Advanced software solutions that incorporate artificial intelligence, digital twins, and more are helping companies get a better handle on inventory management.
Victoria Kickham, an editor at large for Supply Chain Quarterly, started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for Supply Chain Quarterly's sister publication, DC Velocity.
The supply chain chaos of the past few years has shone a light on inventory and the need for shippers and third-party logistics service providers (3PLs) to get it just right in order to best manage their supply chains and maintain high service levels. Technology continues to be a key tool in addressing the challenge, and two recent projects illustrate ways in which organizations are using advanced software and hardware solutions to increase accuracy and optimize inventory levels. Here’s how.
AI TO THE RESCUE
Third-party logistics service company Barrett Distribution Centers was looking for a way to improve inventory monitoring across its warehouse network. The company operates more than 25 facilities nationwide, serving clients across a range of industries—including apparel and footwear, health and beauty, consumer packaged goods, and consumer electronics. Associates had been using forklifts and scanners to manually track and manage inventory, a process that was becoming increasingly difficult due to the 3PL’s growing e-commerce volumes, which require close inventory tracking to fill individual shipments. Managers wanted to augment the manual process with a technology-based solution that could reduce the company’s reliance on both equipment and labor.
The answer came from Pittsburgh-based warehouse automation company Gather AI, which combines artificial intelligence (AI), machine learning (ML), and analytics to create a drone-powered inventory monitoring system that is helping users improve inventory accuracy, boost productivity, and increase the bottom line. To launch the project, the tech firm digitally mapped Barrett’s warehouses so that the drones could fly autonomously and so that Barrett could use them to conduct regular inventory monitoring, a process that would cut back on the number of forklifts and warehouse associates required for cycle counting.
Under the new process, the drones photograph pallet locations in the warehouse, and Gather AI’s ML algorithms then decipher the barcodes and text from the images, comparing what’s read with what’s logged in Barrett’s warehouse management system (WMS). Warehouse managers can view results from a web dashboard.
Gather AI says the process is 15 times faster than manual cycle counting and provides real-time access to inventory data—which allows warehouse managers to more easily identify and address inventory exceptions.
Barrett is using the drone solution at six of its warehouses and is seeing strong results, according to Jim Rapoza, vice president of business process optimization. Since implementing the project in 2022, at one location alone Barrett has reallocated six cycle counters to more value-added tasks and has eliminated $250,000 in material handling equipment. On top of that, inventory accuracy has improved by up to 70%, according to both Barrett Distribution and Gather AI.
SLOTTING FOR OPTIMIZATION
Medical device manufacturer Boston Scientific needed a better way to manage the growing number of stock-keeping units (SKUs) at its nearly 600,000-square-foot distribution center (DC) in Quincy, Massachusetts. Upwards of 10,000 SKUs are housed in a variety of racking systems at the DC, including bulk floor pallet locations for the fastest-moving items, case flow racks, and wire deck shelves. DC associates primarily perform individual picks—also called “each picks”—to fulfill orders, which can require considerable travel throughout the facility. Company leaders wanted to create a more flexible inventory slotting solution that would address those issues and lead to more effective, efficient overall operations.
Boston Scientific turned to logistics automation and software company Fortna and its OptiSlot DC software to tackle the problem. But they had to put some initial slotting strategies into place first. A “slot” is a shelf or portion of a shelf where items sit in the warehouse. Slotting is the process of determining the best slot for all of the items a warehouse ships. For example, fast-moving items may be placed in easier-to-access locations—perhaps closer to the loading dock for faster loading.
Leaders at Boston Scientific began by splitting the DC into four areas and optimizing inventory zone by zone. Next, products were grouped and slotted for easier picking, putaway, and replenishment. They also looked for opportunities to improve overall picking productivity by:
Optimizing pick paths to reduce travel throughout the DC;
Reducing the need for workers to bend and reach by implementing “golden zone slotting,” a technique in which high-velocity items are assigned to locations at chest height, making it easier for associates to pick quickly while also supporting more ergonomic picking;
Improving space utilization and reducing the number of overall replenishments by improving the slotted capacity in active forward pick and minimizing the overstock in reserve.
The next step was applying Fortna’s slotting optimization software, which allowed project leaders to factor in goals, rules, and constraints to meet objectives; weigh the importance of each objective; and compare potential scenarios. OptiSlot does this by the use of digital-twin technology, which allows managers to replicate their warehouse layouts and view or test potential results before dedicating the labor to implement a particular solution.
Ultimately, Boston Scientific selected an optimization scenario that grouped certain specialty items together; implemented golden-zone slotting to boost productivity and improve ergonomics; and moved its fastest “cube-moving” items to larger, prime locations that would reduce travel and replenishment. Cube movement refers to high-volume items that take up more space in the warehouse, according to Fortna’s vice president of software, Will King. Moving such items from a smaller space to a larger one—from a hand-stack area to a pallet location, for example—reduces the need to replenish those areas frequently, cutting back on work and raising productivity.
Applying the process to a portion of the warehouse in 2022 yielded immediate results, including:
A reduction of 135 replenishments per week, or about 12% of the total;
Improved space utilization, with an overall storage capacity increase of 1.6%;
A reduction in travel distances that amounted to nearly 1 million fewer feet traveled within the DC per week.
Project manager Dan Hamilton, of Boston Scientific, touted the results in a statement describing the project earlier this year.
“Prior to [implementing] OptiSlot, our slotting tool was a very cumbersome, manual Excel-based tool—so we were limited with what we could achieve,” he said. “With OptiSlot, we’re now able to seamlessly layer in as much data (including custom data) from as many different sources as we want, and the flexibility and adjustability of the tool allows us to analyze as many different rules, goals, constraints, and ‘what if’ scenarios as we want. Slotting-move plans—spanning up to thousands of moves—and comparative reports come back in a matter of minutes, with planned out multi-chain move sets ready to go. We’ve only just begun to scratch the surface of the capabilities of this tool, and we are already reaping considerable operational benefits.”
More companies are likely to follow suit as inventory remains a key issue across the logistics landscape. In the spring of 2023, the Logistics Managers Index—which tracks industry performance across a range of measures—showed contraction in inventory levels for the first time in more than six years and predicted lower levels over the next 12 months—signs that companies are working through the glut of inventory that plagued the industry in early 2022 and are trying to get a better handle on it in the years ahead.
Editor’s note: This article originally appeared in the August 2023 issue of DC Velocity.
Supply Chain Xchange Executive Editor Susan Lacefield moderates a panel discussion with Supply Chain Xchange's Outstanding Women in Supply Chain Award Winners (from left to right) Annette Danek-Akey, Sherry Harriman, Leslie O'Regan, and Ammie McAsey.
Supply Chain Xchange recognized four women who have made significant contributions to the supply chain management profession today with its second annual Outstanding Women in Supply Chain Award. The award winners include Annette Danek-Akey, Chief Supply Chain Officer at Barnes & Noble; Sherry Harriman, Senior Vice President of Logistics and Supply Chain for Academy Sports + Outdoors; Leslie O’Regan, Director of Product Management for DC Systems & 3PLs at American Eagle Outfitters; and Ammie McAsey, Senior Vice President of Customer Distribution Experience for McKesson’s U.S. Pharmaceutical division.
Throughout their careers, these four supply chain executive have demonstrated strategic thinking, innovative problem solving, and effective leadership as well as a commitment to giving back to the profession.
The awards were presented at the Council of Supply Chain Management Professionals (CSCMP) annual EDGE Conference in Nashville, Tenn. In addition to the awards presentation, the leaders discussed their leadership philosophies and career path during a panel discussion at the EDGE conference.
The surge of “nearshoring” supply chains from China to Mexico offers obvious benefits in cost, geography, and shipping time, as long as U.S. companies are realistic about smoothing out the challenges of the burgeoning trend, according to a panel today at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
Those challenges span a list including: developing infrastructure, weak security, manual processes, and shifting regulations, speakers said in a session titled “Nearshoring: Transforming Surface Transportation in the U.S.”
For example, a recent Mexican government rail expansion added lines to tourist destinations in Cancun instead of freight capacity in the Southwest, said panelist Edward Habe, Vice President of Mexico Sales, for Averitt. Truckload cargo inspections may rely on a single person looking at paper filings on the border, instead of a 24/7 online system, said Bob McCloskey, Director for Logistics and Distribution at Clarios, LLC. And business partners inside Mexico often have undisclosed tier-two, tier-three, and tier-four relationships that are difficult to track from the U.S., said Beth Kussatz, Manager of Northern American Network Design & Implementation, Deere & Co.
Still, dedicated companies can work with Mexican authorities, regulators, and providers to overcome those bottlenecks with clever solutions, the panelists agreed. “Don’t be afraid,” Habe said. “It just makes sense in today’s world, the local regionalization of manufacturing. It’s in our interest that this works.”
A quick reaction in the first 24 hours is critical for keeping your business running after a cyberattack, according to Estes Express Lines, the less than truckload (LTL) carrier whose computer systems were struck by hackers in October, 2023.
Immediately after discovering the breach, the company cut off their internet, called in a third-party information technology (IT) support team, and then used their only remaining tools—employees’ personal email and phone contacts—to start reaching out to their shipper clients. The message on Day One: even though the company was reduced to running the business with paper and pencil instead of computers, they were still picking up loads on time with trucks.
“Customers never want to hear bad news, but they really don’t want to hear bad news from someone other than you,” the company’s president and COO, Webb Estes, said in a session today at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
After five or six painful days, Estes transitioned from paper back to computers. But they continued sending clients daily video updates from their president, and putting their chief information officer on conference calls to answer specific questions.
Although lawyers had advised them not to be so open, the strategy worked. It took 19 days to get all computer systems running again, but at the end of the first month they had returned to 85% of their original client list, and now have 99% back, Estes said in the session called “Hackers are Always Probing: Cybersecurity Recovery and Prevention Lessons Learned.”
As the final hours tick away before a potential longshoreman’s strike begins at midnight on the U.S. East and Gulf coasts, experts say the ripples of that move could roll across the entire U.S. supply chains for weeks.
While some of the nation’s largest retailers were able to pull their imports forward in recent weeks to soften the blow, “the average supply chain is ill-prepared for this,” Tom Nightingale, the former CEO of AFS Logistics, said in a panel discussion today at the Council of Supply Chain Management Professionals (CSCMP)’s EDGE Conference in Nashville.
Despite that grim prognosis, a strike seems virtually unavoidable, CSCMP President & CEO Mark Baxa said from the stage. At latest report, the White House had declined to force the feuding parties back into arbitration through its executive power, and a voluntary last-minute session had failed to unite the International Longshoremen’s Association (ILA)’s 45,000 union members with the United States Maritime Alliance that manages the 36 ports covered under their expiring contract.
The ultimate impact of a resulting strike will depend largely on how long it lasts, the panelists said. With a massive flow of 140,000 twenty foot equivalent units (TEUs) of shipping containers moving through the two coasts each week, each day of a strike will require 7 to 10 days of recovery for most types of goods, Nightingale said.
Shippers are desperately seeking coping mechanisms, but at this point the damage will add up fast, whether a strike lasts for an optimistic “option A” of just 48 to 72 hours, a pessimistic “Option B” of 7 to 10 days, or even longer, agreed Jon Monroe, president of Jon Monroe Consulting.
The first full day of CSCMP’s EDGE 2024 conference ended with the telling of a great American story.
Author and entrepreneur Fawn Weaver explained how she stumbled across the little-known story of Nathan “Nearest” Green and, in deciding to tell that story, launched the fastest-growing and most award-winning whiskey brand of the past five years—and how she also became the first African American woman to lead a major spirits company.
Weaver is CEO of Uncle Nearest Premium Whiskey, a company she founded in 2016 and that is part of her larger private investment business, Grant Sidney, Inc. Weaver told the story of Uncle Nearest—as Nathan Green was known in his hometown of Lynchburg, Tenn.—to Agile Business Media & Events Chairman Mitch MacDonald, in a keynote interview Monday afternoon.
As it turns out, Green—who was born into slavery and freed after the Civil War—was the first master distiller for the Jack Daniel’s Whiskey brand. His story was well-known among the local descendants of both Daniel and Green, but a mystery in the larger world of bourbon and a missing piece of American history and culture. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
“I believed it was a story of love, honor, and respect,” she told MacDonald during the interview. “I believed it was a great American story.”
Weaver told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest, and has channeled it into an even larger story with the founding of the brand. Today, Uncle Nearest Premium Whiskey is made at a 323-acre distillery in Shelbyville, Tenn.—the first distillery in U.S. history to commemorate an African American and the only major distillery in the world owned and operated by a Black person.
Weaver and MacDonald's wide-ranging discussion covered the barriers Weaver encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she said she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, emphasizing a recent project to fast-track a new Uncle Nearest product in which collaborating with the company’s supply chain partners was vital.
Uncle Nearest Premium Whiskey has earned more than 600 awards, including “World’s Best” by Whisky Magazine two years in a row, the “Double Gold” by San Francisco World Spirits Competition, and Wine Enthusiast’s “Spirit Brand of the Year.”
CSCMP’s EDGE 2024 runs through Wednesday, October 2, at the Gaylord Opryland Hotel & Convention Center in Nashville.