All jokes aside, you have to marvel at a meal in a bag that can be stored for three years and tossed from a helicopter ... and still beats airline food any day.
Steve Geary is adjunct faculty at the University of Tennessee's Haaslam College of Business and is a lecturer at The Gordon Institute at Tufts University. He is the President of the Supply Chain Visions family of companies, consultancies that work across the government sector. Steve is a contributing editor at DC Velocity, and editor-at-large for CSCMP's Supply Chain Quarterly.
It's well after noon and our Land Rover is bumping along what used to be a highway, bouncing us against the truck's side walls whenever it hits a deep rut. We're rolling past Iraqi oil fields somewhere near Basra, and it's been a quiet day, insh'allah. The corporal in charge of the squad is doing his best to alleviate the boredom, leading the boys in one country-western song after another, but it's not really working. Part of the problem is that this squad of Scotsmen really can't sing; the other part is that the rumblings in my stomach are getting louder by the minute.
Then I notice a movement that brightens my mood. The private in the corner, Roger, has pulled out his bag of rations, also known as an MRE. (Leave it to the military to never use a word when you can use an acronym. In this case, MRE stands for Meals, Ready to Eat.)
Wedging himself in place, rifle jammed between his arm and the back hatch to keep his hands free, Roger begins laying out the contents of his bag, which is a plastic version of the brown lunch bag you carried to school. It's a typical MRE menu: there's a main course; a starch; crackers with a spread (in this case, peanut butter); a dessert; and a powdered beverage mix.
Roger's mother would be proud: Once he's laid out his food, using his knees as a food prep bench, he offers to share his peanut butter on a biscuit all around. Despite some trepidations, I take the private up on his offer, and nibble on a cracker smeared with peanut butter. To my surprise, I find it really isn't bad.
As I'm discovering, the modern MRE is no longer an assault on the taste buds or an insult to the palate. Introduced in the early '80s as a replacement for the universally reviled C-rations, MREs didn't fare well at first, quickly acquiring the nickname "Meals, Rejected by Everyone." But two decades of product development and field testing have brought about big changes. Mystery meat has given way to chicken fajitas, New England clam chowder, and mango peach applesauce. The menus have been expanded from 12 to 24, and now include kosher and vegetarian selections. Today's versions even come with a cleverly designed "flameless ration heater" to heat up the food.
what's in and what's out
It's time for them to go: Based on warfighter surveys, Natick Labs will be
tweaking its MRE menus this year and next. Don't tell the boys from New
Orleans, but the jambalaya and cajun rice with sausage are out.
Year
Items In
Items Out
MRE XXVII
(24 Menus)
2007 Production
Meatballs w/marinara sauce
Chicken and dumplings
Cornbread stuffing
Fried rice
Skittles: Wild Berry, Tropical
Marble pound cake
Green pepper hot sauce
Seasoning packets (BBQ, pizza)
Apple butter
Chunky peanut butter
Reese's Pieces
Jambalaya
Cajun rice w/sausage
Yellow & wild rice
MRE XXVIII
(24 Menus)
2008 Production
Chicken Pesto Pasta
Lasagna w/vegetables
Granola w/milk & blueberries
Instant vanilla or chocolate pudding
Toaster pastries, chocolate chip & French toast
Chipotle snack bread
Choclettos candy
Twizzler Nibs
Chocolate-covered coffee beans
Patriot cookies
Cheez-Its, hot & spicy
Coffee, Irish cream
Dairy shake, banana/strawberry
Salsa verde
Butter Buds
Splenda packet
Chicken w/cavatelli
Vegetable manicotti
SOURCE: U.S. ARMY SOLDIER RESEARCH, DEVELOPMENT, AND ENGINEERING CENTER
Calorie counters
The challenge of feeding troops on the march (or in the field) is as old as war itself. But modern military food science dates back to 1800, when Napoleon Bonaparte offered a 12,000 franc reward to anyone who could devise an effective method of preserving food from spoilage. The winner of Napoleon's prize was Nicholas Appert, who pioneered the use of sealed, airtight bottles. Appert used the money to found the first commercial cannery, the House of Appert.
The U.S. military's modern-day equivalent to the House of Appert is the Combat Feeding Directorate of the U.S. Army's Soldier Research, Development, and Engineering Center located in Natick, Mass. At the center, commonly known as Natick Labs, food scientists are following in the best Appert traditions, developing non-perishable field rations that will keep warfighters going under heavy physical exertion.
A big part of their challenge is figuring out ways to pack a lot of calories—but not empty calories—into a lightweight package. A full day's ration provides close to 4,000 calories, well above the caloric requirement of the average adult who's not running around a battle zone. (There's a lot of salt and fat in some meals—which is not a problem if you're active, but if you're a sluggish middle-aged guy with a weight problem, you'll want to go easy on the spreads and desserts.) One MRE meal bag provides an average of 1,250 calories. It also provides one-third of the Military Recommended Daily Allowance of protein, carbohydrates, fat, vitamins, and minerals.
The recipes concocted by the Natick staff are executed by suppliers around the United States. Nothing but American cooking for our troops … AmeriQual Packaging in Indiana, SOPAKCO in South Carolina, and the Wornick Co. in Texas. The food is pumped or placed into flexible bags, vacuum sealed, and cooked in large pressure-cookers called retorts. Because it's fully cooked, the food can be eaten straight out of the bag—heated or unheated.
Eat and run …
The challenges of developing MREs go well beyond finding the right recipes. There's also the matter of packaging. As is so often the case, packaging design is heavily dictated by supply chain requirements, which in this instance include the ability to withstand long journeys, extended storage periods, and extreme temperatures. The packages, for example, must weigh less than two pounds, be impervious to insects and rodents, and be able to withstand aerial drops. The food within those packages must be edible for a minimum of three years at 80 degrees Fahrenheit or six months at 100 F (the products' shelf life can be extended through the use of cold storage facilities prior to distribution).
If that sounds like a classic case of military over-specification, consider the conditions under which a shipment of MREs travels to Iraq. The MREs first move halfway around the world in cargo containers. Upon arrival in the Mideast, they may be stockpiled in the desert before being hauled by flatbed truck up the Main Supply Route into Iraq's interior. Combat rations are unlikely to be hauled in reefers, and climate-controlled storage facilities aren't widely available in the battlespace, which explains why the MREs must be able to withstand short-term temperatures of up to 120 F. (They're also designed to remain stable at temperatures as low as -60 F.)
When they arrive at a break-bulk point, the container loads are broken down into pallets, which are forwarded to consuming units. Each shipping pallet contains 48 cases, 12 different meals to a case. If you're moving out on patrol, you just rip open a case, grab an MRE, and drop it into a pouch on your fatigue pants. (MREs are designed to fit in the pockets of military field clothing.)
From the container on down to the individual ration, the product is designed to break down without ever requiring repackaging. The goal is to make sure that the rations can move to the point of consumption with a minimum of friction.
Then there's the "last mile challenge," which takes on new meaning in the military supply chain. When it comes to MREs, final delivery isn't always a matter of rolling up in a truck. Sometimes, troops are operating beyond the lines—think Navy Seals, Army Special Forces, or Marine Recon—which means the last mile may be vertical. For that reason, MREs must be able to withstand aerial delivery. Check the specifications yourself: MREs must be capable of surviving parachute drops from 1,250 feet, and non-parachute drops of 100 feet.
But how does it taste?
Given the depth of the design challenges, it seems downright frivolous to ask whether MREs taste good. But it turns out that the military takes that question very seriously. It has even established a program with a polysyllabic name—the Fielded Individual Ration Improvement Program—whose goal is to make combat food more palatable. The program's mission, according to Natick Labs, is "to improve variety, acceptability, consumption, and nutritional intake of individual combat rations to enhance performance on the battlefield." It carries out that mission through extensive testing and surveys aimed at developing menus that appeal to a warfighter's palate.
Since the program's inception, hundreds of new items have cycled through the MRE menu. Some are "keepers" and remain on the menu to this day. Others have been dropped from the rotation and replaced by more appetizing alternatives. (See sidebar for a look at what's in and out for this year and next.) According to the Natick Labs Web site, "The decisions are based on Warfighter survey results. All changes are 'Warfighter recommended, Warfighter tested, and Warfighter approved.'" This is consumer product development with a vengeance, with all of it tempered by supply chain constraints.
I decide to conduct a focus group of my own: I ask my Scottish friends in the back of the Land Rover what they thought of the MREs. While they all were able to name meals they didn't like, they all could point to some favorites as well. They pronounced MREs as a whole to be "all right." Then again, these guys are from a country that considers haggis to be good food, so I'm not sure how much weight to give their opinion.
But to a supply chain practitioner, the proof isn't really in the pudding; it's in the pudding's arrival at a dusty oil field near Basra in good condition. And by that measure, MREs are a supply chain marvel—particularly when you consider that the folks in Natick have figured out how to do it for around $7.25 a meal, Made in America.
If you want to see for yourself, go to eBay. You're not supposed to be able to, but you'll find them there. Buy a case and take some on your local Boy Scout troop's next camping trip. I guarantee they'll be a big hit.
Jeremy Van Puffelen grew up in a family-owned contract warehousing business and is now president of that firm, Prism Logistics. As a third-party logistics service provider (3PL), Prism operates a network of more than 2 million square feet of warehouse space in Northern California, serving clients in the consumer packaged goods (CPG), food and beverage, retail, and manufacturing sectors.
During his 21 years working at the family firm, Van Puffelen has taken on many of the jobs that are part of running a warehousing business, including custodial functions, operations, facilities management, business development, customer service, executive leadership, and team building. Since 2021, he has also served on the board of directors of the International Warehouse Logistics Association (IWLA), a trade organization for contract warehousing and logistics service providers.
Q: How would you describe the current state of the contract warehouse industry?
A: I think the current state of the industry is strong. For those that have been focused on building good client relationships over the years, I think it’s a really exciting time. Coming out of all the challenges of the past few years, I think there’s a lot of opportunity for growth and deeper partnerships. It’s fun to see the automation and AI (artificial intelligence) integration starting to evolve [in a way that’s] similar to what we saw with WMS (warehouse management systems) in the early 2000s.
Q: You are now president of your family firm. Is it an advantage having grown up in the business as opposed to working elsewhere?
A: I definitely believe it was an advantage growing up in the business. Whether it’s working with family or someone else in the industry, there’s always an advantage when you have mentors[to guide] you. I’ve been blessed to have several mentors, some in the industry, others just in life, and I’m thankful that they were willing to mentor me and that I was willing to listen to them.
Q: What are the biggest challenges currently facing 3PLs, and how are you addressing them?
A: Labor and legislation are both tough right now. The two seem to have a lot to do with each other, and it can make it tough to find and retain people. So I think we’ll see more and more automation of processes industrywide.
Q: Third-party service providers often must handle a wide variety of products for a lot of different clients. Does this variety make it difficult to invest in automation and other new technologies?
A: It can make things more difficult when looking at certain automation, but it’s in the “difficult” that a lot of opportunities lie. It would be tough to find a single solution that fits every client’s needs, but there are always opportunities to improve in certain areas. It just takes a bit of vision and commitment, and a willingness to invest in your own long-term success.
Q: As a 3PL, what do you look for when selecting the clients you work with?
A: Quality relationships that will last a long time. When both parties are happy and working together in the same direction, everyone wins.
Q: You’ve been a board member of the International Warehouse Logistics Association since 2021. Why is your involvement with this organization important to you?
A: I think it’s important to understand what’s happening in the industry. IWLA is a great resource for staying up to date and getting a solid education when it comes to the latest logistics trends. I also think it’s important to give back and pass along what we’ve learned to those just getting started in the business. As important as it is to have a mentor, it’s just as important to mentor and help others.
“While there have been some signs of tightening in consumer spending, September’s numbers show consumers are willing to spend where they see value,” NRF Chief Economist Jack Kleinhenz said in a release. “September sales come amid the recent trend of payroll gains and other positive economic signs. Clearly, consumers continue to carry the economy, and conditions for the retail sector remain favorable as we move into the holiday season.”
The Census Bureau said overall retail sales in September were up 0.4% seasonally adjusted month over month and up 1.7% unadjusted year over year. That compared with increases of 0.1% month over month and 2.2% year over year in August.
Likewise, September’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.7% seasonally adjusted month over month and up 2.4% unadjusted year over year. NRF is now forecasting that 2024 holiday sales will increase between 2.5% and 3.5% over the same time last year.
Despite those upward trends, consumer resilience isn’t a free pass for retailers to underinvest in their stores by overlooking labor, customer experience tech, or digital transformation, several analysts warned.
"The 2024 holiday season offers more ‘normalcy’ for retailers with inflation cooling. Still, there is no doubt that consumers continue to seek value. Promotions in general will play a larger role in the 2024 holiday season. Retailers are dealing with shrinking shopper loyalties, a larger number of competitors across more channels – and, of course, a more dynamic landscape where prices are shifting more frequently to win over consumers who are looking for great deals,” Matt Pavich, senior director of strategy & innovation at pricing optimization solutions provider Revionics, said in an email.
Nikki Baird, VP of strategy & product at retail technology company Aptos, likewise said that retailers need to keep their focus on improving their value proposition and customer experience. “Retailers aren’t just competing with other retailers when it comes to consumers’ discretionary spending. If consumers feel like the shopping experience isn’t worth their time and effort, they are going to spend their money elsewhere. A trip to Italy, a dinner out, catching the latest Blake Lively and Ryan Reynolds films — there is no shortage of ways that consumers can spend their discretionary dollars,” she said.
Editor's note:This article was revised on October 18 to correct the attribution for a quote to Matt Pavich instead of Nikki Baird.
The market for environmentally friendly logistics services is expected to grow by nearly 8% between now and 2033, reaching a value of $2.8 billion, according to research from Custom Market Insights (CMI), released earlier this year.
The “green logistics services market” encompasses environmentally sustainable logistics practices aimed at reducing carbon emissions, minimizing waste, and improving energy efficiency throughout the supply chain, according to CMI. The market involves the use of eco-friendly transportation methods—such as electric and hybrid vehicles—as well as renewable energy-powered warehouses, and advanced technologies such as the Internet of Things (IoT) and artificial intelligence (AI) for optimizing logistics operations.
“Key components include transportation, warehousing, freight management, and supply chain solutions designed to meet regulatory standards and consumer demand for sustainability,” according to the report. “The market is driven by corporate social responsibility, technological advancements, and the increasing emphasis on achieving carbon neutrality in logistics operations.”
Major industry players include DHL Supply Chain, UPS, FedEx Corp., CEVA Logistics, XPO Logistics, Inc., and others focused on developing more sustainable logistics operations, according to the report.
The research measures the current market value of green logistics services at $1.4 billion, which is projected to rise at a compound annual growth rate (CAGR) of 7.8% through 2033.
The report highlights six underlying factors driving growth:
Regulatory Compliance: Governments worldwide are enforcing stricter environmental regulations, compelling companies to adopt green logistics practices to reduce carbon emissions and meet legal requirements.
Technological Advancements: Innovations in technology, such as IoT, AI, and blockchain, enhance the efficiency and sustainability of logistics operations. These technologies enable better tracking, optimization, and reduced energy consumption.
Consumer Demand for Sustainability: Increasing consumer awareness and preference for eco-friendly products drive companies to implement green logistics to align with market expectations and enhance their brand image.
Corporate Social Responsibility (CSR): Companies are prioritizing sustainability in their CSR strategies, leading to investments in green logistics solutions to reduce environmental impact and fulfill stakeholder expectations.
Expansion into Emerging Markets: There is significant potential for growth in emerging markets where the adoption of green logistics practices is still developing. Companies can capitalize on this by introducing sustainable solutions and technologies.
Development of Renewable Energy Solutions: Investing in renewable energy sources, such as solar-powered warehouses and electric vehicle fleets, presents an opportunity for companies to reduce operational costs and enhance sustainability, driving further market growth.
A real-time business is one that uses trusted, real-time data to enable people and systems to make real-time decisions, Peter Weill, the chairman of MIT’s Center for Information Systems Research (CISR), said at the “IFS Unleashed” show in Orlando.
By adopting that strategy, they gain three major capabilities, he said in a session titled “Becoming a Real-Time Business: Unlocking the Transformative Power of Digital, Data, and AI.” They are:
business model agility without needing a change management program to implement it
seamless digital customer journeys via self-service, automated, or assisted multi-product, multichannel experiences
thoughtful employee experiences enabled by technology empowered teams
And according to Weill, MIT’s studies show that adopting that real-time data stance is not restricted just to digital or tech-native businesses. Rather, it can produce successful results for companies in any sector that are able to apply the approach better than their immediate competitors.
“ExxonMobil is uniquely placed to understand the biggest opportunities in improving energy supply chains, from more accurate sales and operations planning, increased agility in field operations, effective management of enormous transportation networks and adapting quickly to complex regulatory environments,” John Sicard, Kinaxis CEO, said in a release.
Specifically, Kinaxis and ExxonMobil said they will focus on a supply and demand planning solution for the complicated fuel commodities market which has no industry-wide standard and which relies heavily on spreadsheets and other manual methods. The solution will enable integrated refinery-to-customer planning with timely data for the most accurate supply/demand planning, balancing and signaling.
The benefits of that approach could include automated data visibility, improved inventory management and terminal replenishment, and enhanced supply scenario planning that are expected to enable arbitrage opportunities and decrease supply costs.
And in the chemicals and lubricants space, the companies are developing an advanced planning solution that provides manufacturing and logistics constraints management coupled with scenario modelling and evaluation.
“Last year, we brought together all ExxonMobil supply chain activities and expertise into one centralized organization, creating one of the largest supply chain operations in the world, and through this identified critical solution gaps to enable our businesses to capture additional value,” said Staale Gjervik, supply chain president, ExxonMobil Global Services Company. “Collaborating with Kinaxis, a leading supply chain technology provider, is instrumental in providing solutions for a large and complex business like ours.”