Supply chain technology vendors are increasingly incorporating machine learning into their applications, helping their solutions more accurately understand and react to changing conditions.
One of the biggest developing trends in the logistics technology space is the growing application of machine learning in warehousing and transportation. In fact, something of an arms race has developed among technology providers as they try to leverage machine learning to differentiate their applications.
Machine learning is a branch of artificial intelligence. "Learning" occurs when a machine takes an existing data set, observes the accuracy of the output, and updates its own model so that better outputs will occur. Any machine that does this is using machine learning. It doesn't matter if data science methods are used or not. It does not matter if neural networks or some other form of supervised or unsupervised learning technique is being used. From a user's perspective, it's not necessary to get bogged down on the specific technique.
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[Figure 1] Machine learning can improve algorithms used by warehouse management systemsEnlarge this image
Warehouse applications
Technology providers are already applying machine learning to many areas of the warehouse. Part of what makes warehousing a suitable application for machine learning is the fact that a warehouse operating environment is constantly in flux, especially in today's direct-to-consumer facilities. These facilities must constantly balance the competing priorities of efficiency and responsiveness. At the same time, there are numerous potential constraints on warehouse operations, and it is difficult to predict under which circumstances a given function or resource may become a constraint on throughput. Predictability becomes especially difficult when a facility dynamically introduces orders into an existing workload. Machine learning's ability to adapt to changing conditions in complex environments means that it can produce insights that would not be possible with traditional software.
For example, Manhattan Associates utilizes machine learning within the Order Streaming component of its warehouse management system (WMS) to determine the amount of time required to complete a certain task in a given set of circumstances. The machine learning algorithm reviews past data including type of task, historic duration, and item characteristics. It then identifies which conditions will affect how long it takes to complete a task. The next time that task is assigned, the system can take those conditions into account when estimating how long it will take to complete the task.
As another example, JDA Software is exploring machine learning within its Luminate Warehouse Tasking application to simulate the correlations between multiple attributes (such as congestion and increasing/decreasing demand for a particular resource) and order processing times.
A conceptual illustration of this concept can be seen in Figure 1. It may be thought that the primary factor affecting order processing time is the distance from the dispatch to the pick point. However, the first chart in Figure 1 shows that the predictive ability of that algorithm (shown by the orange line) is not accurate for some of the picks. When the picks are divided into two subsets based on weight, we can see that the accuracy of the algorithm changes. Machine learning can recognize this degradation and create a new input-output relationship that offers a more robust predictive power. Machine learning may determine that distance to dispatch is the determining factor for items under 100 pounds, but that weight is the determining factor for items over 100 pounds.
Machine learning is also currently used in support of warehouse automation. RightPick, the piece-picking solution from RightHand Robotics, encounters a wide range of items and utilizes machine learning to improve its performance based on the prior experience of its robots. RightPick captures an abundance of data from its autonomous picks such as what the robot saw (camera), what it did (including approach and pick method), and what happened (such as success, failure, or placement). This data then feeds convolutional neural networks that enable the robot to distinguish between adjacent items, which help improve picking accuracy. The solution's software intelligence, driven by machine learning, is enabling the robots to pick 50 percent faster than they did a year prior. This productivity improvement is due to having a higher pick-completion ratio and a shorter pick-attempt time. Knapp, an Austria-based warehouse automation provider, also applies machine learning to the piece-picking process. Machine learning supports Knapp's Pick-it-Easy Robot by identifying item shape and determining the best grip method and ideal grip point.
Transportation applications
Machine learning is also becoming increasingly important in transportation management and execution systems. The most notable application is generating a more informed and up-to-date estimated time of arrival (ETA) for shipments. Machine learning is working with real-time visibility solutions to learn more about constraints (such as capacity, regulations, and hours of service) and then using that information to give a much better ETA for shipments to warehouses, stores, and the end customer.
These ETA systems are using a variety of data streams. One emerging data stream involves using Internet of Things (IoT) data from trucks to get a better understanding of driver behavior, such as typical driving speeds and times as well as how they operate in heavily congested areas. Trimble Transportation's True ETA application, for example, takes sensor data from trucks and incorporates hours of service rules to know when, where, and for how long a driver needs to stop. The application also understands that where and when the driver stops will have an impact on the ETA. This is especially true if drivers stop before a major city and will have to endure rush hour traffic once they start driving again.
Other data streams include port data; social, news, events, and weather (SNEW) data; and traffic data. Many TMS companies are partnering with data aggregators such as FourKites, project44, 10-4 Systems, and others to use this data for improved ETAs. This data helps to develop forward-looking transportation plans. JDA is an example of a TMS provider that is bringing in multiple external data sources as part of transportation planning and execution. JDA uses these data streams to better understand potential disruptions in the travel time for shipments. Using machine learning, companies can make more resilient plans that can absorb disruption without making major changes. An example is learning about the downstream effect that a late container at the port has on the overall transportation network and adjusting plans and ETAs accordingly. Most importantly, this information can help companies proactively communicate with customers when a disruption occurs.
Machine learning is playing a role in other aspects of transportation management as well. Companies buy a TMS to achieve freight savings by enabling network simulation and design, load consolidation, lower-cost mode selections, and multi-stop route optimization. Machine learning gives companies the ability to maintain high service levels while achieving these savings. Shippers can learn which carriers meet on-time service levels and which do not, which lanes typically carry more chance for delays, and whether there is an optimal number of stops before shipments become late. Machine learning can aid shippers in better understanding how to drive efficiencies without sacrificing service levels.
Supply chain software companies are in the early stages of learning how to incorporate these technologies into their solutions. The solutions available today will only continue to improve. When a shipper implements a machine-learning solution, its individual solution will improve over time as it accumulates more and more data. Additionally, some supply chain solutions are offered in a many-to-many cloud architecture. These solutions have the ability to improve based upon the data not just of one shipper, but of all the shippers that are using the solution.
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.
Shippers are actively preparing for changes in tariffs and trade policy through steps like analyzing their existing customs data, identifying alternative suppliers, and re-evaluating their cross-border strategies, according to research from logistics provider C.H. Robinson.
They are acting now because survey results show that shippers say the top risk to their supply chains in 2025 is changes in tariffs and trade policy. And nearly 50% say the uncertainty around tariffs and trade policy is already a pain point for them today, the Eden Prairie, Minnesota-based company said.
In a move to answer those concerns, C.H. Robinson says it has been working with its clients by running risk scenarios, building and implementing contingency plans, engineering and executing tariff solutions, and increasing supply chain diversification and agility.
“Having visibility into your full supply chain is no longer a nice-to-have. In 2025, visibility is a competitive differentiator and shippers without the technology and expertise to support real-time data and insights, contingency planning, and quick action will face increased supply chain risks,” Jordan Kass, President of C.H. Robinson Managed Solutions, said in a release.
The company’s survey showed that shippers say the top five ways they are planning for those risks: identifying where they can switch sourcing to save money, analyzing customs data, evaluating cross-border strategies, running risk scenarios, and lowering their dependence on Chinese imports.
President of C.H. Robinson Global Forwarding, Mike Short, said: “In today’s uncertain shipping environment, shippers are looking for ways to reduce their susceptibility to events that impact logistics but are out of their control. By diversifying their supply chains, getting access to the latest information and having a global supply chain partner able to flex with their needs at a moment’s notice, shippers can gain something they don’t always have when disruptions and policy changes occur - options.”
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”