The raw material for Fage USA's yogurt may come from the rolling hills of upstate New York, but the end product is churned out in a highly automated state-of-the-art facility.
John Johnson joined the DC Velocity team in March 2004. A veteran business journalist, John has over a dozen years of experience covering the supply chain field, including time as chief editor of Warehousing Management. In addition, he has covered the venture capital community and previously was a sports reporter covering professional and collegiate sports in the Boston area. John served as senior editor and chief editor of DC Velocity until April 2008.
For most of us, the term "all-natural yogurt" evokes bucolic visions of cows grazing lazily in sun-dappled pastures. And indeed, those idyllic scenes can still be found in parts of rural America, including upstate New York, where Greek yogurt producer Fage USA has located its first North American production plant. In fact, Fage, which requires about 13 million gallons of milk a year for its production operations, chose the location in part because of the abundant supplies in the region.
But follow that milk on to the next stage of its supply chain journey and you quickly leave the pastoral scenes behind. In Fage's operations, the next stop is the kind of highly automated production facility you'd expect to find in a pharmaceutical or high-tech manufacturing environment.
After running its U.S. distribution operations manually since it established a presence here in 2000, Fage USA recently unveiled an $85 million state-of-the-art production and distribution facility in Johnstown, N.Y., just outside of Albany. With its U.S. business experiencing annual growth of 50 percent, it no longer made economic sense for the company to continue importing its yogurt, dips, and cheeses from Greece, says Ioannis Papageorgiou, Fage USA's president and COO. At press time, the manufacturing part of the operation was still ramping up (it was scheduled to go live in early April). At its peak, the facility is expected to produce 1,000 pallets of yogurt each week.
Adapting to a new culture
Though manufacturing is just getting under way at the new facility, the distribution portion of the building has been in operation for several months now, receiving product daily from Greece. Fage, whose Total Yogurt is the number-one seller in Greece and much of Europe, brings in 20 air containers a week in addition to ocean containers filled with some of its less time-sensitive items.
The centerpiece of the new distribution operation is an automated storage and retrieval system (AS/RS). Though the system's installation was a major step forward for the company's U.S. operation, which had previously been a strictly manual process, it was entirely in keeping with the parent company's corporate culture. The yogurt producer relies heavily on automation at the five plants it operates in Europe.
In fact, Fage's decision to go with an AS/RS was based partly on its experience with the equipment overseas, says Gary Frank, vice president of automated systems for York, Pa.-based Westfalia USA, which installed the AS/RS as well as a warehouse management system at the Johnstown facility. Automated equipment offers a number of advantages for a dairy company like Fage, including lower labor costs and sanitary operation.
The main benefit, however, is swift throughput. Given the short shelf life of the company's products (which is about 35 days for some items), Fage's need to whisk them through its supply chain cannot be understated.
"It's critical to get our product to the consumer as quickly as possible," says Papageorgiou. "This is not about reducing labor, but [about] having control over our inventory and being more efficient in getting our product to the final customer."
The ins and outs
When it came to designing the automated system, Fage had very specific requirements, according to Westfalia.What the dairy company wanted was a system that could handle the movement of buffer product from manufacturing, full pallet movement, case picking, and the movement of buffered pre-picked material back into the AS/RS for future retrieval/truck loading.
The design Westfalia came up with includes a high-density automated storage and retrieval machine, a complete pallet conveying system, and gravity flow pick lanes, as well as bar-code scanners, stretch wrappers, and label printing and placement equipment. The system also makes use of Westfalia's patented Satellite transport technology, a fully automated rack entry vehicle designed to move pallets of all shapes and sizes. The Satellite vehicle is used to store pallet loads five deep on one side of the aisle and 11 deep on the other side.
The four-level-high racks hold 1,638 pallet positions and include 23 gravity flow pick lanes on the first level. Twenty-two of the 23 lanes handle fast movers, while the last lane is designated as a replenishment lane. All pallets are supported on a three-rail system, which is designed to eliminate pallet damage.
Overseeing all the activity is Westfalia's modular warehouse management system (Savanna.NET), which controls both the case picking operations and the movement, storage, and order picking of pallets.When signaled, the system directs the AS/RS to move pallets into the rack or retrieve them from storage locations.
Pallets entering the AS/RS from manufacturing and the receiving docks travel on an accumulation conveyor system that includes a profile checking station and a load squaring station. The accumulation conveyors smooth out any throughput surges and ensure a streamlined flow of material between different processes.
"Everything is fully automated," says Papageorgiou. "There is no hand touch at all. Well, somebody does have to drive the forklift to bring the pallets inside the truck."
Natural high
For Fage USA, the new automated system is already producing results, including a reduction in labor costs and a 30- to 40-percent increase in storage density. And as expected, the system has resulted in higher throughput, which helps the company move its product swiftly out to customers.
On top of that, the automated high-rise system has delivered both financial and environmental benefits. Compared to conventional warehouses, multiple-deep designs have lower construction and operating costs, says Papageorgiou. In addition, a high-rise warehouse design requires a smaller building footprint than a more traditional design does, which reduces the facility's environmental impact as well as its energy costs.Westfalia reports that in the case of temperature- controlled warehouses, automated sites use 30 percent less energy than their non-automated counterparts—savings that are sustainable for the life of the facility.
At Fage USA, automation is one strategy that will never be put out to pasture.
As holiday shoppers blitz through the final weeks of the winter peak shopping season, a survey from the postal and shipping solutions provider Stamps.com shows that 40% of U.S. consumers are unaware of holiday shipping deadlines, leaving them at risk of running into last-minute scrambles, higher shipping costs, and packages arriving late.
The survey also found a generational difference in holiday shipping deadline awareness, with 53% of Baby Boomers unaware of these cut-off dates, compared to just 32% of Millennials. Millennials are also more likely to prioritize guaranteed delivery, with 68% citing it as a key factor when choosing a shipping option this holiday season.
Of those surveyed, 66% have experienced holiday shipping delays, with Gen Z reporting the highest rate of delays at 73%, compared to 49% of Baby Boomers. That statistical spread highlights a conclusion that younger generations are less tolerant of delays and prioritize fast and efficient shipping, researchers said. The data came from a study of 1,000 U.S. consumers conducted in October 2024 to understand their shopping habits and preferences.
As they cope with that tight shipping window, a huge 83% of surveyed consumers are willing to pay extra for faster shipping to avoid the prospect of a late-arriving gift. This trend is especially strong among Gen Z, with 56% willing to pay up, compared to just 27% of Baby Boomers.
“As the holiday season approaches, it’s crucial for consumers to be prepared and aware of shipping deadlines to ensure their gifts arrive on time,” Nick Spitzman, General Manager of Stamps.com, said in a release. ”Our survey highlights the significant portion of consumers who are unaware of these deadlines, particularly older generations. It’s essential for retailers and shipping carriers to provide clear and timely information about shipping deadlines to help consumers avoid last-minute stress and disappointment.”
For best results, Stamps.com advises consumers to begin holiday shopping early and familiarize themselves with shipping deadlines across carriers. That is especially true with Thanksgiving falling later this year, meaning the holiday season is shorter and planning ahead is even more essential.
According to Stamps.com, key shipping deadlines include:
December 13, 2024: Last day for FedEx Ground Economy
December 18, 2024: Last day for USPS Ground Advantage and First-Class Mail
December 19, 2024: Last day for UPS 3 Day Select and USPS Priority Mail
December 20, 2024: Last day for UPS 2nd Day Air
December 21, 2024: Last day for USPS Priority Mail Express
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
The “series A” round was led by Andreessen Horowitz (a16z), with participation from Y Combinator and strategic industry investors, including RyderVentures. It follows an earlier, previously undisclosed, pre-seed round raised 1.5 years ago, that was backed by Array Ventures and other angel investors.
“Our mission is to redefine the economics of the freight industry by harnessing the power of agentic AI,ˮ Pablo Palafox, HappyRobotʼs co-founder and CEO, said in a release. “This funding will enable us to accelerate product development, expand and support our customer base, and ultimately transform how logistics businesses operate.ˮ
According to the firm, its conversational AI platform uses agentic AI—a term for systems that can autonomously make decisions and take actions to achieve specific goals—to simplify logistics operations. HappyRobot says its tech can automate tasks like inbound and outbound calls, carrier negotiations, and data capture, thus enabling brokers to enhance efficiency and capacity, improve margins, and free up human agents to focus on higher-value activities.
“Today, the logistics industry underpinning our global economy is stretched,” Anish Acharya, general partner at a16z, said. “As a key part of the ecosystem, even small to midsize freight brokers can make and receive hundreds, if not thousands, of calls per day – and hiring for this job is increasingly difficult. By providing customers with autonomous decision making, HappyRobotʼs agentic AI platform helps these brokers operate more reliably and efficiently.ˮ
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.