An inside look at Jackson Family Wines' new eco-friendly DC
It's already acclaimed for its sustainable farming and water conservation practices. But Jackson Family Wines took its eco-initiatives to a whole new level last year when it built a sprawling, earth-friendly DC.
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.
For 25 years, Jackson Family Wines, the California vintner that produces the Kendall-Jackson line along with some 40 other brands, has dealt in red and white wines. But these days, its wines are increasingly green as well. The winemaker, which established a formal sustainability program in 2008, has launched a number of eco-initiatives in the past two years even in the face of a struggling economy. "In a very challenging economic environment, we have done a pretty good job of [maintaining our] commitment to sustainable practices," says Robert Boller, the company's vice president of sustainability.
Although many of the programs involve stewardship of the land—water conservation, soil erosion controls, eliminating certain herbicides/insecticides—they're not limited to sustainable farming. The Santa Rosa-based vintner, which ships about 5 million cases a year to distributors throughout the country and around the world, has also taken steps to reduce the carbon footprint of its distribution operations.
So it followed naturally that when the company decided to build a new DC, it made sustainability a priority. Jackson Family Wines, along with its developer and general contractor, went into the project with the intention of building a DC that would qualify for a LEED (Leadership in Energy and Environmental Design) certification. The LEED program, which is administered by the U.S. Green Building Council (USGBC), requires a facility to meet specific standards in five key areas: sustainable site development, water efficiency, energy and atmosphere, materials and resources, and indoor environmental quality.
"From the beginning, being very conscious of our impact on the environment was critical," says Kathryn Zepaltas, director of logistics for Jackson Family Wines.
The Jackson Family Wines Distribution Center in American Canyon, Calif. as it nears completion.
A rail spur at the new DC brings rail service to the door, part of the overall effort to reduce transportation costs and the company's carbon footprint.
A need to consolidate
The decision to build a new DC grew out of the company's desire to consolidate what had become a tangled network of distribution operations. "At one point, in addition to the main DC [a 150,000-square-foot facility at the company's Santa Rosa winery], we had 11 other places where wine was stored," recalls Zepaltas. "What was happening was that 75 percent of our production was moving to another site before moving back to the main DC. That meant lots of extra handling and transportation."
That extra handling was not only inefficient, it also affected the integrity of the packaging, Zepaltas reports. In addition, the scattered operations made it difficult to manage inventory and ensure outbound goods were on hand when needed. Management agreed that distribution had to be consolidated into a single large DC.
The original plan was to find an existing building close to the company's Santa Rosa production facility. But when it couldn't find a suitable property, the winemaker decided to build instead. After canvassing the area, the company's site search team settled on a vacant site in American Canyon, Calif.
The 30-acre site offered a number of advantages from a sustainability perspective. To begin with, it was close enough to the Santa Rosa plant to ensure the company could continue its fleet backhaul program. After delivering wine to the DC from the Santa Rosa plant, the company's dry vans would be able to pick up bottles from a supplier just a few miles away for the return trip—an arrangement that would hold down transportation costs as well as carbon emissions.
The site also offered access to rail. "That was very important," says Zepaltas. Using rail instead of trucks for long-haul shipping will also cut down on freight costs and emissions.
Although it remained closely involved throughout the process, Jackson Family Wines did not build the $27.8 million facility itself. Instead, it arranged to have real estate development company Scannell Properties buy the property, contract for the building's construction, and then lease it back to the winemaker. For the general contractor, Scannell and Jackson Family Wines chose Sierra View General Contractors, which has experience with LEED projects. Construction was overseen by Paul Zenak, a LEED Accredited Professional who has deep knowledge of the certification requirements.
Zenak says the final design for the warehouse emerged over the course of nine months, which included regular reviews by Jackson Family Wines. Construction took an additional 11 months. The construction project benefited to some extent from the poor economy, Zenak says. Because of the slowdown, Sierra View was able to subcontract with some of the best construction firms in the state. "We had hungry contractors in a poor economy. We had top-notch tradesmen available," Zenak says. "I dare say that if we had not had this economy, construction would have taken 14 months instead of 11."
Conserving energy and water
The new 650,000-square-foot building—that's 15 acres under one roof—incorporates a number of energy-saving features. They include a highly reflective white membrane roof to reduce heat absorption, motion detectors to keep lights off in unoccupied areas, and the latest T8 efficient fluorescent lighting. In addition, the building's roof is designed to accept a solar array, although Jackson Family Wines decided to forgo installing the costly system for the time being.
Those energy-saving features have already earned the company a $200,000 rebate from the local utility company, Pacific Gas and Electric, which offers incentives for energy-efficient building design. (Zenak says that of the $200,000 incentive, $160,000 came as a result of the energy-efficient lighting.) Overall, Sierra View says, the building will use 61 percent less energy than a LEED-defined baseline model. "We met every energy-savings goal and then some," adds Zepaltas.
The building has a number of other eco-friendly attributes as well. It will use 40 percent less water than the baseline model and includes 50 percent more open space. The water treatment system makes use of ultraviolet light and electrical impulses, instead of chemicals, to eliminate bacterial and fungal growth.
In a bid to minimize transportation-related carbon emissions, Sierra View used local vendors for construction materials as much as possible. It also limited the use of volatile organic compounds in the DC's construction and paid extra attention to ventilation systems in order to maintain good indoor air quality.
In keeping with LEED requirements, the builder had to make a special effort to reduce construction waste. Zenak reports that the company was required to separate waste into distinct waste streams—metals, wood, cardboard, paper, concrete, etc. Ultimately, he says, 83 percent of the project's waste stream was recycled.
The project was not without its challenges. For one thing, the site presented some difficulties. Construction required filling a 0.8-acre wetland, Zenak says, which had to be restored elsewhere on the site. The builders were able to exceed that requirement.
For another, the client's stringent climate control requirements meant the builder had to work within strict tolerances. To maintain the quality of the wine stored on site, temperatures must stay within a couple of degrees of 56–57 degrees Fahrenheit, according to Zepaltas. "We produce some super quality wine, and want to make sure care of that wine was five-star all the way," she says. "When someone is buying a $200 Bordeaux, we want to ensure that it has been cared for tenderly."
Green payoff
Last month, the company began shipping wine from the new facility, which it co-occupies with Biagi Bros., a Napa, Calif.-based trucking and warehousing company. (Biagi Bros., which specializes in beverage logistics, handles Jackson Family Wines' operations in the DC.) Zepaltas says the new DC will initially store about 2 million cases, which will grow to 3 million over time.
As for its plans to obtain a LEED certification, Jackson Family Wines expects the new building will earn at least a silver, and perhaps a gold, certification when USGBC completes the evaluation process. (Certification can take as much as six months from the time an application is submitted.)
Looking back on the project, Zenak acknowledges that eco-friendly construction can be a bit more expensive than traditional methods, but he says it should have a big payoff down the road. "On average, it can increase up-front costs by 2 to 4 percent," he says, "but efficiencies can save operating expenses in the long run."
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.