Leasing pallets through a pooling system isn't for everyone, but rising disposal costs and landfill restrictions are prompting more companies to jump into the pool.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
It used to be that companies joined pallet pools for one of two reasons: quality or convenience. Joining a pool meant an end to problems caused by cheap, low-quality pallets designed for one-time use. Whether they're made of wood, plastic or metal, the pallets used in pools are designed for repeated use and durability; they also tend to be more uniform in their dimensions than their one-way counterparts.
Joining a pool operated by a third party also relieved pallet users of the costs and administrative hassles of pallet ownership. The pooling company assumes responsibility for managing the pallet "fleet," tracking them, maintaining them, repairing them, collecting them, and when the time comes, disposing of them.
But now companies are discovering other compelling reasons to join a pool. One is cost. Marshall (Mark) White, director of the Center for Unit Load Design at Virginia Tech, reports that the cost per use of a pooled pallet has dropped well below the cost of shipping on one-way pallets. Estimates of the savings vary, but CHEP, the largest pooling company in the world, claims its customers save between $1.50 and $2.50 per move over one-way pallets.
Another consideration is environmental impact. "By virtue of their reuse, pooled pallets produce less solid waste and have a lower material consumption," says White. On top of that, pallet users have had additional pressures brought to bear on them in recent years. They include rising disposal costs at municipal landfills and demands from customers to use reusable containers— including pallets. There are also growing environmental restrictions on how and where pallets can be discarded.
Right now, the regulatory climate in the United States is nowhere near as restrictive as it is in, say, Germany. For the last 15 years, the German Packaging Ordinance has required all manufacturers and distributors to take back all transport packaging, including pallets, and to recycle or reuse the materials. Though there are no such ordinances on the horizon here, some municipalities are beginning to impose restrictions. North Carolina, for instance, adopted legislation last year that bans the disposal of wooden pallets in municipal solid waste landfills by October 2009.
The tough rules in Europe and growing attention to the issue in the United States have gotten business's attention. "Those of our customers that are active in Europe and the United States are starting to ask us a lot of questions on the U.S. side of the pond," says Per Ohstrom, director of marketing in the United States for Australia-based CHEP, which now operates in 48 countries. "They are worrying about regulations that might kick in later."
Got pallets?
Quality, convenience and environmental considerations notwithstanding, pallet pooling isn't for everyone. Some companies are reluctant to turn over control of their pallets to a third party. Others don't have a consistent customer base or have customers mainly in locations too remote to allow for regular pickup. And others already have a well-established relationship with a supplier of one-way pallets that suit their needs, so they see no reason to change.
But for anyone thinking about jumping into pooling, there are also plenty of successful examples.
Take Clay Powell and Jerry Pimental, for instance. Powell is the plant superintendent at Aurora Organic Dairy's facility in Platteville, Colo., which ships 1,200 pallets of milk each week to grocery stores nationwide (the pallets are provided by CHEP). Pimental, who is the director of supply chain strategy and planning for Stop & Shop Supermarkets, a 355-store grocery chain in the Northeast, is one of his customers.
"The pooled pallets have several advantages over one-way pallets," says Pimental. "First, there is consistency. We can count on the pallets' having the same dimensions and the same quality of construction."
That's a major consideration for Pimental's operation. When pallets arrive at Stop & Shop's Assonet, Mass., DC, they're sent directly to the facility's automated storage and retrieval system (AS/RS) to be stored until the products are sent out to the stores. The AS/RS uses sensors to scan the dimensions of each pallet. Any pallets that are out of tolerance are rejected by the system to eliminate the potential for jams or product damage.
Pimental also praises the CHEP pallets for their strength. Made of harder species of wood than typical white wood pallets, the CHEP pallets provide superior support for heavy cans and bagged products such as sugar and dog food, he says. This sturdy support also makes them safer to handle.
"When lifting a load 20 to 25 feet into the air, using the CHEP pallet provides a safer environment to work in," adds Pimental. "It gives us a nice solid platform for bringing pallets through the supply chain."
In fact, about 85 percent of the dry goods received at the Massachusetts DC arrive on CHEP pallets. Many of these items ship directly to Stop & Shop stores on the same CHEP pallets used by their suppliers. Upon arrival at the retail backrooms, they're unloaded and then returned to the distribution center via the truck making the next delivery.
Once back at the DC, the CHEP pallets are sent to a recycling dock for pickup by CHEP. Because of the volume, CHEP typically sends 12 to 15 trailers (each capable of holding 500 pallets) out to the Assonet facility each day. The pallets are taken to a service center in nearby Norton, Mass., one of about 80 such centers CHEP operates nationwide. There, the pallets are inspected, cleaned and repaired if necessary before being sent out to another CHEP member. If the inspection reveals that a pallet is beyond repair, it's ground up into mulch. "None of our pallets ever end up in landfills," says Kevin Shuba, senior vice president of new business development for CHEP.
That pleases Aurora's Powell. "As an organic company, we are very ecologically conscious," he explains. "We like the idea of having a pallet that can be used over and over again." It saves money, too, he adds. Powell says that Aurora's use of CHEP pallets saves 20 percent over grade one pallets.
One word: Plastic
Though the best-known pallet pools are those operated by third parties like CHEP or Orlando, Fla.-based iGPS, there are also private pallet pools. For example, besides participating in CHEP's pallet pool, Stop & Shop runs a small pallet pool of its own, in what's known as a closed-loop or captive-loop system. The pallets in this pool are plastic pallets that are used to transfer mixed-SKU pallets between the Assonet distribution center and Stop & Shop stores. The pallets, which are owned by Stop & Shop, never leave the loop.
Stop & Shop chose plastic pallets for these "rainbow" loads because of their light weight and durability. As with the wood CHEP pallets, these plastic pallets can be used over and over again for many years.
Private pools can also be set up between a shipper and its carrier or between a customer and its supplier. For example, food titan General Mills has a pooling arrangement in place with one of its suppliers, Huhtamaki, a company that produces injection-molded plastic cups and other types of disposable packaging. Two years ago, General Mills bought 3,500 plastic pallets, which Huhtamaki now uses to ship orders from its plant in New Vienna, Ohio, to General Mills' Cedar Rapids, Iowa, processing facility, which uses the cups to package cake frosting. The pallets remain within the closed, captive pool.
General Mills chose plastic pallets for their uniform size, ease of cleaning, and durability, and they appear to be holding up well. "I can't even begin to tell you how many turns we have had with these pallets in the two years that we have had them," says Jeanette Yankey, planning manager for Huhtamaki. "They are also much safer to have around food products. There are no splinters or nails to worry about."
They're also economical, according to their maker. "Plastic pallets are more expensive initially, but when you look at how many turns you can gain from plastic pallets, you see the huge payback advantages," says Curt Most, national sales manager - pallets, for ORBIS Corp., which supplied the pallets used by Huhtamaki and General Mills. "They become a good investment."
E-commerce activity remains robust, but a growing number of consumers are reintegrating physical stores into their shopping journeys in 2024, emphasizing the need for retailers to focus on omnichannel business strategies. That’s according to an e-commerce study from Ryder System, Inc., released this week.
Ryder surveyed more than 1,300 consumers for its 2024 E-Commerce Consumer Study and found that 61% of consumers shop in-store “because they enjoy the experience,” a 21% increase compared to results from Ryder’s 2023 survey on the same subject. The current survey also found that 35% shop in-store because they don’t want to wait for online orders in the mail (up 4% from last year), and 15% say they shop in-store to avoid package theft (up 8% from last year).
“Retail and e-commerce continue to evolve,” Jeff Wolpov, Ryder’s senior vice president of e-commerce, said in a statement announcing the survey’s findings. “The emergence of e-commerce and growth of omnichannel fulfillment, particularly over the past four years, has altered consumer expectations and behavior dramatically and will continue to do so as time and technology allow.
“This latest study demonstrates that, while consumers maintain a robust
appetite for e-commerce, they are simultaneously embracing in-person shopping, presenting an impetus for merchants to refine their omnichannel strategies.”
Other findings include:
• Apparel and cosmetics shoppers show growing attraction to buying in-store. When purchasing apparel and cosmetics, shoppers are more inclined to make purchases in a physical location than they were last year, according to Ryder. Forty-one percent of shoppers who buy cosmetics said they prefer to do so either in a brand’s physical retail location or a department/convenience store (+9%). As for apparel shoppers, 54% said they prefer to buy clothing in those same brick-and-mortar locations (+9%).
• More customers prefer returning online purchases in physical stores. Fifty-five percent of shoppers (+15%) now say they would rather return online purchases in-store–the first time since early 2020 the preference to Buy Online Return In-Store (BORIS) has outweighed returning via mail, according to the survey. Forty percent of shoppers said they often make additional purchases when picking up or returning online purchases in-store (+2%).
• Consumers are extremely reliant on mobile devices when shopping in-store. This year’s survey reveals that 77% of consumers search for items on their mobile devices while in a store, Ryder said. Sixty-nine percent said they compare prices with items in nearby stores, 58% check availability at other stores, 31% want to learn more about a product, and 17% want to see other items frequently purchased with a product they’re considering.
Ryder said the findings also underscore the importance of investing in technology solutions that allow companies to provide customers with flexible purchasing options.
“Omnichannel strength is not a fad; it is a strategic necessity for e-commerce and retail businesses to stay competitive and achieve sustainable success in 2024 and beyond,” Wolpov also said. “The findings from this year’s study underscore what we know our customers are experiencing, which is the positive impact of integrating supply chain technology solutions across their sales channels, enabling them to provide their customers with flexible, convenient options to personalize their experience and heighten customer satisfaction.”
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.
Krish Nathan is the Americas CEO for SDI Element Logic, a provider of turnkey automation solutions and sortation systems. Nathan joined SDI Industries in 2000 and honed his project management and engineering expertise in developing and delivering complex material handling solutions. In 2014, he was appointed CEO, and in 2022, he led the search for a strategic partner that could expand SDI’s capabilities. This culminated in the acquisition of SDI by Element Logic, with SDI becoming the Americas branch of the company.
A native of the U.K., Nathan received his bachelor’s degree in manufacturing engineering from Coventry University and has studied executive leadership at Cranfield University.
Q: How would you describe the current state of the supply chain industry?
A: We see the supply chain industry as very dynamic and exciting, both from a growth perspective and from an innovation perspective. The pandemic hangover is still impacting decisions to nearshore, and that has resulted in a spike in business for us in both the USA and Mexico. Adding new technology to our portfolio has been a significant contributor to our continued expansion.
Q: Distributors were making huge tech investments during the pandemic simply to keep up with soaring consumer demand. How have things changed since then?
A: The consumer demand for e-commerce certainly appears to have cooled since the pandemic high, but our clients continue to see steady growth. Growth, combined with low unemployment and high labor costs, continues to make automation a good investment for many companies.
Q: Robotics are still in high demand for material handling applications. What are some of the benefits of these systems?
A: As an organization, we are investing heavily in software that will allow Element Logic to offer solutions for robotic picking that are hardware-agnostic. We have had success deploying unit picking for order fulfillment solutions and unit placing of items onto tray-based sorters.
From a benefit point of view, we’ve seen the consistency of a given operation improve. For example, the placement accuracy of a product onto a tray is far higher from a robotic arm than from a person. In order fulfillment applications, two of the biggest benefits are reliability and hours of operation. The robots don't call in sick, and they are happy to work 22 hours a day!
Q: SDI Element Logic offers a wide range of automated solutions, including automated storage and sortation equipment. What criteria should distributors use to determine what type of system is right for them?
A: There are a significant number of factors to consider when thinking about automation. In my experience, automation pays for itself in three key ways: It saves space, it increases the efficiency of labor, and it improves accuracy. So evaluating which of these will be [most] beneficial and quantifying the associated savings will lead to a “right sized” investment in technology.
Another important factor to consider is product mix. With a small SKU (stock-keeping unit) base, often automation doesn’t make sense. And with a huge SKU base, there will be products that don’t lend themselves to automation.
With any significant investment, you need to partner with an organization that has deep experience with the technologies that are being considered and … in-depth knowledge of the process that is being automated.
Q: How can a goods-to-person system reduce the amount of labor needed to fill orders?
A: In most order picking operations, there is a considerable amount of walking between pick faces to find the SKUs associated with a given order or set of orders. Goods-to-person eliminates the walking and allows the operator to just pick. I have seen studies that [show] that 75% of the time [required] to assemble an order in a manual picking environment is walking or “non-picking” time. So eliminating walking will reduce the amount of labor needed.
The goods-to-person approach also fits perfectly with robotic picking, so even the actual picking aspect of order assembly can be automated in some instances. For these reasons, [automation offers] a significant opportunity to reduce the labor needed to fulfill a customer order.
Q: If you could pick one thing a company should do to improve its distribution center operations, what would it be?
A: Evaluate. Evaluate the opportunities for improving by considering automation. In my experience, the challenge most companies have is recognizing that automation is an alternative. The barrier to entry is far lower than most people think!
Toyota Material Handling and its nationwide network of dealers showcased their commitment to improving their local communities during the company’s annual “Lift the Community Day.” Since 2021, Toyota associates have participated in an annual day-long philanthropic event held near Toyota’s Columbus, Indiana, headquarters. This year, the initiative expanded to include participation from Toyota’s dealers, increasing the impact on communities throughout the U.S. A total of 324 Toyota associates completed 2,300 hours of community service during this year’s event.
The PMMI Foundation, the charitable arm of PMMI, The Association for Packaging and Processing Technologies, awarded nearly $200,000 in scholarships to students pursuing careers in the packaging and processing industry. Each year, the PMMI Foundation provides academic scholarships to students studying packaging, food processing, and engineering to underscore its commitment to the future of the packaging and processing industry.
Truck leasing and fleet management services provider Fleet Advantage hosted its “Kids Around the Corner Foundation” back-to-school backpack drive in July. During the event, company associates assembled 200 backpacks filled with essential school supplies for high school-age students. The backpacks were then delivered to Henderson Behavioral Health’s Youth & Family Services location in Tamarac, Florida.
For the past seven years, third-party logistics service specialist ODW Logistics has provided logistics support for the Pelotonia Ride Weekend, a campaign to raise funds for cancer research at The Ohio State University’s Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute. As in the past, ODW provided inventory management services and transportation for the riders’ bicycles at this year’s event. In all, some 7,000 riders and 3,000 volunteers participated in the ride weekend.