With their sprawling, energy-sucking DCs and carbon-spewing trucks, logistics/distribution operations may seem the very antithesis of green. But our exclusive reader survey tells a different story.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
They may not be setting up wind farms or investing millions in hydrogen fuel cells, but make no mistake: DCV's readers are going green. In a recent survey, nearly three-quarters of the respondents reported that their companies had embarked on programs to make their transportation or distribution operations more eco-friendly. These ventures covered the gamut from water conservation efforts to initiatives aimed at reducing landfill waste to policies promoting the use of environmentally conscious truckers.
Those were some of the findings of our recent survey on sustainability initiatives. In total, 190 readers completed the online questionnaire. The respondents came from a cross section of industries, with the largest share working in wholesale distribution (19 percent), transportation and logistics (14 percent), or retail (10 percent). Seventy-three percent of the respondents told us their companies had undertaken some sort of environmental initiative, and nearly half—48 percent—said their companies had a formal sustainability plan in place.
As for where they're concentrating their efforts, the majority of the survey respondents said they had targeted their distribution center operations. Of those companies that have green programs under way, 64 percent said they had put warehouse-based sustainability programs in place. Other common areas of focus were packaging operations (37 percent), transportation operations (34 percent), and the overall supply chain network (26 percent). Last on the list were manufacturing operations (24 percent) and reverse logistics (14 percent). (Survey takers were allowed to select multiple responses.)
Tried and true
When it comes to specific green initiatives, the survey respondents appeared to favor time-tested strategies over experimental or venturesome pursuits. For example, when asked what steps they had taken to green up their DC operations, 55 percent of the respondents whose companies were pursuing green initiatives said they were working to reduce the volume of waste sent to landfills. Next on the list was the use of recyclable material and packaging (52 percent), followed by retrofitting the building for energy efficiency (47 percent). (For a look at what two companies are doing to make their DC operations more sustainable, see the accompanying sidebars.) Forty percent said they were working to reduce the amount of packaging material used, and an equal number reported that they were using recyclable containers or pallets. By contrast, only 13 percent said they were experimenting with using fuel cells to power their lift trucks. (For a complete list, see the accompanying chart.)
It was pretty much the same story with sustainability initiatives in the respondents' transportation operations. Here again, it was evident that the companies that have launched green initiatives have favored tried-and-true approaches over the experimental.When it came to transportation- related green programs, the top three choices (each of which was cited by 12 percent of the respondents) were using aerodynamic trucks, purchasing hybrid or electric trucks, and hiring only motor carriers that have joined the Environmental Protection Agency's SmartWay Transport program. (Truckers participating in the SmartWay program commit to reducing their fuel consumption and greenhouse gas emissions.) Programs involving relatively unproven technologies, like the use of biofuels (9 percent) and alternatives to diesel for powering refrigerated trailers (3 percent), appeared at the bottom of the list.
As for programs aimed at making the overall supply chain more eco-friendly, the survey respondents were more apt to be exploring ways to modify their existing systems or facilities than engaging in drastic network overhauls. When questioned about their efforts to green up their supply chains, 22 percent of the survey respondents whose companies had green initiatives under way said they were retrofitting DCs to make them more energy efficient. That was followed by redesigning the network (17 percent) and near-sourcing (11 percent). At the bottom of the list were relocating warehouses and plants (7 percent), opening new warehouses (6 percent), and opening new plants (1 percent).
Good citizens
What's motivating companies to undertake these initiatives? Of those respondents whose employers had green programs in place, the majority—43 percent—said it was because their company wanted to be a good corporate citizen. Another third—35 percent—said the motivation was to save money, while 9 percent indicated that they wanted to save the planet. A mere 4 percent said they had embarked on green initiatives in order to comply with existing or upcoming government regulations.
But as a practical matter, it's likely that many of the respondent companies actually had multiple motives for going green. One of the respondents may well have been speaking for many when he or she wrote that his/her company had undertaken a sustainability project "to achieve both business and environmental goals."
the right lights
For a shining example of how DCs can cut their energy bills, you need look no farther than Fellowes Inc. Last year, the office products maker replaced the lighting fixtures at two distribution centers with energy-efficient fluorescent lights—a project that paid for itself in a matter of months. "There's a strong ROI in replacing light fixtures," says Michael Kozak, an industrial engineer at Fellowes. "Our DCs run 24 hours a day, five days a week, so we've reduced our energy consumption by a significant amount."
Perhaps best known for its Bankers Box storage boxes, the Itasca, Ill.-based Fellowes makes and distributes office products like storage systems, computer accessories, and paper shredders. Much of its merchandise is manufactured overseas in countries like China and shipped to its three U.S. distribution centers—located in Itasca, Hanover Park, Ill., and Las Vegas—for distribution to customers throughout the United States.
At the suggestion of one of its suppliers, Fellowes began considering swapping out its old fixtures for fluorescent lighting a year ago. This past summer, the effort came to fruition when the company replaced the 400-watt metal halide fixtures in its Las Vegas and Hanover Park DCs with six T8 fluorescent lamps.
Kozak says that the T8 lamps put out more light per unit of energy than the metal halide fixtures did. In addition, the fluorescent lights increase the light levels inside the DCs while giving off significantly less heat than their incandescent or metal halide counterparts. "In the summer when it gets hot," says Kozak, "we don't have this contributing to the heat in the facility, which is important in a place like Las Vegas."
The conversion to fluorescents brought about an immediate reduction in the facilities' energy bills, but the savings didn't end there. Kozak reports that the company has also received rebates from its power companies in Illinois and Nevada based on reductions in its energy usage. "It helps the power company because it does not have to build another power plant," he explains. "For us, it was a significant amount of money." He adds that Fellowes has also benefited from provisions of the federal tax code that allow businesses to depreciate the cost of energy-saving improvements in one year rather than over a multi-year period.
For Fellowes, the result has been a speedy return on its investment, says Kozak. "The total project had a ninemonth payback, including the savings from energy consumption and rebates from energy providers plus some tax benefits from the federal government."
In fact, Kozak reports that the company is so pleased with the results that it plans to retrofit its main DC in Itasca with fluorescent lights this year. He adds that the company is hoping the project will provide not just cost savings but also a boost in morale. "Employees [in the retrofitted DCs] say it's a much more pleasant place to work," Kozak explains.
turning trash into cash
Making a distribution operation more eco-friendly doesn't necessarily require investing millions of dollars in solar panels or new material handling equipment. For specialty food maker Stonewall Kitchen, it was a simple matter of changing the way it disposed of discarded packing material from inbound shipments. Rather than sending it to a landfill, the company launched a program to separate out materials suitable for recycling and then selling them. That single step netted the company $50,000 in 2008.
Based in York, Maine, Stonewall Kitchen makes specialty and gourmet foods, including jams, jellies, and baking mixes. The privately held company, which recorded sales of more than $50 million last year, manufactures its products at a plant in York. After manufacture, it stores the products at the plant for about 48 hours to conduct quality testing before moving them to a 120,000-square-foot distribution center in Rochester, N.H., about 20 miles west of York.
Although the company had done some recycling in the past, it didn't launch a fullblown initiative until 2007. Supervisor Charlie Baker, who spearheaded the effort, says that a waste audit by the company's regional trash hauler prompted him to get serious about recycling. "It felt like we were doing the wrong thing throwing it in the Dumpster," says Baker.
The company started its recycling program in 2007 with cardboard, and then added aluminum and plastic in 2008. In 2007, the gourmet food maker recycled 165 of its 295 tons of waste—or 56 percent.
For Stonewall, the program has proved profitable on several fronts. To begin with, it is able to sell the discarded materials to its regional trash hauler, which also picks up the recyclables and hauls them away. Until this past October, when the market for recycled commodities tanked, the company was earning $125 a ton for recycled cardboard, says Baker. In the last quarter of 2008, the price for a ton of cardboard plunged to $15. Still, the recycling program netted the company $7,000 in 2007 and $30,000 in 2008.
Not only does Stonewall Kitchen receive cash for its recyclable material, but it also avoids waste hauling charges and the $90-a-ton tipping fees it would otherwise pay to dump the material in a landfill. In 2008, the company would have incurred about $14,000 in tipping fees along with another $5,600 for hauling that trash away. Taken together, the payments and savings netted the company $50,000 this past year.
Baker notes that while the environmental stewardship aspects of the program appeal to the company's managers, it's the cost savings that have really grabbed their attention. When he presented the recycling program's results to top management in October, the company decided to form a special "green team" of employees to find other environmental initiatives. "We're looking at changing lighting systems and other ways to save money," says Baker.
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.