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Tips for Warehouse Managers to Improve Ergonomics and Safety

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Archives, Global Logistics, Global Trade Daily, Warehousing

Tips for Warehouse Managers to Improve Ergonomics and Safety

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According to the U.S. Bureau of Labor Statistics, there were 21 reported fatal warehouse injuries in the U.S. in 2020. Reports also show 2.7 million reported cases of warehouse injuries and illnesses in the same year. 

With the numbers presented above, it’s crucial for warehouse managers to build and implement programs to ensure ergonomics and safety. These two concepts go hand in hand as ergonomics aims to guarantee the safety of all warehouse staff while increasing their efficiency at work. 

If you’re a warehouse manager, gradually implement the following tips to improve everyone’s ergonomics and safety at work:

Address Ergonomic Issues

Musculoskeletal disorders, or MSDs, affect the tendons, ligaments, nerves, and blood vessels. When left untreated, MSDs can cause pain in the hands, wrists, elbows, shoulders, and neck, preventing warehouse staff from working effectively.

Given the nature of their jobs, warehouse staff are often prone to MSDs because they lift heavy items, bend all the time, and reach overhead. Protect your staff from MSD by implementing good ergonomic practices. Good ergonomics in the workplace reduce injuries and lessen muscle fatigue, keeping staff safe and healthy. 

Invest in Picking Assistance Devices

One way warehouses can improve ergonomics and safety is by using semi-automated order processing methods that use technology. This expedites workflows and keeps staff safe from injuries and accidents. 

Picking assistance technologies, such as RF scanners, voice picking, and pack-to-light, are highly effective as they reduce the need for staff during the picking. A computer controls these technologies, and robots or machines automatically perform the task. 

Automate Repetitive Tasks

Warehouse operations usually involve having staff manually complete a variety of tasks. Fortunately, there are now tools that can automate repetitive tasks. 

For instance, instead of letting staff manually handle loading, use automated systems to make the process faster. This also lessens the staff’s risks of injuries and optimizes the work done. 

Automated transport systems, such as autonomous mobile robots and automatic guided vehicles, can also reduce the number of movements made in the warehouse. With these, goods can be transported from one point to another without requiring manual labor from staff.

Cobots or collaborative robots can pick items and place them into their unit loads continuously and automatically. As a result, the staff’s risks of ergonomic problems are reduced as machines carry out the pick-and-place operations. 

Schedule Regular Inspections

To ensure the efficacy of warehouse operations, regular inspections should be scheduled with the appropriate professional or agency. Inspections also prevent issues from worsening and causing injuries and accidents to warehouse staff.

Conducting a thermographic infrared survey can be a great way to identify potential problems in a warehouse. These surveys use an infrared camera to measure the temperature of an area and identify any potential hotspots or areas of high heat. High temperatures can indicate a problem such as an overloaded circuit, a blocked ventilation duct, or a failing air conditioning system. By identifying these areas of high heat, a warehouse can take steps to remedy the issue and potentially avoid a costly breakdown. 

Use the Right Handling Equipment

As a warehouse manager, you should pay attention to the material handling equipment used by the staff. This is important as it impacts the condition of the layout of the warehouse, as well as the number of staff required to complete the task and warehouse ergonomics. 

The material handling equipment you choose should depend on the warehouse’s storage system, the items inside, and the operations performed daily. For example, on an ergonomics level, it’s best to pick small products using order pickers as they’re raised to the desired height. This prevents staff from picking items in awkward positions, which can lead to injuries. 

Train Operators

Any staff working at a warehouse should be properly trained before they can enter the operations floor. Operators, in particular, should be trained properly on how to operate equipment, machines, and other support systems used in the workplace. 

The training provided to the staff should also include risk prevention. It’s crucial for warehouse staff to be aware of the hazards present in the workplace, so that they can protect themselves from accidents and injuries. 

Most importantly, warehouse staff should undergo refresher courses regularly. The best practices in warehouse safety constantly evolve, and it’s important for the staff to stay ahead of these changes. 

Eliminate Falling Hazards

Slip and fall accidents are common in warehouses. Thankfully, these accidents are one of the easiest to prevent. 

For staff involved in overhead tasks, encourage them to use forklift work platforms. Consider investing in structural barrier rails to alert staff assigned or working in hazardous ledges. It’s also important to identify areas where falls most likely occur and take appropriate actions before an accident takes place. 

Take Care of Clutter

Contrary to popular belief, improving ergonomics and safety in the warehouse doesn’t always include complex technologies and strategies. Taking care of clutter might seem like a simple task, but doing it consistently helps you achieve your desired goal. 

Clutter on the floors and aisles can cause slips and trips in the warehouse. Ensure that these areas are tidy at all times to prevent accidents and injuries. Don’t forget to remind every warehouse staff to stack empty pallets and place them in the correct storage areas and dry wet areas as soon as they notice any. 

Encourage Staff to Listen to their Bodies

The human body can only do much — and attempting to do more even when the body tells you otherwise can result in injuries. With this in mind, encourage staff never to overlook what their bodies are telling them. Remind them of the importance of getting enough sleep, taking breaks, and eating well-balanced meals every day. 

As a warehouse manager, make it easy for your staff to speak to you if they feel they’re unable to complete a task. Moreover, you should be aware of how changes in routine can affect the ability of your staff. For instance, if someone has been lifting boxes for two decades and got injured, don’t expect them to work back up to that point. 

Think Long-Term

Implement the tips mentioned here to ensure that business operations remain optimal due to improved ergonomics and safety. This process is a steep learning curve, but the results will be worth it in the long run.

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2023 Transportation Outlook: 3 Trends to Prioritize for PERFORMANCE

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Still recovering from the disruptions of the past three years, transportation organizations are bracing for continuing logistics and supply chain challenges in 2023. On the one hand, logistics service providers (LSPs) are experiencing some signs of relief as U.S. container imports have fallen back in line with pre-pandemic 2019 levels. On the flip side, some of the lingering challenges of the pandemic period continue to cause headaches for LSPs and for their shipper customers. 

Escalating costs of raw materials and finished goods—compounded by inflationary pressure, geopolitical upheaval, and near record low unemployment rates—are forcing companies to focus on cost containment as they try to minimize transportation costs through rate shopping, increasing transportation diversity, and strategic sourcing. Driver shortages also continue to wreak havoc with performance and profitability for transportation organizations. According to the American Trucking Associations, the industry’s current shortage of over 80,000 truck drivers could grow to more than 160,000 by 2030. The ongoing shortage of warehouse laborers also threatens to put further pressure on supply chains.

As the new year unfolds, what new global supply chain surprises, economic uncertainty, or industry upheaval might transportation providers face? And what steps do companies take to survive and, ultimately, thrive? While the past few years have taught businesses to expect the unexpected, transportation organizations can capitalize on three key trends in 2023 to help contain costs and foster resilience in the midst of ongoing and future supply chain challenges.

  • Customer DEMAND for SERVICE

The past several years have taken a severe toll on transportation service levels, damaging shippers’ relations with their customers. Today’s customers demand a higher level of service than ever before and have become much less forgiving when it comes to mediocre service experiences. While shippers will ask carriers and LSPs to “sharpen their pencils” on costs, they will also focus heavily on transportation performance, measure it much more precisely and often and even pay a slight premium for it. 

Shippers will also focus on carrier and LSP digital service capabilities as customers demand greater shipment visibility and the ability to control shipments in transit. Both B2C and B2B customers expect a granular level of real-time data about their shipments, with the ability to track goods through every stage of the transportation journey. Shippers must find a way to shine a light into the supply chain from the time an order is picked and packed in the warehouse to the time it is loaded onto the truck and in transit. In fact, real-time shipment visibility, ETAs, and electronic proof of delivery (POD) will become a base expectation in 2023 across all modes of transportation. 

  • The Opportunity of Sustainability 

A recent survey of more than 8,000 consumers across Europe, the U.S. and Canada, which examined consumer sentiment of sustainability practices around delivery operations, found many consumers prefer to buy from retailers with eco-friendly delivery options that simultaneously reduce environmental impact and transportation costs. In fact, more than 50% of those surveyed indicated they were “quite/very interested” in environmentally friendly delivery methods. 

Similarly, 54% of consumers indicated they would be willing to accept longer lead times for an eco-friendly delivery. Longer lead times provide more transportation options for companies to improve the efficiency of the delivery, typically resulting in a lower carbon footprint. In addition, 20% of respondents indicated they would pay more for a delivery from an environmentally-friendly company—a premium that can translate to millions in incremental revenue.

Providing sustainable delivery options is not only an important strategy for improving the customer experience and capturing a bigger share of the market, but also presents a financial opportunity to reduce transportation costs: eco-friendly deliveries are more efficient and cost-effective than traditional deliveries, in part because they drive delivery density. 

Plus, Environmental, Social and Governance (ESG) reporting requirements will see companies look to measure CO2 footprint across the supply chain and all modes of transportation. In the U.S., companies can leverage this information to take advantage of eco-based tax incentives, such as the plug-in vehicle credit, alternative fuel vehicle refueling property credit, and energy conservation subsidies. 

  • Building resilience through innovation

The fallout of the pandemic highlighted the vulnerability of transportation organizations and the need for innovation to promote agility, responsiveness, and resilience across the supply chain. A recent study examining how technology innovation is changing supply chain and logistics operations and executives’ plans for continued investment found that 59% of companies accelerated the pace of their innovation initiatives over the past two years; an even greater number (65%) plan to invest more heavily in technology for logistics innovation in the next two years.

Not surprisingly, a higher level of senior management importance placed on supply chain and logistics technology innovation goes hand-in-hand with better financial performance and lower employee turnover. Respondents who said that innovation was important to senior management were 20% more likely to be better financial performers and 13% more likely to experience lower employee turnover. 

In light of the value of supply chain innovation, embracing logistics digitization is a vital pathway forward for LSPs, carriers and shippers alike to enhance performance and profitability. When looking at the top digitization programs where companies were focusing their efforts, the study identified transportation processes (44%) as a key initiative. With the pressure of declining demand and excess capacity, the digital transformation of transportation processes will not only be critical to help contain costs, but also to enhance customer service and competitive differentiation. 

For example, digitization optimizes the customer experience by giving customers the ability to rate, quote, and book ocean shipments in seconds as opposed to waiting days. Digitization also provides shippers and carriers with the ability to determine, on demand, the status, location, and ETA of their freight, instead of having to pick up the phone or access a static view.

While efforts in innovation are accelerating, many companies are relatively early in their journey. Given that standing still is not a viable option, forward-thinking transportation organizations will leverage supply chain and logistics technology innovations to embed flexibility and agility into their transportation processes to better manage challenges.

The pressure on transportation providers to deliver high levels of performance at lower costs is real. Although advancing technology-enabled capabilities to be more agile and cost-effective while simultaneously optimizing the customer experience and reducing environmental impact is a big ask, companies that prioritize customer expectations, sustainability, and technologies for logistics innovation can drive greater resilience and adaptability into their transportation operations.

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Highway Joins Forces with Tai to Deliver Targeted Carrier and Capacity Solutions for Brokers

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Tai TMS (Tai), a fully integrated, broker-friendly platform for freight management and transportation, today announced an integration partnership with Highway, the only provider of carrier identity management. .

With the integration, Tai now empowers brokers to leverage Highway’s carrier identity engine and carrier onboarding process. This combination of Highway’s sourcing, onboarding and monitoring with Tai’s single point-of-truth platform, provides brokers with the insights, identity alerts, double brokering protection and efficiencies that help them stand apart from their competitors.

Highway removes friction and inconsistency associated with brokers using multiple sites to vet a carrier by replacing the effort with a proprietary Identity Engine. The engine produces a unique digital thumbprint and single sign-on experience that can be used to connect carriers with brokers in a secured verified way right into the broker’s own digital experience. Tai correlates these customized carrier classification datasets into a single pageview for improved accessibility and more informed decision making.

With integrations to carrier verification tools such as Highway brokers are able to trust Tai to secure their networks and deliver capacity. As an end-to-end tool, Tai delivers unparalleled success to their brokers, positioning themselves as the leader in forward-thinking TMS solutions.

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Why Enterprises Must Prioritize an End-to-End View of Last-Mile Operations to Remain Competitive

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Amidst a massive surge in online purchases and heightened consumer expectations, last-mile logistics operations have been thrust into the spotlight for company executives like never before. Organizations across the world have finally taken note of just how critical this function is in enabling enterprise-wide success and – on the flip side – how detrimental it can be to bottom line results if mishandled. 

In an ever-evolving and hyper-competitive e-commerce landscape, Last-Mile – the last leg of fulfillment to reach a customer’s doorstep – has also become the face of the modern customer experience and a way for retail brands and the CEP and 3PL providers delivering their packages to differentiate themselves from competition, delight customers, and keep them coming back for more. As one of the most complex pieces of the overall logistics puzzle, it’s become another facet that executives are doubling down on to ensure seamless, highly efficient delivery experiences.

But while many are integrating and adopting technology that streamlines last-mile execution, not all have leveraged a 360-degree, comprehensive view of exactly where their company’s weaknesses or opportunities lie. In fact, most are adapting almost blindly in a guessing-game of where to prioritize their resources to bolster their strategies and drive ROI. It’s putting businesses at greater risks none can afford today. 

In order to minimize this friction, companies should take more critical and holistic stock of their current last-mile ecosystem, including several key pillars that enable tangible success today and in the future:

Last-Mile excellence

Undoubtedly the trickiest and most costly portion of the delivery journey, the last-mile has the power to transform logistics operations and improve repeat business rates. Thus, taking a critical look at how this function is running and the major challenges companies continue to face in their delivery processes is key. 

For instance, asking questions like: how confident are we in our ability to handle spikes in demand? Are we constantly combating unpredictability in the Last-Mile that we can’t adapt to? Are we looking to provide speedier deliveries than we’re currently able to handle? 

Companies today that aren’t consistently using optimized or automated delivery route planning strategically are likely to answer yes to the above. They’re often at a severe disadvantage than counterparts that are. And the reality is that any attempt at manual efforts today will be wrought with unnecessary hurdles, human error, and risk, especially in the face of high volumes during the peak seasons. Utilizing dispatch management software, for instance, can help automate every stage of fulfillment with secure applications and seamless integrations. This also allows the applications to communicate with each other and use the same data so that systems are in-sync even (and especially) when real-world constraints throw a wrench into original plans. 

In order to maintain that competitive advantage and keep final-mile logistics running efficiently and effectively, industry players need to take full advantage of the technology at their fingertips, including advanced analytics, machine learning, AI, and more, or they’ll lose out. 

Exceptional customer experiences

Because Last-Mile fulfillment deals with customers directly, it’s vital in shaping their view of the entire purchasing experience. For many, it dictates whether they’ll purchase from a brand again. 

It’s incredibly important to evaluate whether customers are actually satisfied with the updates they receive on their order status and the timeliness of their deliveries. If the feedback is consistently negative, and a company identifies major gaps in this area, it’s only a matter of time before it catches up with them. 

An efficient last-mile system can help manage, track, and schedule deliveries, and emerging tech like AI and ML can anticipate needs and constantly adapt to changing environments in real-time. Additionally, implementing a customized slot-based delivery system into current operations and displaying multiple delivery slots will lead to a more convenient delivery experience for customers and more directly satisfy their desires. By prioritizing real-time tracking and a high level of transparency, businesses can drive greater value and less friction for customers. 

An empowered workforce 

As labor issues continue to plague the logistics sector, organizations must understand that drivers are at an all-time premium and will have no issue jumping ship to work with an enterprise where they feel set up for success and long-term growth. And while customer experiences are high-priority, without engaged, productive, and capable talent to make those deliveries – the customer experience aspect will undoubtedly suffer. 

Companies should constantly assess the health and wellness of their drivers to ensure continuity. How important is it for your drivers to sustain optimal levels of productivity?

Do they have all of the tools they need to succeed on routes and have greater predictability in their day-to-day execution? Is there a feedback loop in place for open, candid communication that ensures their voices are heard if they’re unsatisfied or need more? 

At the end of the day, most drivers just want to feel like they can do their best work under what has become incredibly stressful conditions. Without taking account of the onboarding processes in place, the resources and solutions that eliminate resented unknowns, and the incentives from employers to do a job well-done, last-mile operations will struggle to excel. 

Upholding sustainable promises 

A recent report from MIT indicates that 23% of brands face pressure from investors to improve their end-to-end supply chain sustainability. Not only are brands facing pressure from investors, customers are also seeking out companies committed to sustainable business practices and the environment. This function is no longer a “nice-to-have” today; it’s business-critical to remain competitive and profitable. 

Enterprises must therefore prioritize sustainability across the entire fulfillment chain. From a technology standpoint, this includes factoring in carbon emissions when planning daily routes and using the right tools to optimize those routes and reduce the number of miles driven, ensure optimal load capacity, and minimize reattempts or failed deliveries that contribute significantly to carbon emissions. 

From an operational standpoint, companies should also consider utilizing micro-fulfillment centers and bring them closer to consumers, as well as parcel lockers that reduce carbon emissions. They should also invest in EVs, and other tactics that save on greenhouse gas emissions and reduce a businesses’ overall carbon footprint.

Above all, sustainability should be a top strategic pillar for every organization today and be seen as a win-win-win for organizations, customers, and the general public.  

Harnessing the power of advanced analytics

With the help of advanced analytics and deep intelligence, brands, retailers, CEPs, and 3PLs have the opportunity to leverage these technologies to become more efficient and make better informed decisions across the board. AI and ML have the power to transform final mile operations and give leaders that coveted 360-degree, end-to-end view of their logistics practices. 

Prioritizing such visibility can streamline Last-Mile operations, increase customer satisfaction, contribute to sustainability efforts, and allow leaders to make better decisions for the long term health of their business by leveraging large volumes of on-ground data.

Achieving this sort of visibility however, particularly in the Last-Mile operations, is undoubtedly no easy feat. Nonetheless, it has the power to revolutionize all facets of a business, giving an upper hand to those who take this challenge, helping them to achieve a competitive edge, become profitable, and enable delightful consumer experiences at scale.  

Author Bio

Nishith is the CEO and founder of Locus and drives business strategy and innovation at the company. He is responsible for business expansion across geographies and heads operations globally. Prior to founding Locus, he worked with Amazon, building algorithms to counter credit card fraud. He also co-founded PinChat, a location-based conversation platform.

Nishith holds a Bachelor’s degree in Electronics and a Master’s in Economics from BITS Pilani. He is a published author in the field of experimental physics and has patents in Machine Learning.

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Archives, Global Logistics, Global Trade Daily, Warehousing

The Complete Guide to Improving Warehouse Space Utilization

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Improving warehouse space utilization can improve productivity, enhance safety, save floor space and offer numerous other benefits. However, many people see it as a daunting task at first. Here are some practical steps to take.

Use Data Analysis for Better Insights 

It’s not always easy to see where to start when making a warehouse better designed for how people use it. However, data analysis platforms can highlight what’s already working well and where people can improve. 

For example, a data-driven platform could reveal which warehouse areas are the busiest at certain times of the day. It may also show persistent bottlenecks or indicate accidents are more likely to occur in certain parts of the facility than others. 

A data analysis tool will also show a warehouse’s fastest-moving goods, as well as those people don’t need to access as frequently. Such information helps people learn the best ways to reorganize the warehouse and promote smooth traffic flow. 

Warehouse managers can also use data analysis products once the warehouse improvements begin. Studying the statistics will show them if certain changes brought the expected benefits. Payoffs that aren’t immediately obvious aren’t necessarily indicative of failure, though. They could mean people need to wait longer to see the effects or make minor tweaks to see the advantages. 

Data analytics are also useful for maintaining executive buy-in. When leaders see that productivity climbed by a meaningful amount after people made efforts to save floor space or make another change, they’ll be more likely to stay committed to the ongoing warehouse space utilization improvements. Relatedly, they’ll approve more investments to help the company meet its goals. 

What Can Data Analytics Reveal?

A recent study showed respondents had an average of 85.6% peak warehouse utilization in 2022. However, 37% of respondents said their utilization surpassed 95% at peak times. 

Moreover, 47% of those polled said they needed more space in their facilities, making this issue second only to supply chain disruptions. The research also showed storage areas and receiving docks were the two most congested areas, highlighting them as perhaps most in need of warehouse space utilization improvements.

These are just some of the valuable takeaways people can learn by relying on data analytics tools. Whether a leader wants to save floor space or determine the best location for a new assembly line, hard data can take an executive from doubt to determination for change. 

Choose Vertical Systems to Save Floor Space 

It’s also beneficial to recognize what things people should prioritize to make the most significant progress faster. Many leaders realize they can enjoy multiple improvements by examining how to save floor space.  Focusing on that aim could prevent trip-and-fall incidents that lead to hospital visits and give employees the perception of an unsafe workplace. 

Maximizing floor space can also help people discover they have bigger warehouses than they thought. As companies grow, leaders often approve moves into larger facilities that require significant investments. However, the case may be that the respective businesses could have stayed in the same spaces longer if representatives looked for creative and effective ways to save space. 

One of the most impactful ways to save floor space is to store things vertically when possible. Consider a case where a metal-stamping company that kept its dies on a single layer on the floor. Stacking them would have posed a cross-contamination risk of residual oils dripping from a die onto the one below it. Moreover, stacked storage can facilitate metal grit transfer that leads to future product defects. 

However, putting them in a single row on the floor also took up a tremendous amount of space that the company could use in more valuable ways. The company invested in custom industrial racks rated for 40,000 pounds of vertical storage per shelf to solve these problems. 

This shelving solution was fully load bearing, meaning people could place items along the shelf rather than only over the support beams. That feature made these shelves more flexible for current and future needs. Warehouse managers should use this example for inspiration regarding how they might capitalize on vertical space too. That solution doesn’t work for every warehouse area, but it often has impressive effects when deployed strategically. 

Develop a Digital Twin for Better Warehouse Space Utilization

Many people wish they could gaze into the future before making significant changes to a warehouse. Some efforts that seem like the most appropriate options on the surface ultimately fall short because of unforeseen factors. However, people can use modeling and simulations to reduce the chances of such undesirable realities. For example, some logistics professionals use models to optimize their processes and explore new business opportunities. 

One possibility is to create a digital twin of the warehouse, then run various simulations through it before implementing them in real life. A digital twin is a highly realistic, computerized model of a physical asset or location. It could help people experiment with different layouts and how they each affect warehouse space utilization. Perhaps the warehouse currently has a U-shaped flow, but managers believe an I-shaped flow would better support the facilities’ ongoing growth. 

The digital twin could also prevent costly mistakes. McKinsey data indicated warehouses spend approximately $350 billion per year on warehousing. However, the company’s research also showed digital twins could cause a 20-25% increase in efficiency. The businesses test changes in the simulated environment, then get confirmation of which alterations would be most profitable or otherwise beneficial. 

People can see the optimal slotting and production flows or understand how equipment positioning positively or negatively affects overall workflows. Visualizing such details with the mind alone can be challenging. However, digital twins provide the visibility individuals need to identify problem areas and the best ways to cause lasting improvements. 

Warehouse Improvements Take Time But Are Worthwhile 

Revamping a warehouse can wholly change how people use the facility. However, such efforts require significant resources and dedication from individuals at all levels of the organization. Setting periodic milestones for everyone to aim for can be an excellent way to keep people motivated. Adjusting to changes isn’t always easy, but it becomes more manageable when it’s obvious every decision is an action that pushes the organization closer to an overarching goal. 

 

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ProMat 2023: Logistic Solutions for the Circular Economy 

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Breaking new ground by developing tailor-made products that meet the circular economy and customers’ individual requirements – that’s what drives Cabka. The market leader for reusable transport packaging made of recycled plastic will be presenting its broad portfolio of large load carriers and pallets at ProMAT in Chicago (March 20-23, 2023) at booth S4149.

ProMat is an ideal platform for Cabka’s large load carriers and pallets, which combine innovation and sustainability. Cabka’s vision is that logistics not only moves goods, but can fundamentally change storage and transport processes – with benefits for both customers and the environment. That’s why the company focuses on reusable and durable products made from recycled plastics. This not only saves the user energy, transport and storage costs, but also helps to address the growing need for companies to reduce their scope 3 emissions for Green House Gasses (GHG). To achieve this, Cabka’s development team is continuously working on intelligent product design with lightweight, resource-saving and volume-reduced solutions. 

Safe transport of goods

One highlight in Chicago is the Retail US5 order picking pallet, which makes the transfer of goods more cost-efficient, safer and more sustainable. It replaces the traditional wooden pallets for transporting goods between the distribution center and the sales floor. It is compatible with existing retail nestable pallets and available with special dog bone feet. The solution does not require the usual runners and therefore offers significant advantages.

As a nestable and thus volume-saving load carrier, this pallet reduces both warehouse and transport costs. The Retail US5 is robust, durable and significantly exceeds the usual service life of GMA-pallets. The pallets are also convincing in terms of occupational safety with their smooth and clean surface and beveled edges. The light-weight design facilitates manual lifting and stacking. It also avoids excessive strain on the backs of employees during lifting and carrying work. 

In terms of environmental protection, the load carriers score with their resource-saving construction made of recycled plastic and the fact that the material cycle is closed at the end of their useful life. Other properties ensure that the commercial pallet offers a significantly lower carbon footprint in its application compared to a wooden pallet: low tare weight, volume-reduced return transport and long service life.

The Retail US5 is available in GMA-pallet dimensions of 40 x 48 inch, weighs 23 lbs and can carry loads of up to 3,000 lbs. 

Enabling the circular economy 

Another novelty at the Cabka booth is the CabCube 4840. The superior product protection offered by the units results in lower product damage and waste. This large container features a two-piece sleeve for improved handling. The foldable case is simply stored between pallet and lid for the return of empties. The four-piece CabCube remains together as a closed packaging unit. With its high foldability ratio, it assures savings in space and freight costs and increases the efficiency in return logistics. 

The two-piece C-folding sleeves are ideal for ergonomic loading. The four grips make it easy to lift the lid from all sides, the bottom support has eight feet. CabCube 4840 is designed for supplier industries in all sectors and is ideal for distributing and storing large and lightweight parts. The large container has dimensions of 48 x 40 x 48 inch and an internal volume of 247 gallons.

Users can reduce their logistics and warehousing costs with the clever Cabka solution and protect the environment at the same time: The CabCube 4840 is injection-moulded from 100% recyclable high-quality plastics and is designed for extreme reusability. This makes it durable, robust and sustainable at the same time. 

For the first time Cabka will also show a CabCube on wheels at the fair. The wheels make it easy to move the CabCube around the warehouse, shop or production hall without using a forklift or hand pallet truck.

About Cabka

Cabka is in the business of recycling plastics from post-consumer and post-industrial waste into innovative reusable pallets- and large container solutions enhancing logistics chain sustainability. Cabka is leading the industry in its integrated approach closing the loop from waste to recycling to manufacturing. Backed by its own innovation center in Valencia it has industry knowledge, capability and capacity of making maximum use bringing recycled plastics back in the production loop at attractive returns. Cabka is fully equipped to exploit the full value chain from waste to end-products. 

Cabka has an employee capacity of about 700 people in Europe and the US. The company is recycling 150 kton of plastics into about 10 million pallets and 200,000 large containers realizing €171m in revenues in 2021.

Cabka is listed at Euronext Amsterdam as of 1 March 2022 under the CABKA ticker with international securities identification number NL00150000S7.

 

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A MIGHTY WIND: New Components and Requirements for Port Projects in 2023 are Obvious

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The time has come to stop thinking about port projects in the same way we once did. Everything has changed and with an abundance of funding, port projects in 2023 will include many new components.

Over the last several years, shifting economic and environmental conditions have significantly impacted ports. New challenges along with new funding criteria have forced port officials to focus intently and invest heavily in projects that deliver resilience, sustainability, and accessibility in port infrastructure.

New types of projects can be observed as federal funding is awarded for upcoming projects at U.S. ports. The USDOT’s Maritime Administration recently allocated $703 million for 41 port projects in 23 states that all contain components related to reducing carbon emissions and promoting renewable energy. A combined $100 million was also recently awarded to initiatives in a relatively new area of investment: offshore wind production. This new vein of federal investment results from the country’s 2030 goal to deliver 30 gigawatts of offshore wind energy. That goal, when reached, will provide enough to power 10 million homes with renewable energy.  

State governments are also promoting new types of port projects through new funding criteria. Infrastructure funding from all sources is beginning to carry many of the same requirements. 

On Dec. 20, the Massachusetts governor announced $75 million in state funding for offshore wind projects at the Port of New Bedford. As a global hub for commercial fishing, the port already has a robust, fully developed supply chain in place so the upcoming projects will support site redevelopment, terminal expansion, and logistical improvement projects to accommodate offshore wind. New England’s largest offshore wind project will help generate and deliver enough clean energy to power approximately 750,000 homes. 

California is also reshaping its port infrastructure to accommodate offshore wind production. In mid-December, officials approved a new state plan for battling climate change which encourages development of offshore wind power at port sites. 

Offshore wind developments were announced in New Jersey recently. The New Jersey Economic Development Authority has reached a lease agreement with the second of two private companies for a wind port. The leases highlight a major tenet of the state’s commitment to reconfiguring port infrastructure for sustainability. The goal of these first two initiatives is to yield enough clean energy to power more than 700,000 homes. To confirm the future direction, six leases to operate wind ports in New Jersey and New York were auctioned off to private sector partners for a combined $4.37 billion.

Perhaps bolstered by private sector enthusiasm, the state of New York has adopted an extremely ambitious iteration of new port plans. State officials will invest in developing nine gigawatts of offshore wind energy–enough to generate clean energy to power millions of homes in the future. 

A $48 million wind terminal project has been announced for Staten Island this year. Federal funding has been secured and construction will launch later in 2023. The project will require dredging of 740,000 cubic yards and the deepening of a ship basin that will adjoin an offshore wind staging and assembly facility. 

Five counties within the Chesapeake Bay area of Maryland will launch a feasibility study related to a planned regional passenger ferry service. Funding from the tourism bureau will support the consortium and the initiative. The feasibility study will identify sites for eventual construction of ferry terminals throughout the region and recommendations will be used to scope both the timeline and budget for the project. 

A $1.8 billion project in Louisiana is slated for launch in 2025. The Port of New Orleans will build a new port container facility designed to support the growth of advanced manufacturing, agribusiness, and energy sectors. The new container terminal will be located on a 1,200-acre parcel in St. Bernard Parish and the objective will be to create a logistical nerve center for port operations which will expand access to global markets. Components of the project will include stormwater drainage and natural buffers between the port and nearby residential communities. 

A Grays Harbor Terminal 4 expansion and redevelopment project in Washington will carry a $47 million price tag. Currently in preconstruction phase, the project will be designed to facilitate flow of cargo through an international shipping complex. Several construction components will improve the port’s operational efficiencies, with particular emphasis on the process of exporting regional agricultural products. A second agricultural ship loader will also be required. 

In California, the Port of Long Beach will launch a $200 million project designed to mitigate the risks of climate change. The project’s objective is to embed resilience and sustainability into future port operations. It will include construction of a new electric substation to power dredging equipment to reduce carbon emissions otherwise tied to dredging. Port officials may also begin reusing dredged sediment for building leasable terminal space which could offset future port expenditures. 

Late in 2022, USDOT’s Maritime Administration issued a notice of funding opportunity. This year, another $662 million in grant funding will be available for U.S. port projects that are designed for long-term value. From planning document scrutiny, it appears that funding from all sources will continue to support the basic tenants of the projects described in this column. This new vision for future port infrastructure projects is worthy of note. 

Mary Scott Nabers is president/CEO of Strategic Partnerships, Inc., a full-service business development firm specializing in procurement consulting, government affairs, research, and public-private partnerships. She founded SPI after co-founding Gemini Global Group and, before that, serving as a statewide office holder in Texas.

ROI 3PL distribution chargers made4net “largely making compromises between the way a warehouse wants to work and the way the system allows the warehouse to work,” logistics gather business
Archives, Education, Global Logistics, Global Trade Daily, Warehousing

Top 5 Ways to Increase your Warehouse ROI 

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There are a few things top-performing SMB warehouses have in common, and one thing they all have in common. 

That is, they optimize their operations and resources to get more from what they have, focusing on boosting their daily warehouse ROI. 

To get the most from your growing warehouse, you need to improve accuracy, reduce mistakes and waste, save time, and identify ways to get more from your resources. This list outlines the top 5 things you can start doing today to improve ROI from your warehouse. 

Warehouse ROI is based on working efficiently and having the right systems in place to capture and check data — and this starts with having the right systems in place. 

No logistics company operates in a vacuum, and having a cloud-based warehouse management system (WMS) gives you the opportunity to connect with and streamline data sharing between you, your customers and your supply chain partners. 

5 ways to increase your warehouse ROI 

  1. Integrate your WMS/TMS software for seamless data flow 

It’s essential to consider how information flows in and out of your warehouse, and who else you need to communicate with in your supply chain in order to streamline incoming and outgoing stock. This provides greater transparency across the supply chain for everyone involved. 

Having a fully integrated cloud-based WMS and TMS gives you an enormous boost in terms of efficiently sharing data and optimizing workflows around order acceptance and dispatch. For instance, you can optimize your beyond the warehouse by using delivery addresses and routes to pick and pack orders based on delivery routes. 

You can even delight customers and partners by streamlining incoming and outgoing orders through cross-docking. A WMS app equipped for cross-docking gives you oversight of incoming and outgoing orders by simply using barcode scanning to accept stock, sort, and allocate to a new delivery run — all from the palm of your hand, and directly from the dock. 

  1. Keep inventory records up to date 

Using a cloud-based WMS and mobile app to capture, record and track incoming orders, stock movement records and outgoing orders gives you greater accuracy, simplifies reporting, and having the correct data for planning. 

When looking at increasing warehouse return on investment, the more you can save time, optimize processes, and simplify workflows — the more you can achieve in a day, and the greater ability you have to scale up your business.

Keep your records up to date across multiple platforms and users with automated processes to boost ROI. 

– Allocate orders for picking and track orders as they progress 

– Update stock reports in real time 

– Automate rate calculations as stock is accepted, moved, and picked – Provide customer 24/7 access to up to date reports from their own customer dashboard 

  1. Save time and earn more? That’s right. 

Did you know you can reduce admin hours by 40-60 hours a week, while increasing your daily output, with automating invoicing and rates? 

Using a WMS with automated rate calculations also allows you to set complex rate cards for various customers, services, seasons, or other factors — ensuring you capture all billable charges — from sliging rate to ad hoc charges, and levys as well, without the time needed to manually calculate each charge. 

  1. Implement barcode label scanning 

A simple way to increase your ROI is to reduce mistakes and mispicks. Using barcode scanning to identify warehouse locations and confirm the items being picked increases accuracy across your warehouse operations, with ease. 

Simply scan locations and inventory during warehouse put away and order picking for an added layer of certainty at each step. It provides a safety net, where mistakes are rectified in the moment, increasing your daily accuracy and ensuring smoother warehouse operations. 

Want to know more about barcodes in your warehouse? Check out this article on everything you need to know about warehouse barcode scanning. 

  1. Use warehouse locations 

The layout of your warehouse can make a huge impact on productivity, speed of order fulfillment, and how to optimize storage rates. 

It can also help you to optimize other workflows like inventory put away and order picking. Depending on the goods you store and the services your warehouse offers, there are different ways to optimize your space. This mainly comes down to allocating storage locations for accurate identification and optimizing storage by how often or how soon the goods will be needed.

Depending on the goods you store, you might want to store goods by batch; First in, First out (FIFO), or First Expired, First Out (FEFO), by temperature zone, or by using Replenishment to store fast-moving goods in easy-to-access locations. 

To find out more about increasing your return on investment for your warehouse operations, or to learn more about our easy to use, cloud-based WMS, speak to the friendly team at CartonCloud today. 

Start optimizing your operations and increase your warehouse ROI today.

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Archives, Education, Global Logistics, Global Trade Daily

Streamline Your Delivery Process with These 11 Tips

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Revamp your logistics game with 11 tips to maximize delivery efficiency and create a competitive edge in the market. From live answering services to investing in digital tools, these strategies will streamline your processes, foster customer trust, and enhance your business’s reputation.

Your success in logistics hinges on delivery efficiency. Taking orders is only the first step in a much larger process; after that, it is up to you to get your products and services delivered on time and in proper condition. For this reason, investing heavily in the delivery process is crucial to staying competitive. This includes everything from choosing the right equipment and software to training employees.

A live answering service is one of the most effective ways to increase delivery efficiency. This strategy enhances customer communication, fosters trust, manages expectations, and prevents costly mistakes. Take advantage of this opportunity to optimize your logistics operations. To help you maximize delivery efficiency, here are 11 tips to streamline the process.

  1. Automation

These days, you can leverage automation to improve your core processes, drastically cut costs, improve customer satisfaction, and streamline every aspect of your operations. Whether you use robotic process automation (RPA) or artificial intelligence (AI), automation can improve your warehouse management and inventory tracking, picking, packing, and shipping processes. 

Automation can also help optimize routes, reduce delivery times, and track progress. For example, route optimization software can help plan each delivery quickly and accurately, converting addresses into GPS coordinates so drivers can take the most efficient routes possible. With up-to-date traffic information, route optimization eliminates unnecessary stops and saves time and fuel costs.

  1. Data Analysis and Utilization

Data analysis enables your organization to better understand customer trends, supply chain processes, and other components of your operations that may hamper your ability to deliver on time. By analyzing data, you can identify areas for improvement and create strategies for making it happen. For instance, you can track how long an item spends in the warehouse and compare this to your average order processing time. You can also determine how often orders are delayed or damaged during shipping, which can help identify bottlenecks. Once these issues have been identified, you can change, improve efficiency and reduce frustration.

  1. Effective Planning and Process Streamlining

In logistics, everything comes down to proper planning. Create detailed plans for each delivery, including the route and expected delivery time. Include contingencies and alternative delivery methods in these plans if unexpected delays or incidents happen. Consider using predictive analytics to expect potential delays or issues so that you can adjust your plans accordingly.

  1. Adoption of Technological Solutions

Technology is key to improving communication, tracking, and customer service and always looking for ways to upgrade your current tools. For example, consider using mobile applications to track shipments and provide real-time updates to customers and employ technologies such as the Internet of Things to help with asset tracking and warehouse management. Consider investing in state-of-the-art vehicle tracking systems, improved packaging materials, or automated pick-and-pack solutions that further streamline your operations.

  1. Strategic Partnership Development

Consider partnering with third-party logistics providers to take advantage of their expertise and resources. Partnerships can help cut costs, optimize routes, and get products to customers faster. Explore different fulfillment methods, such as drop shipping or third-party warehousing services, to reduce costs associated with running your warehouse facilities.

  1. Streamlining Delivery Operations

In today’s competitive landscape, every element of your logistic chain needs to be managed carefully to ensure maximum delivery efficiency. By implementing strategies that streamline processes, like using automated systems or leveraging AI technologies, you can reduce costs while improving the speed and accuracy of your deliveries. Start looking for ways to streamline processes, from order management and fulfillment to shipping and customer service, which should help reduce costs and improve customer satisfaction.

  1. Selection of Appropriate Delivery Equipment

Your choice of delivery equipment will significantly impact how efficient your deliveries are. Choose materials that are light, easy to maintain, and have better ergonomics to make it easier for your employees to carry and move things.

  1. Quality Control Implementation

Quality control helps ensure that your orders are delivered on time and in the right condition. This means that your products and services need to be checked and tested regularly, using methods like visual or functional inspections, sampling, and statistical process control to ensure they meet the high standards your customers expect.

  1. Upgrading the Delivery Fleet

Consider investing in vehicles with better fuel efficiency and improved safety features or switching to alternative vehicles, such as electric or hybrid ones, to reduce emissions and fuel costs. Although this can represent a big initial expense, it can save your business money on fuel and increase delivery efficiency in the long run.

  1. Integration of Live Answering and Customer Service Centers

A live answering service or order entry center enables your customers to place orders quickly while providing helpful, friendly advice and responding to inquiries. Instead of waiting on hold, your customers will get personalized support, satisfied that you are taking their concerns seriously. They can also help automate follow-up tasks such as shipping notifications or product replacements. This combination of automation and personalized service speeds up the delivery process and reduces overall costs.

  1. Employee Training and Development

Ensure that your staff, including rivers, warehouse staff, and customer service representatives, have been adequately trained on the latest technologies and processes. Offer them ongoing education to keep them up-to-date on current industry trends and developments. With the proper training and education, your team will be better equipped to efficiently manage orders, anticipate issues, and quickly resolve problems.

Customers should know that when they place an order with you, they can trust you to deliver. Ensuring that all orders are delivered on time and in good condition is key to strengthening your business’s reputation. Look at your current processes, and strive to understand what works and doesn’t. Work to develop strategies to enhance every aspect of the delivery process, from investing in digital tools and technology to streamlining processes, providing training for employees, and finding innovative solutions for last-mile delivery. By following these tips, you can maximize delivery efficiency, save time and money, and create a competitive edge in the market. Remember, a well-optimized delivery process is good for business and builds long-term relationships with customers.

Author Bio

Jo-Ann Fussell is the CFO and owner/operator of Voice Link, a virtual receptionist company providing the highest quality live answering service, order entry, and customer service center services. Fussel has 31 years’ experience in finance and information technology and is a Magna Cum Laude graduate of Columbus State University, licensed CPA, Certified Key Performance Indicator Professional, and a mother of two Eagle Scouts.

 

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Archives, Global Logistics, Global Trade Daily

Technology in Transportation, Warehouse and eCommerce Services

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Logistics is one of the oldest and largest industries in the world. The industry has becoming saturated with additional new companies each year, resulting prices becoming like commodity items, where Profit and Cost can be measured. We now live in a digital era in which platform business models like Uber, Amazon, and Airbnb have proven effective and disrupted traditional business model. Working on a platform enables each company to collaborate and cooperate with others to share resources and be more adaptable to future market demands. Airbnb, for example, does not need to buy property to run its rental business, and instead, they are able to collaborate and cooperate with existing real estate owners to become one global real estate rental ecosystem. 

The logistics industry, whose job as an Intermediate is next to be transformed into a platform business model. Shippers/consumers are able to place shipment on logistics platform, by passing conventional forwarders. The industry is still operating in linear-sequences and offline-environments, where each interaction and transaction need to be coordinated by human and paperwork documents that travel from one operation to the next. Currently, companies when serving its consumers are not directly connected and interacted to each other, there are too many delays in communication and response. As a result, operation, marketing and administration cost becomes expensive with low efficiency to fill unused resources.

The shifting age bracket of older to younger in population preferring technology platforms when shopping for their necessities has created a new variation of consumption and impacted new logistics service requirements. The business world has become online and logistics needs to be dynamic with creative services in providing digital requirements. New products introduction is now promoted via live streaming instead of paper publication, resulting product market trends to become shorter. The logistics company can no longer afford to work manually and independently to catch up to the fast-moving market requirements. 

Logistics business systems have always been operated in linear-and-sequential processes for ages. Each process needs to wait for a completion of prior operation with proof of paper document, making the industry become slow moving, un-productive with redundancy and unable to keep up with digital consumer. Sales needs to generate work orders to be reviewed by the supervisor before operation is able to start. An invoicing need to wait for delivery paperwork to return and be reviewed by the supervisor before billing can be processed and sent to its customers. Inventory level only can be recorded after warehouse operation returns paperwork to administration to be reviewed. It has too many unnecessary and overlapping manual procedures resulted operation cost becoming expensive and respond to customer inquiry and requirement becoming slow.

Under a single platform, it offers interconnected Domestic Land-International air transportation-eCommerce logistics-Warehouse services. Each logistics function has a standard operating procedure document, which is controlled by algorithms sent to the parties involved. The end-to-end workflow process is made easy and effective with integrated services and standardization digitize documents. To set up the process, information about incoming sales orders is automatically provided to sales and operations at the same time. Direct digital transmission of the finished operation document is made to the shipper for evaluation and the transporter accounting for billing preparation. Once the warehouse operator presses the finish button on their mobile device, the inventory level is updated automatically. 

With a proper set up where functions and services are interconnected enable domestic and international information distributed seamlessly from one operation to another in real time. For example, during export shipment customs handling operation at origin airport when documents and final weights are verified and cleared by customs, the algorithm will automatically send an online notification and email pre-alert of incoming documents to the transporter at destination for them to download via email or online download menu with reference to work order number. 

Transporter-at-destination can immediately begin pre-customs procedures to expedite shipment clearance at the airport prior to shipment arrival. With real-time response, it reduces shipment delays and unnecessary extra expenditures at destination. When a shipment is cleared by customs, an algorithm distributes information automatically to assign driver mobile devices with detailed shipment to pick up and delivery route to consignee final address. 

The way we used to work with human and paper resources will not carry us to the next era. Updating the schedule of fleet rotation, pricing scheme, counting load level of incoming shipment into vehicle using excel format and paper are no longer sufficient. The final report takes longer because we have to repeatedly redo-and-review numbers and documents. 

The Covid-19 pandemic not only led to global lockdowns, halted commercial activities, but our social and business life suffered for more than two years. Many new regulations and workforces were implemented that were difficult to adapt and created more expenses to our daily life. Now, we are gradually ready to travel and explore the world again. Many countries are open, airplanes are now flying, and the tourism and trades industries are now in revival mode. World countries are busy preparing and accepting incoming tourists. Example, Thailand, a country which generated more than 12% of GDP from tourism, now allows visitors to come by Air, Rail and Ocean without any covid checked. Travelers besides sightseeing and to relax, they also spend money to buy souvenirs to bring back home for loved ones, or to re-sell products in their home country at eCommerce sites.

We all recognize difficulties to bring parcel from foreign country back home, beside needing to pay extra charges of baggage overweight to airline, traveler/shipper needs to pay duty and taxes in their home country. Even worse, some travelers who don’t understand their home country’s customs regulations end up paying a penalty or items that need to be destroyed. It is a big challenge to even business/individuals who resell products at ecommerce sites. How do they buy a repeat order or buy newer items? Do they keep flying back and forth to purchase and hand carry products to their home country? 

With more people now buying products online, eCommerce transactions are expected to grow at a higher rate than traditional brick and mortar transactions. People in the US or Europe who frequently search and shop for products made from other countries can instead buy products directly from where it is made, compare prices, make a purchase and tell a platform where to pick up and send to their home address. This is a new level of shopping experience with online eCommerce logistics that follow a moving market trend. 

Currently more than 64% people are connected to internet with majority via smart phones to a world-wide-web. The large share of businesses and households owning computers in developed countries has exceeded 80% along with more than six billion smartphone users worldwide. Furthermore, in each country, tens of thousands of independent logistics companies and millions of SME (Small and Medium Enterprise) consumer shippers have presented a platform business model with an adequate quantity of potential users.  

Working with an algorithm is like operating with a machine that operates continuously and produces results that are quicker, more accurate, and more productivity than human’s capabilities. The logistics industry sector with its linear and off-line business methods needs to transform manual, paper-based, and offline business procedures. Technology and algorithm have changed every aspect of our business and social life. Those who know how to Create-Design-Execute digital innovation, transform manual-to-become-autonomous, with limited human interference, are the ones who will become a winner in their industry. Written by: Eddy Syaifulah, is a founder of technology company.