Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
It began benignly enough, at least as legal matters go.
In February 2011, an immigration law firm in Alpharetta, Ga., filed a breach-of-contract suit
against FedEx Corp. and its corporate support division, FedEx Services, alleging they misclassified
commercial shipments as residential deliveries to extract higher surcharges from the firm, a FedEx shipper.
Nearly two years later, the case has broadened into a civil complaint filed under the federal Racketeer Influenced
and Corrupt Organizations Act, more commonly known as RICO. In an amended complaint filed Dec. 12, 2012, in federal
district court in Memphis, Tenn., attorneys representing the Atlanta firm and a law practice in Oakland, Calif., said
Memphis-based FedEx defrauded customers over a number of years by intentionally mis-rating tens of millions of
transactions as residential deliveries so it could collect millions of dollars in illicit overcharges.
According to the allegations, senior executives at FedEx and its Services unit did not stop the mis-rating practice
despite receiving repeated internal warnings that it had become a systemic problem.
A sales executive at FedEx Services wrote in an August 2011 e-mail obtained by plaintiffs' attorneys that
"we are choosing not to fix this issue because it is worth so much money to FedEx." The executive said he
believed the company had "methodology available to us to verify commercial addresses and [to] not charge our
customers for services that we do not perform."
The 170-page complaint also alleges that FedEx employees were encouraged to participate in the
scheme through financial incentives. In one case cited in the complaint, FedEx levied about $142,000
in residential delivery surcharges to one customer for deliveries to nonresidential addresses. A FedEx
Services employee then negotiated a $50,000 refund with the customer—which was not identified in
a copy of the filing given to DC VELOCITY. The outcome allowed FedEx to keep more than $92,000 of
the overcharges, according to the complaint.
For the work, the employee received an unspecified cash bonus and the company's "Bravo Zulu" award,
a name taken from the Naval signal conveyed by flag-hoist or voice radio meaning "well done," according
to the complaint.
Steven J. Rosenwasser, an Atlanta attorney representing the two plaintiffs, said FedEx employed
various tactics to implement the overcharge scheme. For example, prior to 2012 the company had a
policy of assessing the higher residential delivery charge on a shipment marked "residential," even
if the driver making the delivery concluded that it went to a nonresidential address, according to
Rosenwasser. However, if a customer indicated that a delivery location was not residential and the
delivery still went to a residence, the customer's initial designation would be overridden and the
residential delivery surcharge would be imposed, he said.
"FedEx followed its courier's designations only when it resulted in the imposition of a residential
delivery charge but not when it would cause the removal of an improper overcharge," Rosenwasser said.
Because FedEx is not required to produce documents that existed before August 2008, it is impossible to know for
certain how far back the alleged practice stretched, Rosenwasser said. Yet in one of the August 2011 e-mails, the
FedEx Services sales executive said the issue had been "brought to the attention of many people over the past
five or six years," a suggestion that it was going on before 2008.
Rosenwasser said he doesn't know if the alleged practice is still going on. Attorneys may get more
clarity during the on-going "discovery" process, he added.
FedEx declined requests for an interview and had no comment other than an e-mailed statement from Sally
Davenport, a company spokesperson. "We value our relationships with our customers, and these relationships are
at the core of all we do," said Davenport.
Davenport added that the documents that were made part of the record in mid-December "do not tell
the entire story of this case," and that the company "will continue to defend these allegations in a
court of law and not the media." Customers with billing complaints can seek refunds through FedEx, she said.
For FedEx, the case is an unwelcome distraction as it works on an
extensive revamp of its flagship FedEx Express air and international division, an initiative expected
to reap $1.65 billion in annual savings over the next two to three years.
A parcel industry source said FedEx is likely to settle the case out-of-court rather than deal with
the continued fallout from the release of additional potentially damaging documents. Rosenwasser declined
comment on whether there have been discussions to that effect.
The attorney said a motion would be filed in the spring seeking class action status for a multitude of shippers
allegedly harmed by the actions. He surmised the case impacts shippers of all stripes shipping from commercial and
industrial origins.
If a civil action under RICO is successful, a plaintiff can collect so-called "treble damages," defined as
damages tripling the amount of actual or compensatory damages.
Rosenwasser said plaintiffs' attorneys amended the complaint after becoming convinced
that the misclassifications were not accidents that had been overlooked, but were a deliberate
pattern of behavior that the company made no effort to halt.
THE SURCHARGE PHENOMENON
The dispute revolves around a band of surcharges imposed by FedEx on
residential and commercial deliveries. The surcharge tab escalates as
the deliveries are deemed to be more difficult and costly for the company
to make. The surcharges on hard-to-reach residential locations can be as
much as $1 more per shipment than the comparable commercial surcharge.
The delivery surcharges are just one of dozens of so-called accessorial fees that carriers
tack on to the base rate to compensate them for a range of services beyond the pickup and delivery.
The most well-known accessorial fee is a "fuel surcharge" levied to offset rising jet and diesel fuel costs.
Over the years, "accessorials" have become a larger part of a shipper's overall bill. Many chafe at the rising
number of accessorials and their increased cost but continue to pay them. For example, in 2013 FedEx will bill
shippers a basic $3.20 per-shipment surcharge for each residential delivery shipped by air and $2.80 for a
residential shipment laded for ground delivery, according to Shipware LLC, a San Diego-based parcel consultancy.
In 2012, those surcharges were $3 and $2.55, respectively, for air and ground services, according to Shipware.
Misclassifying delivery surcharges has a ripple effect on shippers because it also triggers the prevailing fuel
surcharge on a more expensive delivery fee, parcel consultants said.
Carriers contend that surcharges cover a variety of value-added services that must be paid for and
that many of these functions are performed to correct avoidable mistakes made by shippers. Parcel
consultants note that FedEx and archrival UPS Inc. discount those fees for high-volume customers.
Parcel consultants—many of whom are former carrier executives and make a good living advising shippers on
how to deal with rate, service, and accessorial issues—say the carriers admit that they make mistakes, that
real-time information is available for shippers to audit, and that refunds will be made for legitimate overcharges.
Shippers can get refunds if they bring solid evidence and push hard enough, according to the consultants. However,
many lack the time or expertise to pursue them, they say.
"Few shippers do the investigations and questioning," said Jerry Hempstead, a former top parcel
sales executive and now head of an Orlando-based consultancy bearing his name.
AN ART FORM
The application of surcharges is mostly an art form. As a general rule, the shipper is responsible
for determining if a delivery is bound for a residential or commercial address. However, many shippers
enter incorrect information, or are confused as to whether a destination is residential or commercial.
Parcel consultants say many high-volume shippers tender everything as a commercial delivery knowing some
shipments will ultimately be re-rated to a residential classification.
The driver makes deliveries based on the addresses shown on the package labels. If the delivery is to a residence,
the driver checks a box marked "residential" on a handheld device. That action effectively overrides any commercial
designation made at the time of manifesting and triggers a re-rate to a residential classification.
By checking the "residential" box on their devices, drivers are allowed to leave the package without a signature
unless one was already required. Shipments delivered to a commercial address require a signature. FedEx and UPS often
leave the ultimate application of delivery surcharges to the driver's discretion.
Both parcel giants receive customer complaints about overcharges relating to delivery misclassifications. However,
a long-time parcel executive said there are fewer complaints directed at UPS because it is more proactive in adjusting
the rate from residential to commercial when the situation warrants. UPS will reverse the charges on about eight out of
10 complaints, according to the executive. At FedEx, the ratio is one or two reversals for every 10 complaints, the
executive said.
Hempstead of Hempstead Consulting believes that FedEx prizes its hard-won reputation for quality and integrity too
highly to let this issue go unaddressed. "In the end, I believe this suit will result in a more accurate billing process,"
Hempstead said.
He added that FedEx will "get focused, put a Six Sigma team together, do root-cause analysis, and they will
quickly put this issue behind them."
For those inside FedEx who sensed the coming storm well before it hit, the issue can't be in the
rearview mirror soon enough. In one of the August 2011 e-mails, the FedEx Services sales executive
complained that he repeatedly raised the issue as high up as the managing director level but
received little or no response.
The clearly frustrated executive also made a comment that today seems eerily portentous: "My
prediction is this practice is going to come back to haunt us in a very expensive way."
Makers of robotic truck-unloading solutions are refining their offerings now that the technology is being used in many warehouses—and that means solutions are getting “smarter” and more adept at handling challenges that arise in real time. Increased handling capabilities, better dexterity, and even more autonomy are at the heart of the updates.
“There are certain behaviors you don’t see in the lab but you do see in the real world,” explains Pete Blair, vice president of product and marketing for Cambridge, Massachusetts-based Pickle Robot, which completed its first commercial installation in the summer of 2023 and now has roughly 12 truck-unloading robots up and running around the country. “We’ve been improving the system over that time period. Right now, [we’re] moving forward with the next generation of the robot.”
As of this past fall, all customers had been upgraded to the new robot, which features better wheels on its custom-built base, a sturdier onboard conveyor, additional sensors, and an improved gripper, according to Blair. The updates are making the robot more efficient and are in line with enhancements other robotic developers are making as well—all in the name of automating one of the toughest jobs in the warehouse.
“This technology is something [warehouses have] wanted for so long,” Blair says, emphasizing the difficulty of manually unloading box after box from a trailer, often in extreme temperatures. “The value at the end of the day is just so big and easy to recognize. [Truck unloading] remains one of the worst jobs in the warehouse … these jobs are getting harder and harder to fill.”
SMOOTHING OUT THE PROCESS
Pickle’s truck-unloading robot consists of a robotic picking arm on a wheeled base, with sensors, cameras, and an advanced software system that enable it to move boxes of different shapes and sizes out of trailers and into the warehouse. The robot, whose gripper can handle cartons measuring up to 36 inches long, 24 inches high, and 24 inches wide, can retrieve boxes weighing up to 60 pounds from high up in the trailer and handle floor-loaded boxes of up to 100 pounds. The robot then places the items on a flexible conveyor that moves them into the warehouse for the next step in the receiving process.
Some of the next-generation updates are part of ongoing refinements to the system—such as the ability to move smaller items, perform multipick moves, and recover boxes that fall on the floor during unloading. Today, Pickle’s robot can grip items as small as six-inch cubes for multipick moves, for example. And it can autonomously respond to changing conditions in the trailer, just as a human would.
“If you pick something and something shifts and falls on the floor, the robot picks it up, just takes care of it,” Blair explains. “We had been field testing that function; now we can do it.
“We’re making the robot smarter, making it do things differently—with more sophisticated path-planning algorithms. Now it can make more sophisticated moves that are more efficient, faster—grabbing two things rather than one, for example.”
Other changes are a direct result of the robots actively working in the field. For example, the robot’s gripper is designed to break away if it’s under too much stress, but users found that the process of reattaching the gripper was difficult and time-consuming—and ultimately slowed the unloading process.
“This has been completely redesigned and is now a one-minute fix,” Blair says.
BUILDING A SYSTEM
Global robotics supplier Mujin is also continuing to refine its truck-unloading solution—TruckBot. Although the developer does not disclose the number of TruckBots in use around the world, company leaders say user feedback from pilot tests and recent rollouts is playing a large role in refining the system. Mujin is working to improve the robot’s capacity—so that it can handle an increasing array of sizes, shapes, and weights—and also ensure that the TruckBot, which is part of a larger effort to automate the entire inbound logistics workflow, can operate effectively alongside other types of warehouse robots, according to Josh Cloer, vice president of sales and marketing.
“Truck unloading is only part of the challenge; [you also have to consider] what happens next [in a warehouse’s inbound freight operation],” Cloer explains, pointing to downstream functions such as sorting the unloaded boxes and building pallets. “We focus on areas where we can solve all those problems.”
The company starts with its MujinController, a robotic platform that powers its products and allows them to work autonomously. TruckBot is different from other unloading solutions in that it doesn't use a robotic arm to grab and move boxes—instead, it uses advanced gripper technology attached to a standard telescoping conveyor. Powered by the controller, and using sensors and advanced software, TruckBot can reach as far as 52 feet into the truck trailer, grasping boxes weighing up to 50 pounds from the front and seamlessly transferring them to the conveyor, which transports the packages into the warehouse. Cloer says the design allows for faster unloading so that warehouses can turn those trailers around quickly: TruckBot can move up to 1,000 cases per hour.
Although customers can use TruckBot on its own, the robot is designed to work in concert with Mujin’s other robots—including its automated case-handling solution, called QuickBot, which can depalletize, palletize, and repalletize boxes in the warehouse. The combination allows for a smoother, more efficient inbound process.
“We provide the whole inbound automation solution,” Cloer explains. “We put these processes in parallel—unloading and palletizing really fast and sorting downstream.”
On the human side of the equation, labor can be reallocated from the loading dock to other parts of the warehouse. Cloer notes that many warehouses have multiple workers in a trailer performing the unloading tasks along with another set of workers handling the removal of boxes and building pallets. Automation solves that challenge.
“You can more greatly reduce the [number] of operators you need on the inbound side of the warehouse,” he says.
MAKING STRIDES
Vendors agree that interest in robotic truck unloading is growing as more systems are put in place. Quite simply, the ability to show systems in action, achieving real results, helps seal more deals, according to Blair.
“Being able to show other prospects … just [gives] the whole market confidence that this is ready for prime time,” he says, adding that Pickle just signed three more deals with customers this past summer. “Being able to automate this function—it remains a huge interest for a broad swath of customers.”
Hackers are beginning to extend their computer attacks to ever-larger organizations in their hunt for greater criminal profits, which could drive an anticipated increase in credit risk and push insurers to charge more for their policies, according to the “2025 Cyber Outlook” from Moody’s Ratings.
In Moody’s forecast, cyber risk will intensify in 2025 as attackers switch tactics in response to better corporate cyber defenses and as advances in artificial intelligence increase the volume and sophistication of their strikes. Meanwhile, the incoming Trump administration will likely scale back cyber defense regulations in the US, while a new UN treaty on cyber crime will strengthen the global fight against this threat, the report said.
“Ransomware perpetrators are now targeting larger organizations in search of higher ransom demands, leading to greater credit impact. This shift is likely to increase the cyber risk for entities rated by Moody's and could lead to increased loss ratios for cyber insurers, impacting premium rates in the U.S.," Leroy Terrelonge, Moody’s Ratings Vice President and author of the Outlook report, said in a statement.
The warning comes just weeks after global supply chain software vendor Blue Yonder was hit by a ransomware attack that snarled many of its customers’ retail, labor, and transportation platforms in the midst of the winter holiday shopping surge.
That successful attack shows that while larger businesses tend to have more advanced cybersecurity defenses, their risk is not necessarily diminished. According to Moody’s, their networks are generally more complex, making it easier to overlook vulnerabilities, and when they have grown in size over time, they are more likely to have older systems that are more difficult to secure.
Another factor fueling the problem is Generative AI, which will will enable attackers to craft personalized, compelling messages that mimic legitimate communications from trusted entities, thus turbocharging the phishing attacks which aim to entice a user into clicking a malicious link.
Complex supply chains further compound the problem, since cybercriminals often find the easiest attack path is through third-party software suppliers that are typically not as well protected as large companies. And by compromising one supplier, they can attack a wide swath of that supplier's customers.
In the face of that rising threat, a new Republican administration will likely soften U.S. cyber regulations, Moody’s said. The administration will likely roll back cybersecurity mandates and potentially curtail the activities of the US Cybersecurity and Infrastructure Security Agency (CISA), thus heightening the risk of cyberattack.
Even worse, many managers are overconfident in their data. The majority (91%) of supply chain managers believe they are equipped to drive accurate supply chain visibility, but the reality is that only a third (33%) consistently obtain accurate, real-time inventory data.
And in turn, that gap also hinders supply chain managers’ ability to address challenges such as counterfeit goods, shrink and theft, misload and delivery errors, meeting sustainability requirements, and effectively implementing AI within their organization’s supply chain. Those results came from Seattle-based Impinj’s “Supply Chain Integrity Outlook 2025” report, which was based on a survey of 1,000 US supply chain managers.
“Supply chain managers continue to face data blind spots that prevent them from ensuring secure, reliable, and adaptable supply chains,” Impinj Chief Revenue Officer Jeff Dossett said in a release. “It’s essential that organizations address the data accuracy gap by putting technology in place to surface accurate data that fuels the real-time, actionable insights and visibility needed to ensure supply chain resilience.”
In additional findings, the study showed that over half (52%) of supply chain managers face challenges responding to rapid peaks in customer demand driven by social media- and influencer-driven trends. Nearly half (47%) of supply chain managers also report that changes in customer demand due to growth in social media storefronts (49%) and the rise of the thrift movement (47%) are among the top challenges for their organization’s supply chain.
The survey also identified the most significant supply chain integrity challenges and priorities for several sectors:
in retail: 65% of supply chain managers agree it’s a challenge for their organization to reduce the amount of counterfeit goods entering the supply chain
also in retail: 60% of retail supply chain managers surveyed also agree that reducing rates of shrink and theft is a challenge for their organization, and 99% are investing in measures to mitigate these concerns
in the food, grocery, and restaurant sector, 82% of supply chain managers report challenges reducing shrink, which is primarily due to shoplifting (45%), food spoilage (37%), and food waste (35%)
in transportation and logistics, 74% of surveyed supply chain managers are concerned about growing volumes of Load Planning Problems (LPPs), misloads, and delivery errors
As the old adage goes, everything old is new again. For evidence of that, you need look no farther than cargo ships, which are looking to a 5,000-year-old technology as an eco-friendly source of propulsion—the sail.
But today’s sails bear little resemblance to the papyrus or animal-skin sails used in ancient times or the billowing cotton or linen sails of 19th-century clipper ships. These are thoroughly modern, high-tech devices designed to reduce ship operators’ reliance on costly marine fuels and help curb greenhouse gas emissions—and they’re sprouting up on freight vessels around the world.
One example is the “rotor sail,” a cylindrical unit that’s mounted inside a flagpole-shaped device. When installed on a cargo ship’s deck, the sail can reduce the vessel’s fuel consumption and carbon dioxide emissions by 6% to 12%, users say. Last month, the Japanese marine freight carrier NS United Kaiun Kaisha Ltd.announced plans to install five rotor sails manufactured by Anemoi Marine Technologies Ltd. on the 1,184-foot-long iron ore carrier ship NSU Tubarao over the next year.
But the story doesn’t end with rotor sails. Companies are experimenting with other types of high-tech sails as well. For instance, the Dutch heavy-lift cargo ship Jumbo Jubileehas been outfitted with two mechanical sails known as wind-assisted ship propulsion (WASP) units in a bid to boost fuel efficiency and cut carbon. And the Dutch maritime gas carrier Anthony Vederhas deployed two “VentoFoil” sails made by Econowind on its ethylene carrier Coral Patula, with plans to add two similar sails to its sister ship Coral Pearl later this year.
When it comes to logistics technology, the pace of innovation has never been faster. In recent years, the market has been inundated by waves of cool new tech tools, all promising to help users enhance their operations and cope with today’s myriad supply chain challenges.
But that ever-expanding array of offerings can make it difficult to separate the wheat from the chaff—technology that’s the real deal versus technology that’s just “vaporware,” meaning products that don’t live up to their hype and may even still be in the conceptual stage.
One way to cut through the confusion is to check out the entries for the “3 V’s of Supply Chain Innovation Awards,” an annual competition held by the Council of Supply Chain Management Professionals (CSCMP). This competition, which is hosted by DC Velocity’s sister publication, Supply Chain Xchange, and supply chain visionary and 3 V’s framework creator Art Mesher, recognizes companies that have parlayed the 3 V’s—“embracing variability, harnessing visibility, and competing with velocity”—into business success and advanced the practice of supply chain management. Awards are presented in two categories: the “Business Innovation Award,” which recognizes more established businesses, and the “Best Overall Innovative Startup/Early Stage Award,” which recognizes newer companies.
The judging for this year’s competition—the second annual contest—took place at CSCMP’s EDGE Supply Chain Conference & Exhibition in September, where the three finalists for each award presented their innovations via a fast-paced “elevator pitch.” (To watch a video of the presentations, visit the Supply Chain Xchange website.)
What follows is a brief look at the six companies that made the competition’s final round and the latest updates on their achievements:
Arkestro: This San Francisco-based firm offers a predictive procurement orchestration solution that uses machine learning (ML) and behavioral science to revolutionize sourcing, eliminating the need for outdated manual tools like pivot tables and for labor-intensive negotiations. Instead, procurement teams can process quotes and secure optimal supplier agreements at a speed and accuracy that would be impossible to achieve manually, the firm says.
The company recently joined the Amazon Web Services (AWS) Partner Network (APN), which it says will help it reach its goal of elevating procurement from a cost center to a strategic growth engine.
AutoScheduler.AI: This Austin, Texas-based company offers a predictive warehouse optimization platform that integrates with a user’s existing warehouse management system (WMS) and “accelerates” its ability to resolve problems like dock schedule conflicts, inefficient workforce allocation, poor on-time/in-full (OTIF) performance, and excessive intra-campus moves.
“We’re here to make the warehouse sexy,” the firm says on its website. “With our deep background in building machine learning solutions, everything delivered by the AutoScheduler team is designed to provide value by learning your challenges, environment, and best practices.” Privately funded up until this summer, the company recently secured venture capital funding that it will use to accelerate its growth and enhance its technologies.
Davinci Micro Fulfillment: Located in Bound Brook, New Jersey, Davinci operates a “microfulfillment as a service” platform that helps users expedite inventory turnover while reducing operating expenses by leveraging what it calls the “4 Ps of global distribution”—product, placement, price, and promotion. The firm operates a network of microfulfillment centers across the U.S., offering services that include front-end merchandising and network optimization.
Within the past year, the company raised seed funding to help enhance its technology capabilities.
Flying Ship: Headquartered in Leesburg, Virginia, Flying Ship has designed an unmanned, low-flying “ground-effect maritime craft” that moves freight over the ocean in coastal regions. Although the Flying Ship looks like a small aircraft or large drone, it is classified as a maritime vessel because it does not leave the air cushion over the waves, similar to a hovercraft.
The first-generation models are 30 feet long, electrically powered, and semi-autonomous. They can dock at existing marinas, beaches, and boat ramps to deliver goods, providing service that the company describes as faster than boats and cheaper than air. The firm says the next-generation models will be fully autonomous.
Flying Ship, which was honored with the Best Overall Startup Award in this year’s 3 V’s competition, is currently preparing to fly demo missions with the Air Force Research Laboratory (AFRL).
Perfect Planner: Based in Alpharetta, Georgia, Perfect Planner operates a cloud-based platform that’s designed to streamline the material planning and replenishment process. The technology collects, organizes, and analyzes data from a business’s material requirements planning (MRP) system to create daily “to-do lists” for material planners/buyers, with the “to-dos” ranked in order of criticality. The solution also uses advanced analytics to “understand” and address inventory shortages and surpluses.
Perfect Planner was honored with the Business Innovation Award in this year’s 3 V’s competition.
ProvisionAi: Located in Franklin, Tennessee, ProvisionAi has developed load optimization software that helps consumer packaged goods (CPG) companies move their freight with fewer trucks, thereby cutting their transportation costs. The firm says its flagship offering is an automatic order optimization (AutoO2) system that bolts onto a company’s existing enterprise resource planning (ERP) or WMS platform and guides larger orders through execution, ensuring that what is planned is actually loaded on the truck. The firm’s CEO and founder, Tom Moore, was recognized as a 2024 Rainmaker by this magazine.