Large software vendors that once cared only about reeling in the big ones are discovering something the smaller WMS vendors have known all along: There's good fishing to be had among the small and medium-sized companies too.
When the phone rang in Margaret Adat's suburban Toronto office on a recent afternoon, she was startled to find a sales rep from the world's largest software company on the line. Adat works for Gentec International, a Markham, Ontario, company that distributes photographic and electronic accessories. Her company's solidly on the growth track (its sales have quadrupled since its founding in 1990), but it's hardly a corporate heavyweight. Yet here was SAP, purveyor of supply chain software to the likes of Colgate-Palmolive and Kraft Foods, inquiring whether it could interest her in a new warehouse management system.
Until recently, warehouse management systems (WMS) were strictly for the big guys. If you didn't have a million bucks to spare (not to mention a battalion of eager IT people to program and maintain your system), you could only dream about a system of your own. Software makers designed their systems with big fish in mind; the little guys were on their own.
But years of fishing have depleted the stocks of big fish. Facing a future of revenues limited to maintenance and upgrades, WMS vendors have turned their attention to a market segment they had long overlooked—small and medium-sized manufacturers, wholesalers and retailers. Many began to market WMS systems scaled down for the smaller fry. And in the process, industry powerhouses like Manhattan Associates (which reported $196.8 million in 2003 revenues) and even billion-dollar SAP discovered what the smaller vendors like HighJump, Radio Beacon, Yantra and Red Prairie had known all along: There's good fishing to be had among small and medium sized companies.
Meanwhile, there's simply more demand from small and medium-sized customers. Business has changed for even the tiniest company if it ships products to very large customers, the Wal-Marts, Targets and Albertsons of the world. Big retailers now demand that suppliers—whatever their size—comply with detailed labeling, packing and shipping requirements or risk being hit with costly charge-backs or even losing the business. "The smaller companies are being forced to compete on the same field of play as the larger companies," says Bobby Collins, vice president of mid-market at Atlanta-based Manhattan Associates. "Even someone shipping 50 boxes a week has to have the right labels on them, or he gets a bill," agrees Dale Jeffries, president of Radio Beacon, a small WMS vendor based in Toronto. "Five years ago, he would have thrown people at the problem," Jeffries adds. "Now, he can get a WMS."
Life support
That's good news indeed, because throwing people at warehouse problems is no longer an option for many mid-sized players. Up until five years ago, Roger Wadsworth of Restaurant Equippers Inc. dealt with surging demand by adding people to get the orders out. But eventually he ran out of room. As staffers struggled to keep operations afloat in an overcrowded facility, accuracy and efficiency plummeted. "We had an order error rate of 7 percent, which was not tolerable," says Wadsworth, who is general manager of the 100-employee company, which distributes everything from salt shakers to freezer chests. "So we had to make [order pickers] work smarter and more efficiently." That meant venturing into scary waters to search for a WMS. And not just any WMS—Wadsworth needed one that could consolidate a shipment consisting of three forks and an eight-burner range but not cost an arm and a leg.
A few days at a trade show netted Wadsworth three prospects, all small vendors that specialized in small and medium-sized customers. But he held off making a decision until he and his team could personally interview each vendor's support people. Without the luxury of an internal IT staff, Restaurant Equippers must rely on the vendor to solve integration and other issues, he explains. "We live and die by that support."
As Wadsworth had foreseen, the interviews helped narrow the field. After one meeting, he recalls asking a colleague: "Was there anyone in that room who you'd want to pick up the phone if you called for support?" "No!" replied the colleague without hesitation. Wadsworth crossed that vendor off the list.
Wadsworth's interviews with the support people at HighJump Software, by contrast, went swimmingly. He ended up buying the Warehouse Advantage system from the Eden Prairie, Minn.-based vendor now owned by 3M (HighJump had $31 million in revenues in 2003, according to Hoovers Inc.). It was the company's support staff that sealed the deal, he admits. "The reason we bought HighJump," he explains, "was not the bells and whistles—although they had what we wanted without a lot of customization—but [that] we were more confident with the people we were talking with."
Beta fish?
Wadsworth is not alone in his insistence on high-quality tech support. When Margaret Adat of Gentec International began searching for a WMS 10 years ago, she confined her search to companies within reach of her Toronto-area office to ensure she could get help quickly if needed. At the time, the company had just added low-value cables and connectors to its line of photographic accessories, which meant it was on a drive to streamline its picking operations. "We had to be very efficient because it takes the same amount of effort to pick a $1.95 cable as it does to pick a $500 lens," she explains.
There was just one problem: At that time, nobody had figured out how to make a WMS work for a small outfit. But Adat, who is Gentec's chief financial officer and executive vice president, was not to be deterred in her quest. She found a local company, Radio Beacon, and agreed to become a beta tester of its new system. Adat figured she didn't have much to lose: Radio Beacon's system didn't require full integration with Gentec's enterprise resource planning (ERP) system, which meant she could drop them fairly easily if things didn't work out.
That Adat is still using Radio Beacon's system 10 years later is testimony to its success. Of course, things have changed a bit in a decade's time. Although in the early days the vendor's proximity to its customers was important, for example, today Radio Beacon performs upgrades and maintenance remotely, via the Internet, Adat says. "Now, just about the only time I see them come in is when they're demonstrating the software to someone else."
Though she may not see much of her vendor, Adat remains happy with her choice. "It was reasonably priced for what we were getting," she says. "And the payback came pretty quickly."
In the years following its pilot with Gentec, Radio Beacon steadily built up its market share among small and medium- sized companies by tying its services to widely used distribution and accounting software packages. Integrating its software with programs like Microsoft Business Solutions 'Great Plains, Solomon, Navision and Axapta systems has allowed it to provide high-end functionality scaled down to a reasonable price. But recently it went one better: rather than requiring small customers to buy its full WMS package, the company has broken the various functions into modules that clients can buy separately. "Before, if they wanted dessert, they had to buy the whole meal," says Jeffries. "Now they can skip the entrée." Not surprisingly, that's proved a big draw for the small and the budget conscious. Today, the average client for Radio Beacon manages a 100,000-square-foot warehouse operated by 10 people, Jeffries says. "That's our sweet spot."
The one that got away
That's not to imply that the smaller software vendors concentrate solely on the smaller customers, however. HighJump, for one, has landed some very big fish. Today it serves not just Restaurant Equippers, but customers like Circuit City and Verizon. Radio Beacon has contracts with the U.S. Social Security Administration and the U.S. Marines. Does Wadsworth worry that smaller companies like his will be forced to take a back seat to these larger customers? Not at all. Though he admits that he'll never need 1.75 million square feet of warehouse space like some of HighJump's clients ("We could sell every piece of restaurant equipment needed in the country and wouldn't need that [much] space"),Wadsworth says he likes having the assurance that his system can be scaled up as his business grows.
But just as the smaller vendors have been out casting for big fish, many big vendors have been out angling for smaller fry. Bobby Collins at Manhattan Associates says Manhattan always has an eye out for small customers, not least because they often become large customers—he cites long-time customer Patagonia Inc., the Ventura, Calif., outdoor clothing company whose 2002 revenues topped $220 million, as a case in point. "Some of our largest clients today started as small," Collins says.
But not all of the smaller fish can be lured away by the big guys.When SAP called Adat in hopes of interesting her in a new WMS, she didn't bite. "Frankly, it would take a lot for me to leave Radio Beacon," she says. Looks like SAP will have to write Gentec off as the little one that got away.
tips for swimming with the sharks
Roger Wadsworth emerged from his latest venture into the scary WMS waters triumphant. His choice, HighJump's warehousing management system, has proved an excellent fit with his operation. But Wadsworth, who's been involved in choosing and programming supply chain management systems since the '60s (first at discounter Gold Circle Stores, a division of Federated, and later at Madison's of Columbus, Ohio), says he's had his share of bad experiences. To help other small and medium-sized companies looking for their first WMS avoid some common mistakes, Wadsworth offers this advice:
Insist on meeting the potential vendor's support staff. There's no substitute for a face-to-face interview with the people who will provide the technical support. The installation's success depends on these people, he warns; make sure you can work with them.
Arrange for a tour. The only way to know what you're getting is to actually see the system in action. Wadsworth, who regularly shepherds potential HighJump customers through his facility, strongly recommends that potential buyers tour another customer's site.
Scrutinize the vendor's financials. Why risk getting stuck with an orphaned system a few years down the road? Look for a vendor that's likely to be around for the long term. Wadsworth knows of a company that skimped on the background checks and bought software from a vendor that subsequently went under. "Now they're stuck with a system with no support," he says, "and they can't upgrade it for something like RFID."
Make sure you're quoted the full price up front. "You don't want to get into a situation where you're quoted a price but, to get everything done, they start adding on and adding on," Wadsworth cautions. "Of course [cost is] important to everybody, but it's more important for small companies [to avoid] those budget surprises. [You don't want] to get into a situation where you've got $100,000 invested already and you can't pull the plug on it."
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.