Sure you have plenty of brainpower. But when it comes to complex logistics or warehousing decisions, an intelligent software "agent" may be able to make the call better, faster or more cost effectively than you can.
In a summer when "The Matrix: Reloaded" reigns at the box office, you probably won't be surprised to know that computers are already making decisions about our lives without any human intervention. Artificial intelligence has become a mundane reality, used in Web services such as Amazon.com's, and to control production lines, city traffic patterns, telephone call routing and even some banking functions. But the logistics and transportation sectors have so far been reluctant to implement so-called smart software, for reasons of money, time and plain old fear.
All that is about to change, according to several experts in logistics technology. "Over the next nine to 12 months you'll see significant pilot projects taking place, at which time the concept will either be proven or disproven," says John Karonis, director of fulfillment technology at Kurt Salmon Associates in Princeton, N.J. "We're confident that it will prove to be a worthwhile endeavor and that we'll then see it rolled out on a much larger scale." Karonis has been working on a project to combine the power of radio-frequency identification (RFID) tags with intelligent software in a way that allows a computer to decide how to fix problems without human intervention every time there's a glitch in the movement of goods.
But what is intelligent software? Dr. Noel Greis, director of The Center for Logistics and Digital Strategy at The Kenan Center, University of North Carolina-Chapel Hill , explains that it's a type of artificial intelligence (AI). AI falls into two broad categories, she says. One is aligned with robotics and artificial vision, the sort of science that holds the promise of an electronic butler who hands you a drink and makes dinner when you get home, or an order-picking machine that would notice if a product was damaged and do something about it. But the other side includes what's known as intelligent software "agents." Also known as "bots," these are software packets that act as autonomous, decision-making entities, capable of coming up with solutions to problems and acting on them automatically.
Intelligent agents can be very simple. A good example is the way Amazon.com offers you a list of books you might like to buy in addition to the one you've just chosen. That's simply an agent that's programmed to think: "If this person orders this book , then I will automatically offer him or her these books, based on choices by other people who ordered the same book ." A more sophisticated agent will keep your personal history of books ordered and suggest new publications that fall within your recorded fields of interest when they become available, also a current feature on Amazon.com. It's only a matter of time, agree Greis and other academics and consultants, before intelligent agents get put to work in the logistics and warehousing industries.
How would they be useful?
First of all, intelligent agents cut out the delays associated with waiting for a human reaction to a glitch in cargo movement. Telecommunications companies such as British Telecom in the U.K. use intelligent software to automatically route calls through the cheapest and most readily available lines. The same could be done with trucks navigating congested roads, or packages moving through a distribution center. Another application that surfaced in the crazy days of the transport dot-com boom was the automated negotiation of spot-market transportation buying. This typically involves fast-paced juggling of rates and availability measured against the performance records of known and unknown carriers. Software that compares apples to apples in the blink of an eye, then accepts or rejects bids could be highly useful. It didn't catch on in a public online auction scenario, but it could work in a private one.
However, Karonis of Kurt Salmon says it's when you combine intelligent software with other technologies—particularly data-collection devices —that things really get exciting. That's because software that makes decisions in real time needs better and more accurate data than is commonly available along the supply chain.
"RFID means more accurate and timely data, but if I don't have a decision engine to do something with that data and I'm just forcing it into the old processes, I'm not going to be able to do anything useful with that data," says Karonis. "By the same token I could deploy intelligent agents to make more intelligent and timely decisions, but if I'm using old data, the value of those decisions is going to be questionable. It's when you put them together you have more accurate, timely data leading to more accurate, timely decisions and that's where the real benefit lies."
Stealth pilots
Combining quick logistics management decisions with real-time data is the way forward for warehousing and supply chain expertise, says Greg Schlegel, former president of APICS -The Educational Society for Resource Management and a senior manager in IBM's ERP/Supply Chain Management Group. Schlegel predict s wide spread deployment of intelligent software to help that happen. "You're getting into neural networks where software can learn and make its own decisions and build learning trees about what to do and what not to do. From there, you get into predictive analysis, the ability to [resolve] problems before they arise. That's the kind of application that logistics and transportation managers are going to deploy."
So far, most of the work on getting logistics software to act intelligently is being done on university campuses. The Massachusetts Institute of Technology in Cambridge, the Robotics Institute at Carnegie Mellon University in Pittsburgh, The Center for Logistics and Digital Strategy at the University of North Carolina-Chapel Hill, and the Department of Computer Science and Engineering at the University of Minnesota have all been working on intelligent logistics software in one form or another. In fact, they all have pilot projects under way in the commercial world, but most of the test subjects prefer to remain silent on early adoption. "They're not normally discussing it because they consider it a competitive advantage to be more cost-effective and efficient," says Schlegel. The truth is that adoption rates are low, so far. "There's probably more hype than actual adoption out there right now," says Dr. Steve Smith,a colleague of Dr. Greis's at UNC.
One of the barriers to adoption is agreeing on data exchange standards, says Karl Waldman, president of software vendor OAT Systems in Wa tertown, Mass. In conjunction with MIT's Auto-ID Center, OAT is working with Gillette to take information gathered via RFID tags in retail outlets and feeding that back into the company's warehouse management and replenishment systems. Up-to-the-minute stocking data isn't worth much if it's in a language the replenishment system can't understand. "Standards are a big problem," says Waldman. "CIOs are looking for something standardized so they don't have to integrate it all later." The Auto-ID Center is a joint industry/MIT initiative to help establish and promote those standards, and OAT has developed a data handling framework called Savant that can be integrated into existing systems to foster standardized data exchange.
But problems with the human element also provide a barrier, Waldman says. "A major [obstacle] is education. Everybody 's been using ERP (enterprise resource planning) and WMS (warehouse management systems) for a number of years, and those systems all represent inventory in a very simple way, so there's a lack of understanding about the types of visibility you can get with RFID and auto ID. We have to spend a lot of time educating people. When they understand there's a whole lot more stuff they can do, their eyes light up."
Bytes and pieces
Most companies are still learning how to use logistics management software that falls below the definition of intelligent. Exception alerts are a good example. These will monitor the flow of goods through a warehouse or supply chain and send out automatic alerts when something goes wrong, prompting a management decision from a human being. For example, Optum is helping Lucent Technologies coordinate complex production and delivery functions. "Their whole goal is to get around 80 suppliers for any given order to ship so that the order all comes together in a three-day window for delivery to a job site," explains John Davies, cofounder and vice president of product marketing at Optum, based in White Plains, N.Y. "If one of the key suppliers producing a critical component can't ship it on time, they provide a message to us and we will automatically route messages to all the other suppliers that the date is going to have to be pushed back."
At a high level of automation,this would constitute intelligent software. But, in this case, the software isn't allowed to decide on a new delivery date without consulting a human manager. "We'll send out a new date but we want someone to say: 'Yes, that's the right date,'" Davies says. He says programming intelligent agents to make reliably good decisions according to the myriad possible situations that may occur in a complex supply chain is currently too much effort for too little return."There are too many variables; it's too hard to write the rules," Davies says. "Humans are still good to have involved in the supply chain."
Davies and others agree that there's reluctance among logistics managers to hand over responsibility for crucial decisions to the machines. Optum's software does help automate some order fulfillment decisions for InvaCare, a maker of medical equipment,making last-minute decisions about how to fill orders based on real-time information about what's rolling off the production line and how demand has changed. "But that's a point solution. It's not like two agents getting together and negotiating and going off automatically," Davies says. "InvaCare wouldn't want those agents to expand into ordering supplier materials on the basis of that information."
Point solutions—or fitting an intelligent agent to a single business function such as cross docking—represent an ideal way to start with intelligent software, says Greis. "These are bottom-up technologies. You identify a problem and then develop an application to support it," she says."It's not like installing a huge SAP system. It's more about pulling out a particular part of the operation and having the agents work on it." Greis says this can be cheap compared to putting in a huge mainframe system. "The applications that we've done are designed to be overlays on existing systems and as inexpensive as you need to have them be," she reports.
IBM's Schlegel says logistics is simply taking time to catch up with other industries that are already exploring the benefits of intelligent software. "Artificial intelligence is being [used] in a big way in banks and financial institutions. They were the first to use neural networks and network systems," Schlegel says. He says banks have a lot to gain from automating computer operations and taking out "touch points" where a human has to enter information, since their business is mostly about data processing and protocols. After the financial services industry, manufacturing became the second group to adopt intelligent software. "They're star ting to embrace the use of message alerts for their supply chains internally," says Schlegel. "Now, the third industry is logistics. They're not embracing it yet, but they're talking about how to leverage it."
"Any time you have complexity in a business process, you can use agents to support a human's decision-making capability," says Greis. "Whether it's logistics or warehousing, it's about figuring out what decisions people have to make and asking whether an agent can make that decision better, faster or in a more cost-effective way."
“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.
The clean energy transition continuing to sweep the globe will give companies in every sector the choice to either be disrupted or to capitalize on new opportunities, a sustainability expert from Deloitte said in a session today at a conference in Orlando held by the enterprise resource planning (ERP) firm IFS.
While corporate chief sustainability officers (CSOs) are likely already tracking those impacts, the truth is that they will actually affect every aspect of operations regardless of people’s role in a business, said John O’Brien, managing director of Deloitte’s sustainability and climate practice.
For example, regulatory requirements on carbon emissions are expanding in every region, which means that even if a specific company doesn’t have to change its own practices, it will almost definitely need to flex to accommodate its partners and suppliers as they track scope 3 emissions or supply chain practices.
Likewise, companies are starting to challenge the classic concept of “force majeure” events than can cancel service providers’ contractual duties due to unforeseeable weather events. As the new argument goes, extreme weather patterns increasingly occur in accordance with climate scientists’ forecasts, so those hurricanes and wildfires are in fact foreseeable after all.
But one strategy for coping with the cost of those changes is to mine the power of the data that most companies will soon need to collect as part of their evolution. Instead of simply tracking its trucks to trim their routes and emissions, a transportation company could use the same data to manage their maintenance and fuel consumption.
“The climate management transition is going to be a massive disruption, but with that comes massive opportunity,” O’Brien said from the keynote stage at the “IFS Unleashed” show. “Don’t waste compliance efforts just on compliance, use it to create new value. You’re collecting all that new data, so use it!”
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.
However, that trend is counterbalanced by economic uncertainty driven by geopolitics, which is prompting many companies to diversity their supply chains, Dun & Bradstreet said in its “Q4 2024 Global Business Optimism Insights” report, which was based on research conducted during the third quarter.
“While overall global business optimism has increased and inflation has abated, it’s important to recognize that geopolitics contribute to economic uncertainty,” Neeraj Sahai, president of Dun & Bradstreet International, said in a release. “Industry-specific regulatory risks and more stringent data requirements have emerged as the top concerns among a third of respondents. To mitigate these risks, businesses are considering diversifying their supply chains and markets to manage regulatory risk.”
According to the report, nearly four in five businesses are expressing increased optimism in domestic and export orders, capital expenditures, and financial risk due to a combination of easing financial pressures, shifts in monetary policies, robust regulatory frameworks, and higher participation in sustainability initiatives.
U.S. businesses recorded a nearly 9% rise in optimism, aided by falling inflation and expectations of further rate cuts. Similarly, business optimism in the U.K. and Spain showed notable recoveries as their respective central banks initiated monetary easing, rising by 13% and 9%, respectively. Emerging economies, such as Argentina and India, saw jumps in optimism levels due to declining inflation and increased domestic demand respectively.
"Businesses are increasingly confident as borrowing costs decline, boosting optimism for higher sales, stronger exports, and reduced financial risks," Arun Singh, Global Chief Economist at Dun & Bradstreet, said. "This confidence is driving capital investments, with easing supply chain pressures supporting growth in the year's final quarter."