Cloud-based asset-tracking solutions are giving organizations a better view into their supply chains—and helping them improve productivity and efficiency inside, outside, and on the road.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
Cloud-based asset-tracking solutions are giving businesses a clearer view into their supply chains—and the ability to react more quickly to changes and make better decisions on everything from fleet management to quality and compliance monitoring. Compared with manual processes or traditional on-premise solutions, cloud-based solutions make it easier to access, aggregate, and analyze data. For one thing, their ability to gather data across multiple locations and analyze it in real time (or near-real time) speeds up the entire process, eliminating the need for cumbersome steps and complex system integrations that slow down the flow of information—and feeding users' desire for easier, faster access to information.
"Ubiquitous connectivity and users asking for information in real time at their fingertips has led to this revolution in cloud computing," says Nitesh Arora, head of marketing for Milpitas, Calif.-based Cloudleaf, which offers asset-tracking solutions that utilize edge computing (where analytics and data gathering take place at the data source) and the cloud.
The advent of such solutions also provides a pointed example of how cloud-based IoT (Internet of Things)-powered technologies are gaining a foothold in logistics and the supply chain, and how asset-tracking programs are particularly well-suited to advancing the mission of the cloud.
"Connectivity is the biggest advantage," says Arora. "The cloud is always on and can help you analyze data across multiple parties in the ecosystem, giving you the ability to react to changes in the supply chain much more efficiently."
Using a series of sensors and gateways, cloud-based asset-tracking solutions can gather data in the warehouse, in the yard, and on the road; analyze it in the cloud; and then report back to customers in a variety of formats. Cloudleaf launched its suite of solutions last fall, and the technologies are now in use with more than 10 customers in the pharmaceutical, automotive, and industrial markets. It will introduce a new mobile gateway this summer that will include enhanced GPS and cellular capabilities for gathering real-time in-transit data. The company joins a field of like-minded competitors, including BlackBerry Ltd., Honeywell, and Roambee Corp., all of which have introduced new or enhanced asset-tracking solutions in the last year or so, capitalizing on the connectivity trend that is driving the adoption of cloud-based technologies across the business landscape.
A recent study by material handling and logistics industry trade association MHI underscores these points. Its 2018 Annual Industry Report, published in partnership with Deloitte Consulting, shows that cloud computing and storage is the most-adopted new technology in the industry; the study of more than 1,000 supply chain professionals reveals an adoption rate of 57 percent. Adoption is expected to grow to 78 percent over the next two years, and to 91 percent over the next five years, according to the report. The use of sensors and IoT technology is on a similar growth path. Nearly half of respondents to the 2018 MHI study say they are using sensors in their supply chain operations. And though the adoption rate for IoT is just 22 percent today, it is expected to reach 50 percent within two years and 79 percent within five years.
"Digital transformation is top of mind for pretty much every executive out there," explains Arora, pointing to the convergence of IoT and the cloud as an important and growing means of solving supply chain problems—especially when it comes to inventory, fleets, and warehouses.
ENHANCING VISIBILITY
A clearer view into their supply chain gives organizations better access to data so they can, in turn, make better business decisions. Providing that supply chain visibility is a hallmark of cloud-based asset-tracking solutions, which generally come in the form of sensor tags that can be mounted on equipment or trailers, placed on boxes or containers, and even embedded into pallets. Sensors monitor the asset's location and condition, and can track mileage, maintenance needs, and utilization levels of trucks and trailers. Data are transmitted to a gateway and then analyzed in the cloud, and most companies deliver the information in the form of dashboards that can be accessed on a variety of devices; information can also be fed into an organization's enterprise applications.
The end result is access to information that can help reduce costs, improve productivity, maintain or improve quality levels, and prevent losses, among other benefits. Consider this: A grocery wholesaler can now track a shipment of lettuce down to the smallest details of temperature and humidity while en route to its destination, potentially allowing the wholesaler to avoid costly problems such as product spoilage. This can be especially helpful in the pharmaceutical industry, where failure to comply with government tracking and tracing regulations can cost companies millions in fines and material losses. Converting cumbersome manual tracking processes to those that employ sensors and the cloud not only increases efficiency, but also improves accuracy and quality.
"You have to make sure product is monitored not just for where it is, but for the condition it's in," explains Arora. "[With IoT and the cloud,] you never lose visibility of the product. For us, it's always on. Our customers don't have to scramble to see if they are in compliance."
IMPROVING MAINTENANCE, SECURITY
Cloud-based solutions are also making headway when it comes to better utilizing, maintaining, and securing fleets of trucks and trailers. Philip Poulidis, senior vice president and general manager at Waterloo, Ontario-based BlackBerry Radar, says these are three key issues the company's asset-tracking solution is designed to address. The solution uses a sensor-based monitoring and tracking device, cellular connectivity, and Web-based applications that analyze data and deliver reports via a map-based interface that users access in a secure online environment. The small monitoring device is placed inside the truck or trailer and can detect load status (including percentage of load), as well as temperature, humidity, pressure, motion, and location. Sensor readings are taken every five minutes and sent to the cloud, where they are continuously analyzed.
Users can set the system to perform automated yard checks and to continuously monitor trailer utilization throughout the day. This helps fleet managers more effectively maintain usage levels and improve driver productivity.
"Customers tell us they've been able to improve utilization of trailers by about 10 percent," says Poulidis. "[This allows them to] take on more business and use their existing fleet more efficiently. In other cases, customers have sold some trailers [because they found they were underutilizing them] and put the money back into their business."
Such features also help reduce the time truck drivers spend locating trailers in the yard and at customer sites. Poulidis says companies are saving between 40 minutes and an hour of driver time per day by automating the tracking of trailers and containers.
"That adds up to a lot over the course of a year," he says. "It can add up fairly quickly in terms of cost savings and driver frustration. Every trucking company is looking at any way it can to retain the drivers it has or attract new ones. If you can save a driver 40 minutes to an hour by not looking for a trailer in a big yard ... that's an [advantage]."
In addition, cloud-driven mileage reports help improve fleet maintenance, augmenting the routine visual checks most companies rely on drivers to perform. Fleet managers can also use the solution to improve security. BlackBerry Radar can detect when a trailer door is open in a high-risk area, for instance, and send an alert to the driver and/or fleet manager. It also detects and sends alerts if something is missing from the trailer or if the trailer is not fully loaded.
EVOLVING TRENDS
Warehousing trends are contributing to the growth of cloud-based asset-tracking solutions as well. Poulidis points to companies' desire to store products closer to the consumer, which has led to a rise in "warehouses on wheels," in which some large retailers are renting trailers from trucking companies to store products for quicker delivery to consumers.
"Many people don't think about the logistics behind that," he says, pointing to a company's ability to accurately stock and replenish these so-called "micro-warehouses." "Having visibility into the capacity of the trailer is important in those situations."
A growing comfort level with cloud-based IT (information technology) solutions is also helping to sustain the momentum. Data security and privacy have been the chief concerns about the cloud, and those are beginning to ease as the technology becomes more ubiquitous and providers emphasize security methods and features. Poulidis points to the BlackBerry Jarvis software-as-a-service security analysis tool as an example. The tool analyzes software components for security and vulnerability. It was designed for use in the automotive supply chain but can be applied in other industries as well.
"For the most part, companies have overcome concerns they have [about the cloud]—primarily because in their lives as consumers, they are comfortable with cloud-based applications," explains Poulidis. "And even in their businesses, companies are using a lot of cloud-based services for their daily needs. So I think it's a natural thing for them now. It's a generally accepted fact that this is how business is done."
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
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.
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.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."