David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
John Paxton has worked in material handling for most of his professional life. His vast management experience in the industry and his well-honed interpersonal skills made him the ideal person to assume the reins of MHI, North America’s largest material handling, logistics, and supply chain association. Paxton had been COO/CEO designate before assuming the role of CEO at the beginning of this year. That tops off his 30+-year career in the industry, which included more than 20 years in executive positions at Demag Cranes and Components.
While with Demag, he served as a volunteer leader at MHI. Those leadership roles included president of the Crane Manufacturers Association (CMAA), president of the Hoist Manufacturers Institute (HMI), and chairman of MHI’s board of governors.
Paxton is a graduate of The Ohio State University with a bachelor’s degree in mechanical engineering and Kent State University with an MBA focused on international business. He spoke recently with DC Velocity Editorial Director David Maloney about the industry and MHI’s role in it.
Q: You have diverse experience in engineering, manufacturing, design, and, of course, management with material handling companies. How did that prepare you for your new position as CEO of MHI?
A: While I was with Demag Cranes, we were members of MHI. Through volunteer work at the association, I was involved in many different areas and leadership roles at MHI as a member and, ultimately, as chairman of MHI’s board of governors. Those experiences gave me a broad overview of all the different aspects of material handling in the supply chain.
Q: How do you view the current state of the material handling industry?
A: The first term I’d use to describe the industry’s state is “accelerated innovation.” Things were moving quickly with the innovation piece in our industry over the last five years, but this past year, the pandemic really accelerated the development of solutions, new ideas, and innovation.
The second word that comes to mind is “essential.” The pandemic—and the pandemic-driven supply chain disruptions—has highlighted the essential role of the supply chain in our daily lives.
Q: As you noted, the pandemic has finally put the supply chain—along with material handling and distribution in general—on the map. What do you think will be the pandemic’s lasting impact on supply chain operations?
A: Supply chains certainly won’t go backwards. They won’t return to where they were. I think the lasting impact is that companies will retool their supply chains with flexibility and resiliency in mind, so they’ll be better prepared for future disruptions.
The other part is the pandemic’s role in driving the growth of e-commerce. People have become accustomed to buying whatever they need online, including items they would never have considered purchasing that way before, like groceries. Or as another example, we recently bought Girl Scout cookies online and they showed up in one day. It has become a natural part of our day-to-day lives, and I see that trend accelerating.
Q: As e-commerce continues to explode, consumers haven’t eased off on their demand for order accuracy and delivery speed. Does that put a strain on our supply chains and, by extension, the companies that supply the equipment needed to support that demand?
A: The increased demand is driving investment in those technologies and, ultimately, it’s driving innovation. Systems manufacturers are very busy because of this investment, and it is also pushing and driving innovation in new products and solutions.
Q: As the association for the industry that supports material handling, hardware, software, and the other technologies that enable warehousing, distribution, and manufacturing, what do you see as MHI’s role moving forward?
A: I see our role as helping connect practitioners who are looking for solutions with the suppliers who can provide those solutions. It’s where people can come to find those products and solutions and also gain education and knowledge. MHI is really a collaborative community, where both the practitioners and the suppliers can prosper.
Q: Speaking of those connections, MHI’s big material handling show, ProMat, is going virtual this year due to the ongoing pandemic. How will that work?
A: With the cancellation of the live show, MHI really had two choices: We could just start preparing for the next live show, which would be Modex in 2022. Or we could use our brand power, attendee contacts, and MHI’s market position to bring the industry together digitally. We use the term “digitally” because it is not our intent to create a virtual show; it is our intent to bring together the people who are looking for solutions and knowledge and the people who can provide those solutions and knowledge within a single digital platform.
Our decision was to go with the second choice and launch ProMat Digital Experience, or ProMatDX.
Q: What will that experience be like for attendees?
A: The first thing is that the platform will have 400 of the top suppliers in the industry. So basically, we have “collected” the industry and put that on a digital platform for attendees. When they go to the site, they will be able to choose from 112 educational seminars on the latest technologies, including seminars in a special robotics and automation track sponsored by **{DC Velocity.}
They will also be able to see four keynote presentations, including sessions on the 2021 MHI Innovation Awards, supply chain resiliency, the 2021 MHI Annual Industry Report, and proven success strategies from women in supply chain. There will be live product demos similar to what you would have at a physical show. Attendees can also schedule live video meetings with the show sponsors via AI matchmaking tools.
So attendees will still be able to network, see, and learn as they did at the live show; they will just do it on a digital platform.
Q: So, this year’s event will include more educational sessions than usual plus all the product demonstrations?
A: That is correct. One advantage of the digital platform is that it removes time restrictions. At a live show, an educational session is only offered at a particular time. Now, attendees will be able to watch those sessions on-demand whenever they want.
The live demos and seminars will still be conducted at specific times, but this content will also be available on-demand afterward on the ProMatDX platform.
Q: Normally, the ProMat show is a three-and-a-half-day event, but that’s going to be extended this year, correct?
A: Yes. We extended it to five days to allow more time for people to engage with the platform and to help them balance their show attendance with their work responsibilities.
Q: Are there other capabilities you’ve been able to add with the switch to the digital platform?
A: Yes. The sponsors are able to build a showcase that allows them to upload product documentation and manuals. There will also be a large amount of video content.
Q: Given some of the advantages you’re finding, do you think you’ll retain some of these digital components after physical shows resume?
A: Yes. Like many things the pandemic has changed, we expect trade shows will look different in the future. We had started down this track in 2019. After the live ProMat show ended, we archived all of the educational sessions so attendees could continue to view them online. Then we followed up with Modex in 2020, where we featured videos of the booths for viewing after the show. We will continue to build out the hybrid component and to extend the timeframe of the show. Going forward, all of our exhibitor shows will have a digital component.
We are also hopeful that our fall meeting in October in Arizona will be an in-person event. That will continue as an educational conference that brings the industry together. This year’s event will also have a larger digital component—we’ll be using more videos, more digital connections, and more technology. Those pieces are here to stay.
Q: What are some of the initiatives MHI will be working on this year?
A: ProMatDX will take us to a new level. Going forward, I see this as a stepping-stone to creating an enhanced exhibition and conference experience.
We will also kick off new projects with the Warehousing Education and Research Council, or WERC, which is an educational association for warehouse professionals that merged with MHI back in August. We will build on WERC’s success and WERC’s educational offerings, including its benchmarking initiative. We will also be providing opportunities to connect WERC’s warehousing-professional members with the suppliers that have historically made up MHI’s membership base.
Right now, we’re also looking to add supply chain trend analyses to the market intelligence reports we offer members. In addition, this year, we will launch a formalized supply chain leadership program to develop the next generation of leaders within the supply chain. So, there are quite a few projects in the works.
Editor’s note: ProMatDX 2021 runs from April 12 to 16. You can register for free here.
States across the Southeast woke up today to find that the immediate weather impacts from Hurricane Helene are done, but the impacts to people, businesses, and the supply chain continue to be a major headache, according to Everstream Analytics.
The primary problem is the collection of massive power outages caused by the storm’s punishing winds and rainfall, now affecting some 2 million customers across the Southeast region of the U.S.
One organization working to rush help to affected regions since the storm hit Florida’s western coast on Thursday night is the American Logistics Aid Network (ALAN). As it does after most serious storms, the group continues to marshal donated resources from supply chain service providers in order to store, stage, and deliver help where it’s needed.
Support for recovery efforts is coming from a massive injection of federal aid, since the White House declared states of emergency last week for Alabama, Florida, Georgia, North Carolina, and South Carolina. Affected states are also supporting the rush of materials to needed zones by suspending transportation requirement such as certain licensing agreements, fuel taxes, weight restrictions, and hours of service caps, ALAN said.
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.
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.
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!