George Weimer has been covering business and industry for almost four decades, beginning with Penton Publishing's Steel Magazine in 1968 where his first "beat" was the material handling industry. He remained with Steel for two years and stayed for two more when it became Industry Week in 1970. He subsequently joined Iron Age, where he spent a dozen years as its regional and international machine tool editor. He then re-joined Penton Publishing as chief editor of Automation Magazine and in 1993 returned to Industry Week as executive editor. He has been a contributing editor for several publications, including Material Handling Management, where his columns and feature articles regularly generated lively discussion in the industry. He has won various awards from major journalism organizations. He has covered numerous trade shows here and abroad and has spoken to various industrial and trade groups on the current issues and events of the day as they impinge on business. He remains convinced that material handling technology and logistics are two of the major sources of productivity improvement today and in the future for all industries.
Jim Sampey, vice president of operations for Cox Target Media, admits he knew little about automated storage and retrieval systems before undertaking a major project in the company's vast new manufacturing and distribution facility in Largo, Fla. "I was just a business guy trying to solve some problems," he says.
But today, Sampey has become fully conversant with the workings of automated storage and
retrieval systems (AS/RS) and a host of other factory automation technologies. In fact, when the
operation gets under way next month, he'll be in charge of one of the most advanced print processing facilities the industry has ever seen. Over the past four years, Cox Target Media, which produces the well-known blue Valpak direct marketing coupon envelopes, has re-engineered what was
once a largely manual process into a fully integrated high-tech system that automates the printing,
storing, tracking, and distribution of 500 million envelopes and 20 billion coupons a year.
Sampey received much of his education on automated storage and retrieval by working with Salt Lake City, Utah-based Daifuku America Corp., which installed an eight-story AS/RS in the new 10-acre plant and distribution facility. That AS/RS, which is sheathed in translucent panels called Kalwall, features four 80-foot tall robotic cranes that roll on monorails through narrow, 50inch aisles at speeds of up to 30 mph. The cranes, which operate automatically throughout the night, are lit up and are easily visible through the translucent panels from the nearby highway. In fact, the facility is fast becoming a kind of tourist attraction.
A shift in purpose
Cox Target Media's decision to incorporate an AS/RS into its distribution operations exemplifies one of the major trends in the market today. When AS/RS were new to the industrial scene, the primary user market in the United States was manufacturing. But that has shifted over the years."Today the market is more distribution-centric than 30 years ago," says Mike Kotecki, senior vice president of HK Systems of New Berlin, Wis.
Dick Ward, executive vice president of professional development and managing executive of the Material Handling Industry of America's AS/RS Division, agrees with that assessment. "Manufacturing remains a vibrant domain for AS/RS," he says, "but more and more activity is in order picking and storage in DCs."
The systems used in today's DCs can be roughly divided into two categories, according to Ward. First, there are the fixed aisle or classic type. Classic AS/RS systems use cranes in high-rise aisles formed by racks and may move pallets automatically up and down the system or use operators on the cranes to pull parts out of storage. The other category consists of equipment that features rotating mobile storage bins rather than fixed aisles. These systems include both vertical and horizontal carousels and vertical lift modules.
The ever-expanding array of AS/RS equipment has opened the door to the technology's use by companies of all sizes. "We've put in systems 100 feet tall and small types as well," says Kotecki, who points to his company's automated VNA (very narrow aisle) systems and rotating fork technology as examples. "[AS/RS technology is] not just for Kraft Foods anymore," he says. "It's now available to the common man."
tips on automating a warehouse
Planning on investing in new AS/RS technology or upgrading what you have? Here are some tips from Dan Labell, president of Westfalia Technologies:
Buy high-quality equipment. You may be tempted to choose equipment based on price, but that could prove costly in the long run. Low-quality equipment that causes a lot of downtime is no bargain.
Think long term. Be realistic about the projected return on investment. Because an AS/RS has a 20-plus year life, don't expect a 12-month payback.
Get the whole team involved. Bring operating personnel into the discussions early on and make them a part of the project team before the system goes online.
Think proactively. Preventive maintenance is far less expensive than reactive repair. Talk to the experts who design the equipment and follow their recommendations.
Demand proof from vendors. Don't accept vendors' verbal assurances that their equipment is suitable for your application. Insist that they show you a successful installation of their equipment in an environment similar to your own.
Dan Labell, president of York, Pa.-based Westfalia Technologies, says that's been his experience as well. "We just built a system for a relatively small company in Leon, Mexico, called La Hacienda," he says. "It is a regional distributor of frozen vegetables. Another I would point to is Hershey Ice Cream in Hershey, Pa. Both these companies justify their use of AS/RS by throughput, not size."
While the systems' initial cost still might give buyers pause, the systems do have a reputation for hardiness. Some AS/RS installations over 30 years old are still running and running well—although they may have been upgraded in terms of controls and software, and at times metal fatigue requires that racks be replaced.
"Reliability has always been high with these systems," Kotecki says. These days, systems are produced with sealed bearings and off-the-shelf components. That means new systems will probably last even longer than those erected in decades past, he adds.
New AS/RS or update?
Given the systems' reputation for longevity and reliability, how does a DC manager decide whether it makes more economic sense to upgrade the old system or invest in a new one?
That decision should be dictated by the company's business needs, say vendors. "We have systems that have been operating since the late '60s," Kotecki says, "so you can keep an Edsel running. But if your business changes or other factors change, it might be time to look at different machinery."
"Usually there are three reasons to consider modifying or upgrading a system," adds Labell of Westfalia. They are obsolescence (especially of electronics), performance (speeds, for example), and excessive wear and tear of the structural components.
Most manufacturers and many systems integrators are happy to help with the analysis. "We will look at the data and ask the basic question: Are they a good fit for a new system or an upgrade?" says John King, Daifuku's vice president of marketing.
Barry Desprez, Daifuku's manager of proposals, urges managers to take the time to educate themselves about the possibilities before consigning the old equipment to the scrap heap. "In many cases, upgrades are more appropriate than new projects and can include such [options as outfitting the system with] new electronics and software."
Mike Khodl, director of supply chain services for Grand Rapids, Mich.-based Dematic Corp., agrees that with unit load systems at least, the most cost-effective option may indeed be a major overhaul. "There are situations where we might go in and gut the older system, leaving the racks and cranes and installing new software and electronics," says Khodl. "This can mean a terrific increase in productivity without the expense of a new system."
But there is a caveat. "Unit load technology doesn't fit all kinds of warehousing," he says. "In situations where a lot of orders involve split cases or totes, we might recommend carousel technology, even though we don't manufacture any ourselves."
Slow but vital
In fact, split case picking applications, combined with the growing need to manage slow and medium movers, have driven brisk sales of carousel equipment in recent years, according to Ed Romaine, vice president of marketing for Remstar, a Portland, Maine-based carousel maker. "This part of the distribution business is huge," he says. "Consider that 80 percent of your material is slow and medium movers. Say you have 100,000 SKUs. Twenty percent move fast, 80 percent don't. This is one big reason for the popularity of the carousel alternative."
Remstar and other carousel makers say they spend a lot of their time integrating their equipment into existing systems to kick performance up a notch. "We develop products to bring older equipment up to par," says Romaine. "Carousels are very high density; they are great for that 80 percent. And by using carousels, you can optimize multi-zone picking. Often this all means two-thirds less cost than conveyors and less labor."
As an example, Romaine points to a facility Remstar equipped for American Crane and Tractor Co. In the past, American Crane and Tractor had used standard mezzanine shelving, pick carts, and paper pick tickets to fill orders. But as the company grew, it became clear that the system was reaching the limits of its capacity. "We couldn't throw any more bodies at the situation without people tripping over each other," says Terry Hunsinger, the company's inventory control manager.
After evaluating its options, American Crane and Tractor decided the best solution would be to switch from picking orders to picking parts, or zone picking. First, the company divided the warehouse into nine zones and assigned each order picker to a single zone. Then, it went in search of a technology that could accommodate its plan. It found the answer in the form of horizontal carousels.
Right now, the facility is using carousels only in the zones that house high-volume, small- to medium-sized parts. But it has already noticed a marked difference in performance between the carousel-equipped zones and their noncarousel- equipped counterparts. Labor requirements have fallen in the zones where carousels have been introduced, says Hunsinger, while picking rates have soared. In fact, order pick times have dropped so much that the non-carousel-equipped zones suffer by comparison, he reports. "The other zones are constantly playing catch up with the carousel zones."
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
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.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.