The customer was so impressed by how the service provider worked to arrive at a solution, the shipper ended up giving C.H. Robinson more business. “And there was more trust in the relationship,” he says. That incident delivered an important lesson: “When things don’t go perfectly, that’s an opportunity to improve the business and create stronger relationships.”
providing options, we helped our customers keep their supply chains moving during one of the toughest times I’ve seen in my career. IL: What new and interesting projects are you working on? We were early adopters of technology in transportation. Today, one important set of questions for us is how do we integrate our technology with everyone it touches? How do we give our customers a more ef cient experience? How do we make our technology easy for the carriers we partner with, so they can negotiate prices, book loads, and manage their entire businesses from their phones? We also want our technology to help our employees accomplish more every day. On a rolling 12-month basis, our employee productivity—the number of loads per head per day—is up by 18% year over year. That’s largely because our technology has reduced the number of keystrokes and clicks employees have to make, so they can focus on building relationships with customers and providing solutions. IL: Which emerging technologies have exciting implications for RXO and its customers? We’ve been using arti cial intelligence and machine learning for a decade. It helps us move faster from a pricing perspective, and it has allowed us to attain some of the strongest margins in the industry with regard to how we procure transportation. For the future, generative AI offers opportunity for back-of ce functions and even for customer- facing activities. IL: How would you describe your leadership style? I’m very transparent and open. You do not need an appointment or scheduled meeting to stop into my of ce to talk about yourself, your career, or ways to improve the company. I’m also customer-focused. I spend a lot of time with our customers and care about them deeply. My job is to make them look good within their organizations. Finally, as a leader, I focus on surrounding myself with and retaining talented individuals. Many people on our leadership team had already been with us for 10 years or longer before the spinoff.
IL: How do you give criticism or correction when that’s required?
If you have good relationships with people, the best approach is to be direct. When people know that you’re invested in their future and the critique comes out of a good place, they’re generally receptive. Often, I talk about the “why” behind the criticism, what the impact can be for them if they consider doing something in a different way. IL: What’s the hardest aspect of your job? For a leader, the most dif cult thing is making sure you choose the right people to surround yourself with. Coming into the spinoff of RXO, the most challenging part of my job was lling some positions with people who did not come over from XPO. Fortunately, the people we chose t in well and have made us a better organization. IL: Among today’s active leaders, whose brain would you like to pick? I’d love to talk to Elon Musk, who is innovative and not scared to take on big challenges. I’d pick his brain on how he builds organizations and where he thinks technology can disrupt, or allow business to grow at a faster rate in the future. IL: Outside of work, how do you like to spend your time? I love spending time with my family. My wife and I grew up in the same small town in South Carolina and have been together since I was 16. We have two beautiful girls, ages 14 and 11. If I can spend time with them watching South Carolina football, basketball, or baseball, that’s even better. n
July 2024 • Inbound Logistics 21
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