One company wanted to track the precise location of every item in its DC. Another wanted a way to monitor assets scattered throughout the continent. The answer for both: a sophisticated visibility system.
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.
Whoever said information is everything could have been talking about the business of logistics and distribution management. Just ask any company that has invested in tracking and tracing technology. These systems, which typically combine data capture technology with sophisticated software, take the guesswork out of determining the whereabouts of items—whether they're inside a DC or somewhere in a far-flung global distribution network. Almost without exception, companies that use this technology say it has allowed them to take service and performance to the next level.
What follows is a look at two companies that have implemented visibility systems and the advantages they've gained. The first, Cooper-Booth Wholesale Co., is using an integrated system to track items within the four walls of its DC. The second, Perfect Pallets, is using track and trace technology to keep tabs on assets scattered throughout the United States and Canada.
A wholesale boost to visibility
For Cooper-Booth, a regional supplier to convenience stores, tobacco outlets, drug stores, and grocers, the move to a sophisticated track/trace system began with its 2009 decision to replace its RF scanning system with voice technology. The wholesaler's original objective in shifting to voice was to kick up picking productivity and accuracy at its 100,000-square-foot DC in Mountville, Pa. Over time, however, the company expanded the system to applications like receiving and putaway, and eventually, inventory tracking. As a result, it now has an end-to-end visibility system that provides info on orders and inventory status, as well as data needed for tasks ranging from labor monitoring to regulatory compliance.
The system, which incorporates scanning technology, a TopVOX voice recognition system, and the company's warehouse management system (WMS), keeps close tabs on inventory from the moment it arrives at the facility. As workers deposit incoming merchandise into picking slots, they scan the locations with Motorola handhelds to marry the slot with the product. When customer orders come in, the WMS allocates products to specific orders and relays picking instructions to workers via the voice system. As workers complete the picks, they read check digits back to the WMS system to verify that items were picked from the correct slots and to confirm the pick.
Data collected during the picking process is automatically transmitted to the WMS, ensuring that its information is updated in real time. Along with the order and inventory status updates, data collected during picking provides visibility into worker performance, which helps the company to better manage its labor.
"We know our productivity, and we know where our errors are coming from," explains Trevor Martin, vice president of operations. He reports that compared with the old RF system, the voice system has not only improved accuracy but also boosted productivity anywhere from 10 to 20 percent, depending on the pick area.
The company has seen other benefits as well. For example, the system provides data needed to track product lots—a capability required by many states in the event of a food or drug recall. It also collects information needed to meet tax record-keeping requirements for tobacco products.
"For tracking purposes, we match the TopVOX data that comes back from picking to the lot that was scanned as it was placed into the pick slot," says Martin.
On top of that, the system enables Cooper-Booth to provide customers with visibility into their orders. Clients no longer have to call or e-mail the company to find out whether an order has been completed or what items an individual order contains. These days, obtaining that information is as simple as logging onto a website.
Perfect tracking
Cooper-Booth's use of a tracking system to monitor goods within a DC is just one example of how visibility systems are deployed. Other companies use the technology to track the movement of goods out in the wider world. Perfect Pallets is one example.
Based in Indianapolis, Perfect Pallets serves as a pallet pooler to the printing industry, supplying reusable plastic pallets to bulk printers for delivering advertising inserts to some 1,200 newspapers in the United States and Canada. At the same time, it operates a fleet of 30 trucks under the Perfect Transportation banner.
The trucking division, which has terminals in Indianapolis; Dickson, Tenn.; and Chandler, Ariz., operates as a for-hire carrier across the United States. But its primary job is to transport the pallets in the company's pool between bulk printing houses and their customers, pick up empty pallets, and handle backhaul loads.
The need to keep tabs on pallets scattered throughout the continent led the company to install a visibility system. "We are not just a standard trucking firm, but have our own assets that we want to keep track of as well," explains Amy Lathrop, director of operations. "We want to have technology to have visibility at all times into our operations."
At the heart of the tracking system is the TMWSuite of enterprise transportation software, which Perfect Pallets adopted several years ago to run its trucking business. The software, which was supplied by TMW Systems, is used in tandem with PeopleNet Fleet Manager to provide in-cab communications and vehicle tracking so Perfect Transportation can continuously monitor the location and status of trucks and their loads.
The system is designed for ease of communication. Using touch screens in their cabs, drivers can obtain the dispatch and delivery data they need—whether it's a new assignment, customer information, load data, sequenced directions, the number of units to deliver, or required documentation. The system, in turn, automatically transmits truck status updates to dispatch every 10 minutes or when an event triggers an update. Status updates include the driver's start time and location, time of arrival at the pickup location, actual quantity of goods loaded, time of departure from the pickup site, and time of arrival at the delivery site.
Clients can track the status of their loads via TMW Systems' online pOréal, eStat. In addition to providing details on shipments in transit, the system allows them to call up information on previous deliveries and view signed proof-of-delivery documents that have been scanned or electronically captured.
"This replaces the old system, where customers had to call for that information. Now, they can just pull it up on the Web," says Walthrop. "From a customer perspective, it shows we provide them with cutting-edge technology, while it adds value to our daily processes. The biggest compliments we hear are from our customers who depend on this system every day."
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
The overall national industrial real estate vacancy rate edged higher in the fourth quarter, although it still remains well below pre-pandemic levels, according to an analysis by Cushman & Wakefield.
Vacancy rates shrunk during the pandemic to historically low levels as e-commerce sales—and demand for warehouse space—boomed in response to massive numbers of people working and living from home. That frantic pace is now cooling off but real estate demand remains elevated from a long-term perspective.
“We've witnessed an uptick among firms looking to lease larger buildings to support their omnichannel fulfillment strategies and maintain inventory for their e-commerce, wholesale, and retail stock. This trend is not just about space, but about efficiency and customer satisfaction,” Jason Tolliver, President, Logistics & Industrial Services, said in a release. “Meanwhile, we're also seeing a flurry of activity to support forward-deployed stock models, a strategy that keeps products closer to the market they serve and where customers order them, promising quicker deliveries and happier customers.“
The latest figures show that industrial vacancy is likely nearing its peak for this cooling cycle in the coming quarters, Cushman & Wakefield analysts said.
Compared to the third quarter, the vacancy rate climbed 20 basis points to 6.7%, but that level was still 30 basis points below the 10-year, pre-pandemic average. Likewise, overall net absorption in the fourth quarter—a term for the amount of newly developed property leased by clients—measured 36.8 million square feet, up from the 33.3 million square feet recorded in the third quarter, but down 20% on a year-over-year basis.
In step with those statistics, real estate developers slowed their plans to erect more buildings. New construction deliveries continued to decelerate for the second straight quarter. Just 85.3 million square feet of new industrial product was completed in the fourth quarter, down 8% quarter-over-quarter and 48% versus one year ago.
Likewise, only four geographic markets saw more than 20 million square feet of completions year-to-date, compared to 10 markets in 2023. Meanwhile, as construction starts remained tempered overall, the under-development pipeline has continued to thin out, dropping by 36% annually to its lowest level (290.5 million square feet) since the third quarter of 2018.
Despite the dip in demand last quarter, the market for industrial space remains relatively healthy, Cushman & Wakefield said.
“After a year of hesitancy, logistics is entering a new, sustained growth phase,” Tolliver said. “Corporate capital is being deployed to optimize supply chains, diversify networks, and minimize potential risks. What's particularly encouraging is the proactive approach of retailers, wholesalers, and 3PLs, who are not just reacting to the market, but shaping it. 2025 will be a year characterized by this bias for action.”
The three companies say the deal will allow clients to both define ideal set-ups for new warehouses and to continuously enhance existing facilities with Mega, an Nvidia Omniverse blueprint for large-scale industrial digital twins. The strategy includes a digital twin powered by physical AI – AI models that embody principles and qualities of the physical world – to improve the performance of intelligent warehouses that operate with automated forklifts, smart cameras and automation and robotics solutions.
The partners’ approach will take advantage of digital twins to plan warehouses and train robots, they said. “Future warehouses will function like massive autonomous robots, orchestrating fleets of robots within them,” Jensen Huang, founder and CEO of Nvidia, said in a release. “By integrating Omniverse and Mega into their solutions, Kion and Accenture can dramatically accelerate the development of industrial AI and autonomy for the world’s distribution and logistics ecosystem.”
Kion said it will use Nvidia’s technology to provide digital twins of warehouses that allows facility operators to design the most efficient and safe warehouse configuration without interrupting operations for testing. That includes optimizing the number of robots, workers, and automation equipment. The digital twin provides a testing ground for all aspects of warehouse operations, including facility layouts, the behavior of robot fleets, and the optimal number of workers and intelligent vehicles, the company said.
In that approach, the digital twin doesn’t stop at simulating and testing configurations, but it also trains the warehouse robots to handle changing conditions such as demand, inventory fluctuation, and layout changes. Integrated with Kion’s warehouse management software (WMS), the digital twin assigns tasks like moving goods from buffer zones to storage locations to virtual robots. And powered by advanced AI, the virtual robots plan, execute, and refine these tasks in a continuous loop, simulating and ultimately optimizing real-world operations with infinite scenarios, Kion said.
Following the deal, Palm Harbor, Florida-based FreightCenter’s customers will gain access to BlueGrace’s unified transportation management system, BlueShip TMS, enabling freight management across various shipping modes. They can also use BlueGrace’s truckload and less-than-truckload (LTL) services and its EVOS load optimization tools, stemming from another acquisition BlueGrace did in 2024.
According to Tampa, Florida-based BlueGrace, the acquisition aligns with its mission to deliver simplified logistics solutions for all size businesses.
Terms of the deal were not disclosed, but the firms said that FreightCenter will continue to operate as an independent business under its current brand, in order to ensure continuity for its customers and partners.
BlueGrace is held by the private equity firm Warburg Pincus. It operates from nine offices located in transportation hubs across the U.S. and Mexico, serving over 10,000 customers annually through its BlueShip technology platform that offers connectivity with more than 250,000 carrier suppliers.
Under terms of the deal, Sick and Endress+Hauser will each hold 50% of a joint venture called "Endress+Hauser SICK GmbH+Co. KG," which will strengthen the development and production of analyzer and gas flow meter technologies. According to Sick, its gas flow meters make it possible to switch to low-emission and non-fossil energy sources, for example, and the process analyzers allow reliable monitoring of emissions.
As part of the partnership, the product solutions manufactured together will now be marketed by Endress+Hauser, allowing customers to use a broader product portfolio distributed from a single source via that company’s global sales centers.
Under terms of the contract between the two companies—which was signed in the summer of 2024— around 800 Sick employees located in 42 countries will transfer to Endress+Hauser, including workers in the global sales and service units of Sick’s “Cleaner Industries” division.
“This partnership is a perfect match,” Peter Selders, CEO of the Endress+Hauser Group, said in a release. “It creates new opportunities for growth and development, particularly in the sustainable transformation of the process industry. By joining forces, we offer added value to our customers. Our combined efforts will make us faster and ultimately more successful than if we acted alone. In this case, one and one equals more than two.”
According to Sick, the move means that its current customers will continue to find familiar Sick contacts available at Endress+Hauser for consulting, sales, and service of process automation solutions. The company says this approach allows it to focus on its core business of factory and logistics automation to meet global demand for automation and digitalization.
Sick says its core business has always been in factory and logistics automation, which accounts for more than 80% of sales, and this area remains unaffected by the new joint venture. In Sick’s view, automation is crucial for industrial companies to secure their productivity despite limited resources. And Sick’s sensor solutions are a critical part of industrial automation, which increases productivity through artificial intelligence and the digital networking of production and supply chains.