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.
Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
A sale of supply chain software firm JDA Software Group Inc. to Honeywell International Inc.—or anyone else—appears to be off the table.
Private equity firm New Mountain Capital, JDA's parent, said today that it will partner with The Blackstone Group, the private equity and investment banking giant, to invest nearly $570 million in Scottsdale, Ariz.-based JDA, which provides software services to support supply chain planning, merchandising, and pricing, all critical areas that are needed to master omnichannel
fulfillment. Blackstone, which will invest the vast majority of the total, will receive a guaranteed 7.5 percent return, according to BG Strategic Advisors (BGSA), a Palm Beach, Fla.-based logistics mergers and acquisitions consultancy. New Mountain will use the funds to pay down about one-quarter of JDA's $2 billion debt load, which would reduce JDA's annual interest expense by $70 million, according to BGSA estimates.
Honeywell declined comment on the New Mountain-Blackstone announcement. In a conference call today with analysts, JDA Chairman and CEO Bal Dail also would not comment on the Honeywell rumors. "JDA has had a number of discussions with many different firms, and the Blackstone/New Mountain outcome in my book, from my perspective, is the best outcome," Dail said.
Benjamin Gordon, BGSA's founder and managing partner, said New Mountain could have sold JDA to several suitors, including Honeywell. Instead, New Mountain concluded that they would make more money if they doubled down, brought in Blackstone, paid down debt, and focused on growing the business.
Dwight Klappich, a vice president and supply chain specialist at the Stamford, Conn.-based consultancy Gartner Inc., said New Mountain might be doing Honeywell a favor by declining to sell. "The track record of industrial companies buying into the business application space has been atrocious," Klappich said. That's because most software used by industrial companies focuses on "operational technology," which is the domain of engineers, and not information technology, which is the purview of IT departments, Klappich said. "They are not the same, and success in one has no influence on success in the other," he said.
Despite that, industrial firms enamored by the growing importance of "software" in their business conclude that all software applications are the same and can be effectively executed in a uniform manner, he said.
Today's announcement should compel Honeywell to reconsider its strategic direction in the warehouse and DC space, Klappich said. For example, if all Honeywell wanted from JDA was warehouse management systems (WMS) capabilities, there are more than 30 WMS vendors available at a fraction of the cost, he said.
Klappich added that he wasn't sure what value Honeywell would derive from JDA's strengths in supply chain planning, merchandising, and pricing, areas where Honeywell has little involvement.
In a report issued this morning before the Blackstone investment was announced, London-based consultancy International Data Corp. (IDC), said Honeywell would be overpaying for an asset of questionable value. IDC acknowledged that Honeywell CEO Dave Cote has said that about half of the company's 23,000 engineers are currently working on software, but the consulting company
questioned whether those workers have the "software industry acumen to pull their objective off," or if Honeywell is "investing in the hope that JDA's current leadership can do it—something it hasn't been able to do as of late?"
IDC acknowledged that any industrial automation vendor would covet JDA's huge installed customer base. However, it wondered if Honeywell has "fully evaluated the financial value of JDA, a company that is struggling to keep its customers from jumping ship for a more innovative and future-proofed alternative."
IDC noted that JDA was recently downgraded by investment grading firm Moody's because of its high debt load.
John Santagate, an IDC analyst, said that although New Mountain and Blackstone's investment would help JDA balance its books, the news did not have any implications for the future of a potential Honeywell merger.
"One thing for sure is that JDA understands there's a debt issue, and they have to take care of it," Santagate said. "They have two options on the table now: one is a buyout by Honeywell and the other deal is a capital injection by New Mountain and Blackstone. Either way, at the end of the day, the deal is good for JDA."
AN INVESTMENT IN FUTURE PRODUCTS
JDA pledged to devote its new funds to improving its software products, both by enhancing existing, on-premise software solutions
and by investing in cloud-based products. Supply chain companies will need tools from both areas as they adapt to industry trends
such as the Internet of Things, big data, and analytics, JDA said.
"Clearly some retailers in North America are going through some pain points, as there have been announcements about store
closures and what have you because of the move to online," Dail said on the call. "But overall globally we see opportunities
in both manufacturing and retail as well the other sector we serve, which is third-party logistics."
"The bulk of our $100 million R&D budget is in current products, so we can now accelerate investment in next-generation products,"
Dail said. "We have a pipeline of things we want to build on that platform, around store logistics operations, manufacturing
planning, demand and replenishment, and a next-generation digital hub."
At the same time, JDA plans to continue its support for software applications hosted on-premise, he said.
"We're seeing increased automation in the warehouse, but if you're building a highly automated distribution center, you have to
have a warehouse management system that talks directly to the material handling equipment," Dail said. "That has to happen at a
very, very rapid pace, so they don't want the latency of having the warehouse management system sitting in the cloud. Even with
high network bandwidth, the latency is just too high for a highly automated distribution center."
Chief supply chain officers (CSCOs) must proactively embrace a geopolitically elastic supply chain strategy to support their organizations’ growth objectives, according to a report from analyst group Gartner Inc.
An elastic supply chain capability, which can expand or contract supply in response to geopolitical risks, provides supply chain organizations with greater flexibility and efficacy than operating from a single geopolitical bloc, the report said.
"The natural response to recent geopolitical tensions has been to operate within ‘trust boundaries,’ which are geographical areas deemed comfortable for business operations,” Pierfrancesco Manenti, VP analyst in Gartner’s Supply Chain practice, said in a release.
“However, there is a risk that these strategies are taken too far, as maintaining access to global markets and their growth opportunities cannot be fulfilled by operating within just one geopolitical bloc. Instead, CSCOs should embrace a more flexible approach that reflects the fluid nature of geopolitical risks and positions the supply chain for new opportunities to support growth,” Manenti said.
Accordingly, Gartner recommends that CSCOs consider a strategy that is flexible enough to pursue growth amid current and future geopolitical challenges, rather than attempting to permanently shield their supply chains from these risks.
To reach that goal, Gartner outlined three key categories of action that define an elastic supply chain capability: understand trust boundaries and define operational limits; assess the elastic supply chain opportunity; and use targeted, market-specific scenario planning.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
“Unrelenting labor shortages and wage inflation, accompanied by increasing consumer demand, are driving rapid market adoption of autonomous technologies in manufacturing, warehousing, and logistics,” Seegrid CEO and President Joe Pajer said in a release. “This is particularly true in the area of palletized material flows; areas that are addressed by Seegrid’s autonomous tow tractors and lift trucks. This segment of the market is just now ‘coming into its own,’ and Seegrid is a clear leader.”
According to Pajer, Seegrid’s strength in the sector is due to several new technologies it has released in the past six months. They include: Sliding Scale Autonomy, which provides both flexibility and predictability in autonomous navigation and manipulation; Enhanced Pallet and Payload Detection, which enables reliable recognition and manipulation of a broad range of payloads; and the planned launch of its CR1 autonomous lift truck model later this year.
Seegrid’s CR1 unit offers a 15-foot lift height, 4,000-pound load capacity, and a top speed of 5 mph. In comparison, its existing autonomous lift truck model, the RS1, supports six-foot lift height, 3,500 pound capacity, and the same top speed.
The “series D” investment round was funded by existing lead investors Giant Eagle Incorporated and G2 Venture Partners, as well as smaller investments from other existing shareholders.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”