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.
The U.S. Postal Service Friday proposed the first rate increases on its "Priority Mail" product lines in nearly three years, actions that, if approved by postal regulators, will result in high-single-digit to double-digit hikes on many of its products starting in January.
Under the proposal, filed with the Postal Regulatory Commission, the agency that oversees USPS' rate actions, the overall price of shipping services will rise, on average, by 9.5 percent. This includes a 3.1-percent increase for USPS' "Parcel Select" product, under which large postal users induct mail deep into the postal system—usually at the closest post offices to destinations—for final delivery, primarily to residences. By law, USPS must serve every address in the United States, and an array of companies, from large bulk mailers to consolidators that aggregate parcels from multiple shippers, to parcel giants FedEx Corp. and UPS Inc., leverage the USPS network to coordinate "last-mile" deliveries.
Rates on "Priority Mail Express," which offers guaranteed next-day or second-day delivery by 3 p.m., will increase by 15.6 percent under the USPS proposal. Retail prices on Priority Mail Express packages tendered at postal counters will rise 14.4 percent. Rates will rise 17.7 percent for Priority Mail Express packages tendered through USPS' "Commercial Base" service, which offers lower prices than retail to customers that use online and other authorized postage-payment methods.
The biggest increase, 48.2 percent, will come in the "Commercial Plus" category, which is tailored to users tendering more than 5,000 Priority Mail Express packages per year. The increase is designed to bring Commercial Plus rates in line with its Commercial Base rates, USPS said. The quasigovernmental agency said its long-term goal is to eliminate the Commercial Plus pricing category during 2017, to reflect the industry standard of publishing one set of commercial rate tables.
Rates on the regular "Priority Mail" service, which offers two- to three-day deliveries, will increase, on average, by 9.8 percent, USPS said. Retail rates will rise 8.6 percent, shipments tendered via Commercial Base will rise 9.4 percent, and rates for the Commercial Plus category will rise 13.3 percent, again to bring it to near parity with Commercial Base rates.
Rates for USPS' "Standard Post" product, where parcels are delivered in between two and 14 days, will rise 10 percent. Customers shipping over short and midrange distances will continue to get Priority Mail service and will be required to use Standard Post only if an item contains hazardous materials or is otherwise not eligible for air transport, USPS said. Once known as "Parcel Post," the product will be rebranded again in January as "Retail Ground," USPS said.
The Postal Regulatory Commission has the power to accept, reject, or modify the USPS proposal.
USPS products are divided into two categories: "Market Dominant," which includes first-class mail, and the "Competitive" category, which includes shipping services. In recent years, shipping services have reported solid shipment and revenue gains, in contrast to perpetual declines in the dominant products, which have been battered by the ongoing conversion to digital mail. However, the gains in shipping services have not offset the declines in the dominant products, because shipping represents a relatively small part of USPS' overall revenue.
The USPS announcement comes one day after UPS announced 2016 rate increases of 4.9 percent https://www.dcvelocity.com/articles/20151015-ups-hikes-2016-tariff-rates-49-percent-on-ground-service-52-percent-on-air-international/, on average, for ground parcel deliveries not moving under contractual arrangements. Atlanta-based UPS also announced a 5.2-percent noncontract rate hike on air and international shipments. Memphis-based FedEx announced a 4.9-percent hike on air, parcel, and international services. The UPS and FedEx increases take effect on Dec. 28 and Jan. 4, respectively.
Jerry Hempstead, a long-time parcel executive and head of an Orlando-based parcel consultancy bearing his name, said USPS offers an excellent value proposition to business-to-consumer (B2C) shippers of lightweight parcels, which are the core of e-commerce deliveries. Hempstead noted that unlike FedEx and UPS, USPS does not impose fuel surcharges or extra fees for certain types of deliveries. USPS also does not impose a different pricing scheme for shippers tendering packages beyond specific dimensions, Hempstead said.
UPS and FedEx have imposed so-called dimensional pricing on ground parcel deliveries of shipments measuring less than 3 cubic feet; these changes have resulted in double-digit rate increases for shippers of lightweight, bulky parcels, because for those items pricing based on dimensional weight is much higher than pricing based on the parcel's actual weight.
FedEx and UPS will benefit from USPS' proposed rate measures because they will elevate the lower end of the pricing market for all three players, Hempstead said. Many large postal users like Seattle-based e-tailer Amazon.com Inc. have service contracts that may mitigate the proposed rate hikes, he added.
USPS' services generally underprice those of FedEx and UPS. However, many B2C shippers continue to use FedEx and UPS because of what are perceived to be more-reliable networks and superior technology. FedEx and UPS have a near duopoly on the business-to-business (B2B) parcel segment, with USPS essentially a nonparticipant.
Editor's note: USPS' "Commercial Plus" pricing for its Priority Mail Express is available to customers tendering 5,000 parcels or more each year. The original story said the threshold was 50,000 parcels per year.
E-commerce activity remains robust, but a growing number of consumers are reintegrating physical stores into their shopping journeys in 2024, emphasizing the need for retailers to focus on omnichannel business strategies. That’s according to an e-commerce study from Ryder System, Inc., released this week.
Ryder surveyed more than 1,300 consumers for its 2024 E-Commerce Consumer Study and found that 61% of consumers shop in-store “because they enjoy the experience,” a 21% increase compared to results from Ryder’s 2023 survey on the same subject. The current survey also found that 35% shop in-store because they don’t want to wait for online orders in the mail (up 4% from last year), and 15% say they shop in-store to avoid package theft (up 8% from last year).
“Retail and e-commerce continue to evolve,” Jeff Wolpov, Ryder’s senior vice president of e-commerce, said in a statement announcing the survey’s findings. “The emergence of e-commerce and growth of omnichannel fulfillment, particularly over the past four years, has altered consumer expectations and behavior dramatically and will continue to do so as time and technology allow.
“This latest study demonstrates that, while consumers maintain a robust
appetite for e-commerce, they are simultaneously embracing in-person shopping, presenting an impetus for merchants to refine their omnichannel strategies.”
Other findings include:
• Apparel and cosmetics shoppers show growing attraction to buying in-store. When purchasing apparel and cosmetics, shoppers are more inclined to make purchases in a physical location than they were last year, according to Ryder. Forty-one percent of shoppers who buy cosmetics said they prefer to do so either in a brand’s physical retail location or a department/convenience store (+9%). As for apparel shoppers, 54% said they prefer to buy clothing in those same brick-and-mortar locations (+9%).
• More customers prefer returning online purchases in physical stores. Fifty-five percent of shoppers (+15%) now say they would rather return online purchases in-store–the first time since early 2020 the preference to Buy Online Return In-Store (BORIS) has outweighed returning via mail, according to the survey. Forty percent of shoppers said they often make additional purchases when picking up or returning online purchases in-store (+2%).
• Consumers are extremely reliant on mobile devices when shopping in-store. This year’s survey reveals that 77% of consumers search for items on their mobile devices while in a store, Ryder said. Sixty-nine percent said they compare prices with items in nearby stores, 58% check availability at other stores, 31% want to learn more about a product, and 17% want to see other items frequently purchased with a product they’re considering.
Ryder said the findings also underscore the importance of investing in technology solutions that allow companies to provide customers with flexible purchasing options.
“Omnichannel strength is not a fad; it is a strategic necessity for e-commerce and retail businesses to stay competitive and achieve sustainable success in 2024 and beyond,” Wolpov also said. “The findings from this year’s study underscore what we know our customers are experiencing, which is the positive impact of integrating supply chain technology solutions across their sales channels, enabling them to provide their customers with flexible, convenient options to personalize their experience and heighten customer satisfaction.”
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.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.
Krish Nathan is the Americas CEO for SDI Element Logic, a provider of turnkey automation solutions and sortation systems. Nathan joined SDI Industries in 2000 and honed his project management and engineering expertise in developing and delivering complex material handling solutions. In 2014, he was appointed CEO, and in 2022, he led the search for a strategic partner that could expand SDI’s capabilities. This culminated in the acquisition of SDI by Element Logic, with SDI becoming the Americas branch of the company.
A native of the U.K., Nathan received his bachelor’s degree in manufacturing engineering from Coventry University and has studied executive leadership at Cranfield University.
Q: How would you describe the current state of the supply chain industry?
A: We see the supply chain industry as very dynamic and exciting, both from a growth perspective and from an innovation perspective. The pandemic hangover is still impacting decisions to nearshore, and that has resulted in a spike in business for us in both the USA and Mexico. Adding new technology to our portfolio has been a significant contributor to our continued expansion.
Q: Distributors were making huge tech investments during the pandemic simply to keep up with soaring consumer demand. How have things changed since then?
A: The consumer demand for e-commerce certainly appears to have cooled since the pandemic high, but our clients continue to see steady growth. Growth, combined with low unemployment and high labor costs, continues to make automation a good investment for many companies.
Q: Robotics are still in high demand for material handling applications. What are some of the benefits of these systems?
A: As an organization, we are investing heavily in software that will allow Element Logic to offer solutions for robotic picking that are hardware-agnostic. We have had success deploying unit picking for order fulfillment solutions and unit placing of items onto tray-based sorters.
From a benefit point of view, we’ve seen the consistency of a given operation improve. For example, the placement accuracy of a product onto a tray is far higher from a robotic arm than from a person. In order fulfillment applications, two of the biggest benefits are reliability and hours of operation. The robots don't call in sick, and they are happy to work 22 hours a day!
Q: SDI Element Logic offers a wide range of automated solutions, including automated storage and sortation equipment. What criteria should distributors use to determine what type of system is right for them?
A: There are a significant number of factors to consider when thinking about automation. In my experience, automation pays for itself in three key ways: It saves space, it increases the efficiency of labor, and it improves accuracy. So evaluating which of these will be [most] beneficial and quantifying the associated savings will lead to a “right sized” investment in technology.
Another important factor to consider is product mix. With a small SKU (stock-keeping unit) base, often automation doesn’t make sense. And with a huge SKU base, there will be products that don’t lend themselves to automation.
With any significant investment, you need to partner with an organization that has deep experience with the technologies that are being considered and … in-depth knowledge of the process that is being automated.
Q: How can a goods-to-person system reduce the amount of labor needed to fill orders?
A: In most order picking operations, there is a considerable amount of walking between pick faces to find the SKUs associated with a given order or set of orders. Goods-to-person eliminates the walking and allows the operator to just pick. I have seen studies that [show] that 75% of the time [required] to assemble an order in a manual picking environment is walking or “non-picking” time. So eliminating walking will reduce the amount of labor needed.
The goods-to-person approach also fits perfectly with robotic picking, so even the actual picking aspect of order assembly can be automated in some instances. For these reasons, [automation offers] a significant opportunity to reduce the labor needed to fulfill a customer order.
Q: If you could pick one thing a company should do to improve its distribution center operations, what would it be?
A: Evaluate. Evaluate the opportunities for improving by considering automation. In my experience, the challenge most companies have is recognizing that automation is an alternative. The barrier to entry is far lower than most people think!
Toyota Material Handling and its nationwide network of dealers showcased their commitment to improving their local communities during the company’s annual “Lift the Community Day.” Since 2021, Toyota associates have participated in an annual day-long philanthropic event held near Toyota’s Columbus, Indiana, headquarters. This year, the initiative expanded to include participation from Toyota’s dealers, increasing the impact on communities throughout the U.S. A total of 324 Toyota associates completed 2,300 hours of community service during this year’s event.
The PMMI Foundation, the charitable arm of PMMI, The Association for Packaging and Processing Technologies, awarded nearly $200,000 in scholarships to students pursuing careers in the packaging and processing industry. Each year, the PMMI Foundation provides academic scholarships to students studying packaging, food processing, and engineering to underscore its commitment to the future of the packaging and processing industry.
Truck leasing and fleet management services provider Fleet Advantage hosted its “Kids Around the Corner Foundation” back-to-school backpack drive in July. During the event, company associates assembled 200 backpacks filled with essential school supplies for high school-age students. The backpacks were then delivered to Henderson Behavioral Health’s Youth & Family Services location in Tamarac, Florida.
For the past seven years, third-party logistics service specialist ODW Logistics has provided logistics support for the Pelotonia Ride Weekend, a campaign to raise funds for cancer research at The Ohio State University’s Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute. As in the past, ODW provided inventory management services and transportation for the riders’ bicycles at this year’s event. In all, some 7,000 riders and 3,000 volunteers participated in the ride weekend.