Mobile technologies designed for DCs continue to improve, but the real action is in the growing use of these devices at every link in the supply chain.
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.
The chief information officer for BNSF Railway imagines the day when the railroad might use drones to inspect its vast network of rail bed and bridges, with the unmanned aircraft sending data back to the appropriate engineering and maintenance locations.
An executive for Home Depot foresees a salesperson designing a customer's new kitchen on a tablet, making the sale, and submitting the order to start the production process. On the store floor, sales personnel—and customers themselves—will be able to pinpoint the location of inventory in the store or in nearby outlets.
The CIO for trucker J.B. Hunt describes the evolution of mobile technology that will eventually lead to tagging every shipment and providing tracking and delivery details in real time.
The executives described those visions during a panel at the Council of Supply Chain Management Professionals' (CSCMP) annual conference in October. What those stories illustrate is the potential of mobile technology to transform supply chains. (Although most people think of mobile technology as smartphones, tablets, and similar devices, the term encompasses any device using cellular communication to convey information. And that could include an unmanned aircraft if it's furnished with communication equipment for wireless networking.)
Industry experts believe that businesses with diverse supply chains will benefit from the visibility and swift communications offered by this technology. At the same time the technology is taking on ever-greater roles in the distribution center, it is also connecting the DC to every part of the business supply chain.
BEYOND THE DC WALLS
For evidence of the growing popularity of mobile devices for DC applications, you need look no farther than a study conducted among warehouse professionals earlier this year by mobile technology developer Motorola Solutions Inc. The survey found that nearly two-thirds plan to automate more of their work processes over the next five years. The respondents further expect to see the use of pen and paper drop off substantially, replaced by handheld mobile computers and tablets for cycle counting and inventory validation.
But that's just one example of how ubiquitous the technology is becoming. "DCs are one part of a bigger equation," says Fernando Alvarez, vice president and leader of Capgemini's Mobile Solutions practice. Mobile technologies are used far beyond the four walls, with repercussions for complete supply chains, he says. Those technologies are not only crucial to helping manage materials and production, but they have moved deeply into services as well.
A panel discussion at the CSCMP conference provided numerous examples of how companies will use mobile technology in the supply chain. Jo-ann Olsovsky, the BNSF CIO, said the railway began rolling out mobile technologies in the 1980s. "We were wireless before it was called 'wireless,'" she told the CSCMP audience. Taking advantage of BNSF's large microwave network, railroad employees use mobile handheld devices to help manage such things as work orders and train movements. Recent upgrades in cellular technology deployed across the railroad's network have provided significant productivity gains, she said. "With 2,000-plus locations, it is paramount that we're sure the people running the railroad have what they need to react to customer needs," she said.
The railroad plans to make use of rugged Windows-based tablets across the three major segments of its rail business—transportation, engineering, and maintenance. The rollout will begin in the engineering segment, where workers will be equipped with mobile devices for managing track signals and other tasks.
Bryan Ward, director of logistics for The Home Depot, told the CSCMP audience that the company is making a number of investments in mobile technology. Some will sound familiar: The company is providing delivery drivers with mobile devices from Motorola for navigation and signature capture, among other uses. For its appliance delivery service, the company has developed an iPhone app to help track and manage those deliveries. "It all rolls back to our delivery management systems," he said. "In the past, we've done that manually with paper and faxes that tied up store associates."
He sees particular utility for mobile technology in the company's response to disasters such as major storms, when demand for building products is high but supply chains are disrupted. As an example, he described using GPS units to track generator shipments into disaster zones. "We can suck information in, and we have the algorithms to tell stores when products will arrive. That sounds easy, but when it comes to disasters, everything is out the window."
Kay Palmer, the Hunt CIO, described how the use of mobile technology has evolved at her company, from tracking tractors, to tracking trailers, to eventually using RFID or similar technologies to track individual pieces of a load. The drawback to that, she says, is cost. Because it's unlikely the company will be able to recover the tags, she says, the price of tags still must come down before their use is practical. But that day will come, she expects.
MEANWHILE, BACK IN THE WAREHOUSE
Wireless technologies are nothing new in distribution centers, of course. Wireless handhelds and similar untethered technologies have been in use for decades. What's changing is that they are becoming more compact, more robust, more reliable, and more multifunctional. Rob Armstrong, who leads marketing for manufacturing and logistics for Motorola in North America, says that mobile technologies had their first warehousing applications in picking, but that over time they have spread throughout operations, including receiving, putaway, replenishment, and cycle counting. All that adds up to better traceability and control, he says, allowing for development of lean supply chains.
Today's mobile technologies also broaden the communication "footprint." Because they use cellular communication, they can send information over a wider geography than the type of wireless technology that's been used in DCs for the past two decades.
Mark Wheeler, director of warehouse solutions for Motorola, says he is seeing wider adoption of mobile technologies in areas like the food industry. That's partly the result of recent government mandates that demand end-to-end visibility of food moving through the supply chain, he says. "Food manufacturers, distributors, and even retailers want better control of inventory."
As for how that might be achieved, Bruce Stubbs, director of industry marketing for Intermec, which provides printers, mobile computers, and other tracing technologies, says smart mobile printers can be used at the point of harvest to create labels with traceability information. The bar codes on those labels are readable by data capture technologies at each step in the supply chain—transportation, processing, manufacturing, and distribution. "It's a complete end-to-end story that covers the point of harvest to the point of sale," he says. That tracing capability is crucially important for consumer safety, he says, but it is also critical to brand protection.
Alvarez offers a similar story, citing a Capgemini project that involves using RFID chips and other technologies to track livestock—individual animals—through their entire lives: recording how they are fed, when and where they are sold, who purchased them, and so on right up through the manufacture and packaging of final products.
End-to-end supply chain visibility and control may still be far off. The technology is still too expensive for many companies to deploy widely, says Alvarez. But a combination of factors—regulation in the food and pharmaceutical industries, for example, and the never-ending pressure to compress supply chains—are likely to drive further adoption.
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.