Is your facility adequately protected from fire? interview with Tracey Bellamy
The nation’s warehouses have gone high tech in recent years, automating their operations as well as changing up their inventory and packaging. But their fire-protection systems haven’t always kept pace with the changes, says Tracey Bellamy. Here are some things you can do to better protect both lives and property.
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.
If your warehouse or distribution center is anything like the typical warehouse or DC, it’s likely undergone a lot of changes in recent years. For instance, maybe you’re storing different types of products than you used to or you’ve overhauled your storage layout to take better advantage of vertical space. And chances are, you’ve automated some or even all of your processes, incorporating automated storage systems or robots into the operation to offset the shortage of workers.
While automation can go a long way toward improving operations, it can also create problems. That’s because many times, warehouse operators get caught up in the complexities of choosing the right technologies and neglect to update the fire safety systems that protect their equipment, their inventory, and the people working there. So how can supply chain managers make sure their facilities are adequately protected?
Tracey Bellamy has some thoughts. He is the chief engineering officer at Telgian Engineering and Consulting, a fire-protection company that helps warehouse operators understand the complex fire-protection requirements associated with their facilities. Telgian helps clients determine the appropriate hazard and commodity classifications for stored items and design appropriate fire suppression systems to help protect lives and property.
Bellamy himself has more than 30 years of experience in the fire-protection industry. He is active within the National Fire Protection Association (NFPA) and represents Telgian on a number of NFPA technical committees. A registered Professional Fire Protection and Civil Engineer, Bellamy is a graduate of the University of South Carolina with both a bachelor’s and a master’s degree in civil engineering. He also holds an advanced graduate certificate in fire-protection engineering from the Worcester Polytechnic Institute in Massachusetts.
He spoke recently with DC Velocity Senior News Editor Ben Ames on an episode of the “Logistics Matters” podcast.
Q: Warehouses have rushed to install advanced technologies like automated storage and retrieval systems in recent years, raising concerns that their legacy fire-protection systems, which were developed for more traditional, manual operations, may no longer be adequate. Could you explain why that is a concern?
A: Our legacy fire-protection requirements for sprinklers come from what is known as NFPA 13. It’s the most prevalent worldwide standard for sprinkler protection. And that fire-protection standard was developed some 50 years ago, when fire tests were run to evaluate what was needed to protect facilities. Among other things, it was based on palletized loads, so you had a four- by four-foot cubed palletized load of product with space between the pallets, and limited storage heights.
When we look at the warehouses of today, we see equipment like AS/RS, or automated storage and retrieval systems. The arrangement of the products in storage is different, as we have very limited fluid spaces, a significant increase in the burning surface area of materials being stored, and much smaller units made up of totes or things like that. So the fire hazard has changed dramatically with respect to what we’re trying to protect.
I like to compare it to preparing a dish from a recipe. If we change the ingredients or the cooking method, we don’t get the same results. And that’s what’s happening with our storage facilities. We’re doing things significantly differently than we did before. We are taking our legacy standards and are trying to shoehorn the facilities into that standard, and we come out with a protection system that just does not fit.
Q: Yes, that makes sense. Does the problem lie mainly with AS/RS systems or are there other types of automated equipment that present similar challenges?
A: We have to try to look at it against those palletized loads that were originally tested. There are some modern automated facilities where the material handling process is very similar to what was done previously with palletized loads. So we have to make some logical decisions—does this fit the standard or doesn’t it?
I think there are opportunities for protection with conventional, older methods of protection associated with NFPA 13 in those circumstances. But our world is no longer just about delivering palletized loads of product; instead, we see more handling of individual items. We’re seeing more smaller loads, such as mini-load and top-loading type systems. And many of our systems are changing even beyond what we consider to be common systems today. I think the material handling folks are coming up with more ingenious, efficient methods to try and store more product, deliver faster speeds, and things like that. So we in fire prevention are constantly in a state of trying to catch up with the industry.
Q: What about the products being stored on those pallets or in those automated storage systems? Have they changed over the years?
A: I think one of the things that has changed our industry dramatically over the years is the introduction of plastics and synthetic materials. When we look at a plastic, we refer to “Group A” plastics typically. It’s a variety of plastics that reacts similarly to a hydrocarbon. They’re a very high rate-of-heat-release material. That doesn’t just include the materials that we store, though; it also includes the containers that we use to store them. We’re starting to see many of these facilities operate with plastic containers and totes. And as we see that, we increase the fuel load. For example, even though we may be storing a metal product, if it is stored in a plastic container, we will view that plastic container as the fire hazard.
In addition, a lot of our products used to be made of materials that were mostly ordinary combustibles—cotton batting, pillows, and things like that. Now, everything is a foam plastic that has significantly increased the fire loads.
We see facilities that were purpose-built for a particular item that might have once been made out of ordinary combustible materials, such as wood or paper. But then plastics were slowly introduced to a facility whose fire-prevention system was not designed to handle them. And we do not go back and adjust our protection systems to address those plastics and don’t even recognize that we are, in fact, increasing the hazard dramatically.
Q: Given those challenges, can you share some best practices for fire prevention and protection?
A: One of the first things that I think we need to do from a facility standpoint is to recognize what the hazard is. As I get involved in a project, I purposely ask what is it that they intend to store. Many times the answer that I get back is, “stuff”—“We store stuff.” And of course, that doesn’t provide much insight. So I dig a little deeper and ask what types of stuff? And the answer I get usually is, “just regular stuff.” Most folks understand their product in terms of what it is but don’t understand how to tell me what the **ital{hazard} is. It’s a little like me going to the doctor with chest pains and then not telling them I have chest pains so that they can properly treat me.
So we have to try to dig deeper to figure out what is the hazard within the facility. And not just today, but what about longevity for the facility? Many times, you have a facility that is purpose-built for a particular use today, but that might change. And I think that’s one of the biggest problems I face—trying to extract enough information to feel comfortable that we have identified the true hazard associated with the facility.
Once we figure out that hazard, we need to determine the appropriate protection system. Even though we’ve outpaced our legacy NFPA 13 standards, one of the things that we really want to delve into more deeply is truly understanding the hazard not just from reading the standard, but by testing. We need to understand what we are facing in terms of risk, and the best way to do that is by conducting large-scale fire tests. When we’re confident we truly understand what the hazard is, we can purpose-design the protection to fit that hazard—so it’s neither over-protected nor under-protected. There’s an efficiency thing here in terms of value to design the protection to the hazard in the most economical way.
As holiday shoppers blitz through the final weeks of the winter peak shopping season, a survey from the postal and shipping solutions provider Stamps.com shows that 40% of U.S. consumers are unaware of holiday shipping deadlines, leaving them at risk of running into last-minute scrambles, higher shipping costs, and packages arriving late.
The survey also found a generational difference in holiday shipping deadline awareness, with 53% of Baby Boomers unaware of these cut-off dates, compared to just 32% of Millennials. Millennials are also more likely to prioritize guaranteed delivery, with 68% citing it as a key factor when choosing a shipping option this holiday season.
Of those surveyed, 66% have experienced holiday shipping delays, with Gen Z reporting the highest rate of delays at 73%, compared to 49% of Baby Boomers. That statistical spread highlights a conclusion that younger generations are less tolerant of delays and prioritize fast and efficient shipping, researchers said. The data came from a study of 1,000 U.S. consumers conducted in October 2024 to understand their shopping habits and preferences.
As they cope with that tight shipping window, a huge 83% of surveyed consumers are willing to pay extra for faster shipping to avoid the prospect of a late-arriving gift. This trend is especially strong among Gen Z, with 56% willing to pay up, compared to just 27% of Baby Boomers.
“As the holiday season approaches, it’s crucial for consumers to be prepared and aware of shipping deadlines to ensure their gifts arrive on time,” Nick Spitzman, General Manager of Stamps.com, said in a release. ”Our survey highlights the significant portion of consumers who are unaware of these deadlines, particularly older generations. It’s essential for retailers and shipping carriers to provide clear and timely information about shipping deadlines to help consumers avoid last-minute stress and disappointment.”
For best results, Stamps.com advises consumers to begin holiday shopping early and familiarize themselves with shipping deadlines across carriers. That is especially true with Thanksgiving falling later this year, meaning the holiday season is shorter and planning ahead is even more essential.
According to Stamps.com, key shipping deadlines include:
December 13, 2024: Last day for FedEx Ground Economy
December 18, 2024: Last day for USPS Ground Advantage and First-Class Mail
December 19, 2024: Last day for UPS 3 Day Select and USPS Priority Mail
December 20, 2024: Last day for UPS 2nd Day Air
December 21, 2024: Last day for USPS Priority Mail Express
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
The “series A” round was led by Andreessen Horowitz (a16z), with participation from Y Combinator and strategic industry investors, including RyderVentures. It follows an earlier, previously undisclosed, pre-seed round raised 1.5 years ago, that was backed by Array Ventures and other angel investors.
“Our mission is to redefine the economics of the freight industry by harnessing the power of agentic AI,ˮ Pablo Palafox, HappyRobotʼs co-founder and CEO, said in a release. “This funding will enable us to accelerate product development, expand and support our customer base, and ultimately transform how logistics businesses operate.ˮ
According to the firm, its conversational AI platform uses agentic AI—a term for systems that can autonomously make decisions and take actions to achieve specific goals—to simplify logistics operations. HappyRobot says its tech can automate tasks like inbound and outbound calls, carrier negotiations, and data capture, thus enabling brokers to enhance efficiency and capacity, improve margins, and free up human agents to focus on higher-value activities.
“Today, the logistics industry underpinning our global economy is stretched,” Anish Acharya, general partner at a16z, said. “As a key part of the ecosystem, even small to midsize freight brokers can make and receive hundreds, if not thousands, of calls per day – and hiring for this job is increasingly difficult. By providing customers with autonomous decision making, HappyRobotʼs agentic AI platform helps these brokers operate more reliably and efficiently.ˮ
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.