The "perfect order," low-cost warehousing software from Asia, the impact of volatile oil prices on the supply chain ... name a topic and there was probably a workshop, lecture or panel discussion about it at this year's conference of the Council of Supply Chain Management Professionals (CSCMP) in San Antonio, Texas. When they weren't out on facility tours or networking in the halls, conference goers could choose from a list of 160 educational sessions held during the four-day event. Here's a brief look at some of the highlights:
Yesterday, today and tomorrow
In a talk titled "Supply Chain Management—Yesterday, Today and Tomorrow," Dr. Donald Bowersox shared his thoughts on what's ahead for the supply chain. The future will see the emergence of many-to-many connections between trading partners in supply chain networks, resulting in a challenging environment for business, said Bowersox, who recently retired from his post as a professor at Michigan State University. (At the conference, Bowersox was honored for a lifetime of service to the group he helped found in 1962.)
As for technology, Bowersox predicted that the second generation of the Internet will bring about the creation of information models that will enable supply chain professionals to "see everything at one time." Companies will have to rethink their traditional notion of procurement in the demand-driven 21st century with its rapid product lifecycles.
Despite those impending changes, Bowersox urged industry organizations not to abandon their emphasis on what he called "the ABCs of logistics," which he termed critical to companies' efforts to meet those new demands. "Remember, logistics is not supply chain," he told his audience. "It's part of the supply chain."
Don't be afraid to fail
In his keynote address, Steven Levitt, co-author of the best-selling book Freakonomics, warned that corporate America's aversion to experimentation is hampering American business. "Corporations are reluctant to experiment even though it would show them how to be successful," Levitt told the more than 3,200 conference attendees.
A University of Chicago economics professor, Levitt gained prominence with the publication of his book (co-written with Stephen Dubnet). In that book, he argues that many apparent mysteries of contemporary America could be illuminated if people were only willing to ask the right questions and draw the connections.
Levitt told his CSCMP audience that corporations should pursue multiple paths and experiment to find the answers to business problems. He added that corporations are reluctant to follow his advice because that means that top executives "don't know the answers."
The wolf at the door
What more appropriate place than Texas to discuss the impact of oil prices on supply chains? In one of the more thought-provoking sessions, a prominent logistics executive warned that the end of the era of cheap oil will force companies to rethink their supply chains. "Today's supply chains run on cheap, available fossil fuels," asserted Charles L. "Chuck" Taylor, who now heads the consulting firm Awake in Smithville, Texas. But those supplies won't last forever. Based on a methodology developed by the late Shell Oil geologist M. King Hubbert, world oil production is projected to peak between now and 2015. In the '50s, Hubbert correctly predicted that U.S. oil production would peak in 1970.
During a panel discussion on the impact of rising energy costs on the supply chain, Lawrence Lapide, a research director at the Massachusetts Institute of Technology's Center for Transportation and Logistics, agreed with Taylor that cheap oil has supported such supply chain practices as Just-In-Time and offshore manufacturing. In all those cases, Lapide pointed out, companies use speedy shipments to meet customer demand while keeping inventories low. "There will be oil, but the question is at what price," he said. "Less energy-intense supply chains would be the right direction now."
In order to form a more perfect order ...
What passed for "perfect" yesterday may no longer qualify tomorrow, at least in the grocery distribution channel. Donald "Dee" Biggs, director of customer logistics at Welch Foods Inc., told his audience that a grocery industry committee has redefined the "perfect order," expanding the list of measures used to assess order fulfillment performance to seven from four. Representatives from Wegmans, Meijer, Pfizer, Land O' Lakes and Welch Foods participated on the committee, which was jointly sponsored by the Grocery Manufacturers of America and the Food Marketing Institute.
Biggs noted that the original metrics for the perfect order contained the following four elements: order shipped complete, ontime delivery, no damage, and accurate and timely invoice. "Those metrics were a narrow vision of the supply chain because they are not end to end," he said.
The new definition contains the following seven measures to characterize the "perfect order": case shipped vs. ordered (fill rate), on-time delivery, data synchronization, damage (unsalables), days of supply, order cycle time, and shelf-level service (out of stocks). Biggs noted that the committee decided that the "case shipped vs. ordered" metric served a more useful purpose than the "order shipped complete" metric used in the past. Although the group retained the "on-time delivery" metric, it has now defined that measure as a shipment arriving one hour prior to its expected arrival. Any shipment arriving after the appointment window will be deemed late. In the past, a delivery was considered "on time" if it arrived 30 minutes before or after its appointed time.
The "data synchronization" metric looks at whether both shipper and receiver have the same items and descriptions in their respective databases. Damage will now be measured as a percentage of unsalable items in relation to overall sales.
The new "days of supply" metric will track the days' worth of inventory at the retailer's warehouse and store. The new "order cycle time" metric will be defined as the amount of time elapsed from the time a manufacturer receives an order to the actual delivery of that order to a customer's warehouse.
Service at the shelf level is regarded as a key measure of supply chain effectiveness. If a product is not on the shelf – even if it's in the retailer's backroom – it will be judged out of stock.
Biggs said that the new measures were developed to help trading partners in the grocery distribution channel better define supply chain success.
Asian WMS-makers target U.S. markets First cars, then electronics, now this. Asian software suppliers will soon begin marketing low-cost warehouse management systems (WMS) in the United States. During a panel discussion on WMS, Stephen Mulaik, a partner in the consulting firm The Progress Group, predicted that Asian vendors will enter the U.S. market in the next one to two years, with the predictable effect on pricing. "You'll see new WMS vendors emerging in India and China," said Mulaik, who has been doing systems consulting work in Asia. "It will cause prices to drop in the lower end of the WMS market."
Mulaik added that Asian vendors will emphasize different features in their WMS packages compared to their U.S. counterparts. For instance, Asian WMS packages are apt to build in intelligence to handle piece receiving, instead of just focusing on cases and pallets. He also predicted that Asian WMS vendors will design their systems to support speedy implementation, a hugely important requirement in the Asian market.
Editor's note: CSCMP holds its next annual conference in Philadelphia from Oct. 21 to Oct. 24, 2007.
States across the Southeast woke up today to find that the immediate weather impacts from Hurricane Helene are done, but the impacts to people, businesses, and the supply chain continue to be a major headache, according to Everstream Analytics.
The primary problem is the collection of massive power outages caused by the storm’s punishing winds and rainfall, now affecting some 2 million customers across the Southeast region of the U.S.
One organization working to rush help to affected regions since the storm hit Florida’s western coast on Thursday night is the American Logistics Aid Network (ALAN). As it does after most serious storms, the group continues to marshal donated resources from supply chain service providers in order to store, stage, and deliver help where it’s needed.
Support for recovery efforts is coming from a massive injection of federal aid, since the White House declared states of emergency last week for Alabama, Florida, Georgia, North Carolina, and South Carolina. Affected states are also supporting the rush of materials to needed zones by suspending transportation requirement such as certain licensing agreements, fuel taxes, weight restrictions, and hours of service caps, ALAN said.
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.
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.
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.