David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
A hit with Philadelphians almost from their introduction in 1914, Tastykake brand snack cakes and pies have proved they're no flash in the pan. Nearly 100 years later, they still occupy a place alongside cheese steaks and soft pretzels in the pantheon of local favorites.
But Tastykake products are no longer just a regional delicacy. Their manufacturer, Tasty Baking Co., has been distributing its wares to supermarkets, convenience stores, and other outlets up and down the East Coast for decades. And as a result of deals with major retailers like Wal-Mart, they're now available in stores nationwide.
That kind of growth is great for the bottom line, but it can create headaches for the operations side of a business. Tasty Baking is no exception. A few years ago, the company was forced to confront an unwelcome reality: It had outgrown both the six-floor bakery it has occupied in North Philadelphia since 1922 and the small distribution facility it opened across the street in the 1980s.
That put the company in a quandary. Tasty Baking was determined to remain in Philadelphia—the company had grown deep roots in the community and wanted to retain as much of its workforce as possible. But its choices were limited. Expanding the current facility—an aging building with multiple floors—wasn't practical, says Autumn Bayles, senior vice president of strategic operations. Yet finding a new site wouldn't be easy either. In Philadelphia, as in many older cities, suitable land for building is in short supply.
After looking at various alternatives, Tasty Baking came up with a solution. It would build on reclaimed land at the site of the former Philadelphia Navy Yard—a deal that was sweetened by city and state incentives. In April, Tasty Baking moved into a new 35,000-square-foot headquarters it built on the site. And construction is currently under way on a combination production-distribution facility where the base's military prison once stood.
What's remarkable about the facilities isn't their location on a brownfield site, however. It's their eco-friendly profile. The two buildings are showpieces of green construction, built with methods and materials chosen specifically for their minimal impact on the environmental.
From brown to green
Though it's now being touted as a model of environmental responsibility, the company didn't go into the project with any specific plans to go green. The idea actually came from the Navy Yard site developer, Liberty Property Trust, from which Tasty Baking will lease its buildings. Tasty Baking quickly came on board, however, once it saw that being environmentally friendly was also smart business.
"It's the right thing to do," says Bayles. "If you're going to build new, then you may as well [go with] sustainable initiatives that help the environment. Our customers also encouraged it."
The first challenge was to find an environmentally responsible means of reclaiming the Navy Yard site. "This was a brownfield site, which meant we had to deal with a previously developed property with abandoned buildings," says Steve Kopp, an associate and project manager for Cubellis, the architecture firm that designed Tasty Baking's facilities. Although the old buildings were eventually torn down, the developers recycled the materials from the structures rather than send them to a landfill.
When it came to the construction of the new buildings, the architects chose materials with an eye toward eco-friendliness. For example, wherever possible, designers have used locally sourced materials, which require less fuel to transport. They're also choosing low-VOC paints and carpets in order to reduce emissions of volatile organic compounds.
Reducing energy usage in the new facility is also a priority. A white roof will reflect heat and minimize energy requirements. The company is installing energy-efficient fixtures like fluorescent lamps and switches that turn off lights when they're not in use. Tasty Baking has also made a commitment to PECO, its electric supplier, to purchase at least 70 percent of its energy from renewable sources, like wind power.
Inside, low-flow water-saving fixtures will be installed in restrooms. Outside, rainwater will be reclaimed to irrigate landscaping. The landscaping will feature drought-resistant native plants to reduce the need for watering. The site plans also include special parking places for hybrid vehicles, although employees will be encouraged to take public transportation to work when possible.
Under one roof
Tasty Baking's green initiative won't end with the construction, however. The operations that will take place inside the new production-distribution facility are also being engineered for sustainability. For example, the bakery's main ovens will use a thermal oil system that heats and circulates oil for energy-efficient baking. Leftover batter will be given to local farmers as animal feed.
The distribution operations, which will occupy about 100,000 square feet of the 345,000-square-foot facility, will also be a model of eco-friendliness. Unlike the old DC, where product was stored on the floor, the new facility will feature four levels of racking. Using the vertical space will allow the company to reduce the building's overall footprint, minimizing heating, cooling, and lighting requirements.
There will be other eco-enhancements as well. Consolidating bakery operations on a single floor, instead of six levels, will cut down on the need for handling equipment. Co-locating distribution and production in the same building will eliminate the need for vehicles to shuttle finished goods across the street to a separate warehouse. In addition, the internal combustion-powered lift trucks currently in use will be replaced with battery-powered forklifts.
Inside the facility, recycled material will be used for both product packaging and distribution cartons. And Tasty Baking plans to make use of pallet pooling systems like CHEP's to reduce the use of one-way pallets wherever possible.
Perhaps the most significant environmental improvement of all will be a big reduction in the use of paper. Tasty Baking hired OPSdesign Consulting, a firm that specializes in warehouse operations design, to engineer a paperless order processing system. The centerpiece of the new system will be voice-directed order picking technology that will replace the old pick tickets. The facility will use voice technology from Lucas Systems to direct full pallet and case picking. Workers will be equipped with Motorola mobile computers that interface with the company's SAP software systems.
To ease the transition, Tasty Baking installed the voice system in the old DC last January. "The intent was to pilot the system in the current building before moving to the new," explains Bayles. "'Certain things came to light that [we will be able to address] before moving to the new building."
The new bakery is due to open by the end of the year, while operations in the distribution portion of the building are expected to begin by the second quarter of 2010. Once the site is fully operational, about 100,000 cases will ship from the facility each week—a number that's expected to hit 120,000 during peak periods.
Piece of cake
Once the construction is complete, Tasty Baking will be applying for a LEED (Leadership in Energy and Environmental Design) certification from the U.S. Green Building Council. The company hopes to obtain a Platinum designation for the office building and a Silver certification for the production-distribution facility.
That's pretty heady stuff for a company that didn't set out to build green. But as Tasty Baking discovered, the combined social and business benefits made going green an easy choice.
Or as Autumn Bayles puts it: "We found we could have our cake and eat it, too."
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.