When wholesaler Central Grocers broke ground on a new DC, it opted for a number of environmentally (and economically) attractive options. Among them: hydrogen fuel cellpowered lift trucks.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
When Central Grocers and Certified Grocers Midwest merged last year, one of the consequences was the need for a new distribution center to serve the combined networks.
The merged company, a memberowned wholesaler that continues to operate under the Central Grocers name, is now serving more than 400 independently owned grocery stores in Chicagoland and northwest Indiana—a big increase from what Central Grocers had served before. The merger also shifted the geography somewhat, adding to the need to open a new DC.
To serve its expanded customer base, the company opted to build an allnew DC, a 960,000-square-foot facility in Joliet, Ill. That facility opened last month.
Building from scratch gave the company the opportunity to look at the technologies it would employ in the building with fresh eyes. As a result, it made several choices that not only are economically advantageous, but environmentally friendly as well.
Take, for example, the lift trucks the new facility is using.
The Central Grocers DC will be one of the few in the nation whose entire lift truck fleet will operate with hydrogen fuel cells.
Two-stage conversion
The decision to go with fuel cells may seem unusual for a grocery distributor. Grocers, whose margins tend to be razor thin, are noted for the sharp pencils they bring to their purchasing. "The grocery industry runs on pennies," says Kal Anglewicz, president of Yale Equipment & Services, the Rosemont, Ill., dealer that's providing the lift trucks. "They cannot just do a green initiative unless it is cost justified."
But Central Grocers' analysis, along with tough negotiations, led to a deal that will pay off in longterm savings in operating costs, according to John Coari, vice president of operations for Central Grocers. Coari took time to discuss the new facility and the lift truck decision with DC VELOCITY while traveling between facilities in the scramble prior to the new building's opening.
During the analysis of what lift trucks the company would employ in the new facility and how they would be powered, Central Grocers managers looked at several alternative fuel options, Coari said. Eventually, they settled on hydrogen fuel cells and negotiated a deal with Plug Power, a developer of alternative energy products. Plug Power is supplying the facility with 220 of its GenDrive fuel cell units for use in the lift truck fleet.
The GenDrive units make use of compressed hydrogen gas converted from liquid hydrogen. The liquid hydrogen storage system and fueling stations were supplied by Air Products, a company that provides atmospheric and specialty gases to a variety of industries.
The trucks themselves are being converted to hydrogen fuel cells in two stages. The first phase included 140 Yale center-control pallet trucks. Those trucks went into operation with the GenDrive fuel cell units when the new DC opened in April. The fleet also includes 41 reach trucks, 30 standup counterbalanced trucks at the shipping and receiving docks, and five sit-down three-wheel trucks for the freezer and cooler operations. Those are battery-operated trucks that will be converted to fuel cells early next year. In the meantime, the batteries are being managed with Sackett Systems' HydraHandler battery handling system, which will be removed when the conversion is completed.
Central Grocers has outsourced fleet maintenance to Yale Equipment & Services, which has been a vendor to the grocer for more than 40 years. That includes maintaining the fuel cell units under a full maintenance contract.
No more lines
Despite the higher startup costs, Coari is confident that using fuel cells will yield longterm savings for Central Grocers. "Plug Power made it very attractive to go with them," he said. "The initial cost is higher, but we will make up the difference in labor savings."
In particular, labor productivity will improve, he explained, by eliminating the time workers take to exchange batteries in a traditional battery room operation. Typically, he said, a battery exchange takes between five and 15 minutes, and it's not unusual to have several operators waiting in line to switch out batteries. Refueling at hydrogen stations will take no more than five minutes, and sometimes as little as two minutes. The new DC currently has three hydrogen fueling stations located at strategic locations throughout the facility. Two more will be added when the other trucks are converted early next year.
In addition, Coari said, trucks operating on hydrogen fuel cells are more like internal combustion vehicles than battery trucks in that they operate at close to full power throughout the shift. With batteryoperated trucks (particularly those powered by directcurrent batteries), voltage drops as the day wears on, making the vehicles sluggish.
Finally, eliminating the need for a battery room has meant a more productive use of DC floor space.
Delayed gratification
All told, Central Grocers expects the savings to add up to $1.5 million over 10 years, most of that in the last five years.
Despite those impressive savings, the technology is not for everyone. For one thing, the initial acquisition cost is substantially higher for fuel cells than for batteryoperated trucks, Anglewicz says, which means the technology probably won't benefit smallscale operations. "From our perspective, you probably need a minimum of 50 to 75 trucks and a twoshift operation," he says. But for large fleets in operations that are willing to wait for a payback, fuel cells offer benefits in fast fueling times, operating efficiency, and perhaps reduced maintenance costs.
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.