Tariffs and trends are reshaping the logistics landscape in 2025, compelling 3PLs to adapt their strategies.
Efficio: What
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Marina Mayer predicts 2025, the year of the snake, as the
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Meet the winners of this
Fizyr breaks down automated solutions to fill labor gaps.
The Raymond Corporation, enhanced operator tools are transforming
In my column in Food Logistics’ Nov/Dec 2020 issue, I dubbed the year 2020 as the Year of Upended Supply Chains. Then, I dubbed 2021 as the Year of Mended Supply Chains. Although supply chains started to heal, the damage was done, marking 2022 as the State of Grim Supply Chains.
2023 became the Year of Bottlenecks, leaving 2024 to be the Year of the Rabbit, which according to Chinese culture, is a symbol of longevity, peace and prosperity.
This leaves 2025 with being the Year of the Snake.
Yes, I know snakes are slimy, sneaky, slithery and sometimes poisonous. But according to Chinese culture, the snake is said to be the luckiest of the Chinese zodiac signs.
It resembles success and financial luck, both terms the supply chain industry is holding out hopes for after a year of economical uncertainty, geopolitical strife and supply chain disruptions.
What’s more, the Lunar New Year 2025 brings with the arrival of the Wood Snake, a combination that occurs once every
60 years. This unique pairing of the snake, known for its wisdom and transformative energy, with the wood element, symbolizes growth, stability, and creativity.
Animals and Zodiac signs aside, success and financial luck are really in the eye of the beholder. Some industry experts blame inflation and the rise in tariffs as a means to the end, while others continue to optimize their supply chains, implement new technologies and strive to be more sustainably sound.
Some industry experts say dockworker strikes and the Teamster Union strikes will launch an array of attacks against the labor market, while others say stricter regulations pertaining to environmental, social, governance (ESG), food safety, worker safety and more will significantly improve output and better safeguard global supply chains.
However the Year of the Snake slithers, the hopes for success and financial luck should not be lost on you.
Every year will be laden with supply chain disruptions. Every year will experience an up-anddown supply/demand effect. And, every year will be filled with some form of strife, whether it be domestically or globally. But these same years will also be occupied with growth, innovation, enhanced regulation, improved efficiencies, a smarter workforce, a better product, a safer way of doing business. That’s the key to success.
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Axiom Cloud launched Enhanced Compliance Reporting within its artificial intelligence (AI)-powered Early Leak Detection module. This new feature helps grocery retailers and cold storage facilities become “audit-ready” before the EPA begins enforcement of the AIM Act on Jan. 1, 2026.
“With the EPA’s AIM Act enforcement deadline approaching, grocery retailers and cold storage operators need more than just leak detection—they also need to comply with all of the recordkeeping and reporting requirements,” says Amrit Robbins, CEO and co-founder of Axiom Cloud. “Axiom’s Enhanced Compliance Reporting builds upon our best-in-class ELD technology to provide easy-button reports that are available anytime an auditor decides to drop by or a leak must be reported.”
Scan the QR code to learn more https://foodl.me/4uqcyzhx
Hygiena acquired Nexcor Food Safety Technologies, Inc., the creator of KLEANZ and CAMS-PM software solutions for managing sanitation and equipment maintenance in food and beverage manufacturing facilities.
“Effective cleaning and monitoring of facilities with food safety diagnostic testing are essential for quality control and risk mitigation across all food processing environments. With our acquisition of Nexcor software solutions, we plan to integrate our SureTrend analytics platform with KLEANZ’s sanitation software, delivering powerful tools to drive quality improvement, prevent food safety issues and enhance operational efficiencies,” says Steven Nason, CEO of Hygiena. “Hygiena’s extensive global customer base and commercial channels will introduce KLEANZ and CAMS-PM software solutions, along with our integrated SaaS food safety offerings, to a wider audience. This expanded portfolio provides our customers with a streamlined, prevention-focused approach to sanitation and food safety management. With a centralized platform offering comprehensive, real-time solutions, we are empowering businesses to enhance their food safety programs and operational effectiveness worldwide.”
Scan the QR code to learn more https://foodl.me/dshi752k
Starting Jan. 6, 2025, FSMA 204 will apply to all foods on the FDA’s Food Traceability List (FTL). What does this mean for the cold food chain industry? For those companies still not in compliance, what are the next steps? And, what happens to those companies not in compliance?
FSMA 204 requires entities involved in the cold food chain that manufacture, process, pack, or hold foods on the U.S. Food and Drug Administration’s FTL maintain records that include key data elements for designated critical tracking events to ensure rapid traceability of foods.
Carol Brzozowski, freelance writer for Food Logistics, dives into the challenges and impacts to the cold chain.
Scan the QR code to learn more https://foodl.me/er8lqgt1
In today’s interconnected world, the journey from farm to table has become increasingly complex. For consumers, this journey carries with expectations for uncompromised safety, transparency, and efficiency. However, food ingredient supply chains face mounting challenges such as contamination, spoilage, and regulatory compliance. Leveraging advanced technologies offers solutions to ensure the safety and quality of food ingredients, while simultaneously improving operational efficiency.
Sharmah Seakar, senior procurement lead at Efficio, details how innovative technologies—such as Internet of Things (IoT)-enabled sensors, AI-powered cameras, and cloud-based platforms—are transforming ingredient supply chains.
Scan the QR code to learn more https://foodl.me/1mq4q9k1
The trends shaping D2C farming in 2025 reflect broader shifts in consumer behavior and market dynamics. For farmers, these trends present both opportunities and risks. On one hand, they open the door to innovation, efficiency, and stronger customer relationships. On the other, they demand a commitment to transparency, adaptability, and sustainability that may require significant investment and operational changes.
Ultimately, Brent Moore, CEO at GrazeCart, explains how the D2C farms that will thrive in 2025 are those that embrace these challenges and opportunities headon. By prioritizing authenticity, leveraging emerging technologies, and adopting sustainable practices, farmers can meet the evolving consumer and industry demands, while fostering trust and loyalty among their customers.
Scan the QR code to learn more https://foodl.me/qpi45d05
Environmental, social, governance (ESG) compliance, product innovation, supply chain visibility, and quality assurance will be at the forefront of industry developments and consumer expectations in 2025. Paul Bradley, senior director of product marketing at TraceGains, explains how leveraging these trends can help companies stay ahead in a rapidly evolving food and beverage landscape. By embracing these insights, brands can unlock opportunities and turn challenges into stepping stones toward a more innovative and sustainable future.
Scan the QR code to learn more https://foodl.me/v3n4pkwr
About 48 million people in the United States (one in six) get sick, 128,000 are hospitalized, and 3,000 die each year from foodborne diseases, according to recent data from the Centers for Disease Control and Prevention.
The FDA Food Safety Modernization Act (FSMA) is transforming the nation’s food safety system by shifting the focus from responding to foodborne illness to preventing it. Security departments and companies with security technology solutions are becoming an integral part of the mitigation strategies, and therefore, compliance with FSMA 204. Scott R. Gane, chief security officer at Huffmaster, explains.
Scan the QR code to learn more https://foodl.me/ciw0kzlj
Enough food is produced to feed the global population of 8 billion people daily, yet around 733 million people still go hungry, 3.1 billion cannot afford a healthy diet and 24% of the world’s calories go uneaten due to food loss and waste.
But providing access to safe, nourishing food while eliminating waste and driving socioeconomic progress will require robust infrastructure—from warehousing and cold storage to transportation networks, according to research released by Lineage Inc. as part of Economist Impact’s Food Imperative report.
Scan the QR code to learn more https://foodl.me/mcakvuxr
President Trump issued executive orders attacking the nation’s clean vehicle pollution standards, California’s bedrock Clean Air Act legal authority, and policies that support hundreds of thousands of manufacturing jobs, according to the Environmental Defense Fund.
In the last two years, since the Inflation Reduction Act was passed, manufacturers have announced nearly $200 billion in investments in U.S. electric and battery manufacturing with almost 195,000 associated new jobs. More than 80% of the investments are in districts represented by Republican Members of Congress. President Trump’s executive order could put those investments and jobs in jeopardy. Here’s why.
Scan the QR code to learn more https://foodl.me/eg71ctne
At DAO Group, we are fueled by a passion for delivering excellence in DSD solutions. Our tailored software and hardware products are designed to meet each customer’s unique specifications, driving the success of their businesses. By assessing specific needs, we recommend the best applications and equipment to streamline workflows and ensure peak performance. DAO Group is your ultimate one-stop shop for customized software and hardware solutions.
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boon launched its artificial intelligence (AI)-powered workflow platform for commercial fleets.
boon’s AI agent currently serves 33,000 drivers across 6.8K vehicles, delivering 170,000 loads. Within days of training alongside a human, it can perform tasks by mimicking those workflows. Real-time location-based nudges remind drivers to submit Bill of Lading and Proof of Delivery (BOL/PODs) to expedite billing. And, automated compliance features like Hours of Service (HoS) submissions save hours every week.
“With today’s advances in AI, we can offload that work to an agent powered by AI, saving significant time and money,” says Deepti Yenireddy, co-founder and CEO of boon
https://foodl.me/jmme7t0p
Robust global supply chains are vital to many businesses’ ordinary operations. Monitoring and managing cross-border risks that may impact these supply chains are critical to enhancing and safeguarding their functionality and reliability.
Jae Lynn Huckaba, associate, and Jorge R. Aviles, counsel, at Hunton Andrews Kurth LLP explain how insurance can mitigate cross-border risks arising out of geopolitical and governmentrelated disruptions (such as war, corruption or expropriation), social unrest and cyber vulnerabilities.
Different insurance products respond to these risks in different ways. For example, contingent business interruption coverage generally responds to mitigate lost profits resulting from an interruption of business caused by physical damage to a supplier’s property, while cyber insurance generally protects against the costs of digital threats, such as ransomware attacks, phishing or hacking.
Scan the QR code to learn more.
https://foodl.me/wr4a68n2
Track Genius launched an intelligent shipment tracking label designed to reduce supply chain waste and give companies the visibility needed to reduce supply chain disruption costs by up to 50%
“Over 87% of supply chain leaders say they lack end-to-end visibility in their supply chains, which creates inefficiencies and leads to poor decision making,” says Track Genius’ global commercial solutions lead, Stuart Tatters. “This lack of visibility contributes to poor production planning, and 10% of global manufactured stocks are wasted unnecessarily.”
Scan the QR code to learn more.
https://foodl.me/08rf7lc9
The National Motor Freight Traffic Association, Inc. (NMFTA) and its Digital LTL Council rolled out its latest application programming interface (API) technology: Pickup Request and Visibility Standard.
The technology was designed to make it easy for carriers, shippers, and third-party logistics providers (3PLs) to apply a single standard on which to make a request and monitor the status of the driver to pick up the shipment.
In leveraging the Pickup Request and Visibility Standard, users can request and receive an acknowledgment as well as gain visibility into the status of the pickup and get notice of delays or other updates from the carrier
Scan the QR code to learn more.
https://foodl.me/xybeamef
The 2025 business mileage standard rate increased to 70 cents from the 2024 rate of 67 cents, as released by the Internal Revenue Service (IRS). Leveraging data from Motus, the IRS business mileage standard cents-per-mile rate provides a tax-free threshold for reimbursements that U.S. employers can offer to employees, in addition to individual tax deductions.
“It’s essential for business leaders to support their employees who drive as a part of their job and rely on their vehicles for work by implementing fair and accurate reimbursement strategies,” says Phong Nguyen, CEO of Motus.
Scan the QR code to learn more.
https://foodl.me/g5ht56bd
According to the Bureau of Transportation Statistics North American freight data, a long-term trend is emerging between United States, Canada, and Mexico freight trucking.
Collectively, the data indicates a shift in North American cross-border trucking. The data shows Mexican freight flows are growing faster than Canada. This trend reflects changes in manufacturing, trade patterns, and supply chains in the North American freight market.
In fact, starting in 2017, the trajectory of incoming trucks from Canada and Mexico began to diverge. Since 2000, the number of trucks from Canada have been decreasing while in contrast the number of trucks from Mexico have increased. From 2000-2023, the number of trucks from Canada decreased 21.6% from 7,048,128 to 5,526,056 while trucks from Mexico increased 62.6% from 4,525,579 to 7,356,659.
Scan the QR code to learn more.
https://foodl.me/5gw7tn0r
CarriersEdge released Owner Operator Business Skills, a new business training course for new and aspiring owner operators.
The course was created to educate current company drivers about skills and information needed to start their own business and serves as a resource for commercial drivers who have recently transitioned to becoming owner operators.
The new course provides guidance on how to select and finance equipment, details on various registrations and compliance requirements, best practices for managing vehicle maintenance, and more. It also covers common problems owner operators face when starting a business.
Scan the QR code to learn more.
https://foodl.me/njm03jx2
SeaCube partnered with Greensee to launch SeaCube’s Green and NetZero Reefer Leases, powered by Greensee’s AI-driven CO2 emissions reporting technology. SeaCube is also working with Thermo King and CMA CGM to field-test Thermo King’s E-COOLPAC electric genset, said to be one of the first battery-powered refrigerated container gensets in the United States.
SeaCube’s Green Reefer Leases provide access to advanced energy analytics and optimized asset designs, including refrigerated containers equipped with next-generation controllers, enhanced telematics, and efficient compressors; real-time data analytics to optimize refrigeration operations, accounting for variables such as ambient temperature, cargo type and tradelane; and energy savings and emissions reductions of up to 20%, delivering tangible sustainability and cost benefits.
Scan the QR code to learn more.
https://foodl.me/puh3w2lj
The ITS Logistics US Port/Rail Ramp Freight Index indicates that overall, North American ports and ramps are running relatively smoothly and are expected to remain so through Q1. However, the index reveals that per the recent incoming Trump Administration announcements, there will also be a 25% increase in tariffs for Canada and Mexico, which are expected to occur as soon as Feb. 1.
“Shippers should prepare for the potential of a frontloading event similar to 2018, impacting transpacific trade lanes from Asia into North America—regardless of origin—as front-loading bottlenecks at the same entry point ports,” says Paul Brashier, VP of global supply chain for ITS Logistics “Industry professionals should also expect exports to be negatively impacted as well due to equipment imbalance and these possible retaliatory tariffs.”
Scan the QR code to learn more.
https://foodl.me/e1jhdcfs
The industry’s premier networking and educational forum is tailored to men and women in executive-level positions and designed to expand their professional network and enhance their businesses through thought-provoking discussion panels.
November 18-19, 2025
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In response to rising fuel costs, more ports are adopting propane to power critical equipment like port terminal tractors and forklifts.
When it comes to U.S. ports and ocean carriers, it’s safe to say that for a sector traditionally stagnant, it’s experienced a great deal of change over the past couple of years.
From dockworker strikes and heightened adoption of nearshoring to an uptick in fuel charges, a deteriorated infrastructure and economic uncertainty with regards to increased tariffs, the ripple effect has been—and will continue to be—felt across all ports nationwide.
But what does this all mean for 2025? And what will the State of Ports and Ocean Carriers look like in the New Year?
U.S. ports are responsible for nearly $2.9 trillion in economic activity and 21.8 million American jobs, according to a study released by the American Association of Port Authorities (AAPA).
The maritime industry, its consumer spending, suppliers, and port users support 21.8 million American jobs. That means the port and maritime industry supports more than one out of eight jobs in the total U.S. workforce. Total employment-supported port and maritime activity is larger than the workforce in 90% of U.S. metropolitan areas.
The average wage of a port and maritime employee is almost $100,000, which
is 20% more than the average U.S. worker. Ports’ contribution to U.S. Gross Domestic Product (GDP) totals almost $2.9 trillion. The wages and benefits supported by ports and maritime activities totals almost $2.8 trillion. And, more than $2.1 trillion passed through a port, accounting for over 40% of the total value of U.S. goods, according to AAPA.
“One out of every eight jobs and almost $2.9 trillion in GDP means that we simply cannot begin to imagine our world without American ports,” says Cary S. Davis, AAPA president and CEO. “In spite of a perfect storm of challenges, including a pandemic, major macro-economic and geostrategic pressures, and increasingly protectionist political headwinds at home, the port industry remains an indispensable part of our nation’s supply chain as well as a dynamic catalyst for healthy growth and prosperity. That is exactly why federal government policymakers should continue making smart investments in our port system that will pay exponential dividends.”
What’s more, the unemployment rate in the U.S. transportation sector was 4.8% (not seasonally adjusted) in November 2024, according to the Bureau of Labor Statistics (BLS), and rose 0.3 percentage points from 4.5% in November 2023 and
above the pre-pandemic November 2019 level of 3.3%. But, water transportation specifically fell to 73,600 in November 2024, down 0.5% from the previous month but up 3.7% from November 2023.
Labor activity aside, disruptions such as port strikes, inflation and geopolitical strife overseas continue to dampen the ability for ports to “re-stagnant.”
For instance, last fall, close to 45,000 dockworkers at 36 ports along the East Coast went on strike as a result of the International Longshoremen’s Association (ILA) and United States Maritime Alliance (USMX) failing to reach an agreement prior to their Master Contract deadline Earlier this month, the ILA warned that another coastwide strike could occur when management from USMX confirmed their intent to implement semi-automation. This directly contradicted the USMX opening statement, assuring the ILA that neither full nor semi-automation would be an option moving forward. However, ILA and USMX reached a tentative agreement on all items for a new six-year Master Contract.
The global container shipping industry continues to witness an increase in freight demand for U.S.-bound shipments, according to Christian Roeloffs, CEO, Container xChange. North America experienced the
sharpest rise of 20% in average container prices over the last 90 days, driven by market volatility, U.S. elections uncertainty (and tariff woes), surge in Mexico-U.S. trade, and logistical disruptions in Canada.
“Interestingly, the North America region recorded the largest increase in average container prices, with 40-foot HC cargo-worthy container prices rising by 20% over the past 90 days,” says Roeloffs. “This reflects that North America has been the most volatile market for container trading prices for 40-foot-high cube containers, followed by East Africa and Southeast Asia in the last 90 days.”
Inflation continues to be tricky. The U.S. personal consumption expenditures (PCE) index was up 2.4% in November 2024, which is slightly above the Fed’s target of 2%. While this is nowhere near the staggering rates of inflation from 2022, the stickiness of price increases is likely a major contributor (along with strong consumer spending) to the Fed’s prediction that they would only consider cutting rates twice in 2025, as outlined in the LMI report, compiled by Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
Case in point: The Port of Long Beach processed 9.6 million TEUs in 2024, breaking the previous record set in 2021. This was up approximately 20% year-over-year, highlighting the difference between consumer behavior and corporate inventory strategies from 2023 to 2024.
Port of Oakland also saw an uptick in imports to the tune of 13.1%, and exports up 8.5%, in November from the year prior.
The Ports of New York and New Jersey are engaging in separate negotiations with terminal operators in an attempt to get a larger cut of the revenue generated by the increasing volume of goods passing through East Coast ports. The New York and New Jersey ports processed 6.6 million containers in the first nine months of 2024, representing an increase of 13.8% yearover-year, as outlined in the LMI report.
The issues in the Red Sea have caused revenues at the Suez Canal to drop by 60% in 2024. Canal authorities are attempting
to dredge deeper in an effort to facilitate two-way traffic, which would allow the canal to have throughput and make it less susceptible to disruptions like it experienced in 2021.
U.S. ports shows port-proximate real estate demand continues to cool as vacancies climb despite increased cargo throughput at the top U.S. ports year-todate, according to a Cushman & Wakefield report. Houston, Savannah and the Inland Empire industrial markets posted the healthiest absorption totals (9.9 million square feet, 7.3 msf, and 2.8 msf, respectively) through the first half of 2024, driven primarily by new construction deliveries with tenants in place.
“Through the pandemic, many retailers leased excess space to shore up their supply chains, and now we’re seeing strategies shift back to a just-in-time inventory strategy,” says Jason Price, senior director, Americas head of logistics and industrial research, Cushman & Wakefield. “We expect demand to remain soft in the near term before the market inflects in 2025.”
Global economic activity maintains momentum, with 2024 growth projected at 2.7%, according to Maersk. The United States is expected to reach a 2.7% increase, driven by strong consumer spending, although a rising savings rate could impact this. Europe faces volatile inflation and geopolitical tensions, keeping Euro-area growth at 0.7%, despite a Q3 retail sales rebound. Germany narrowly avoided recession due to weak industrial
output. In China, growth is projected at 4.8%, with challenges in real estate and high savings affecting domestic demand. However, recent policies and expanding manufacturing are supporting growth, with exports remaining a key driver.
The ITS Logistics US Port/Rail Ramp Freight Index confirms that at a macro level, there have been no major changes since November’s index, according to ITS Logistics. The East and Gulf ports are seeing the normal December calm post-retail peak. And, the West Coast ports are still experiencing significant import volumes, which may result from some inventory being pulled forward to avoid possible tariffs and any projected ILA strike activity.
President Donald Trump took office on Jan. 20, yet the repercussions of the 2024 election were set into motion almost immediately. Talks of increased tariffs forced the hands of many manufacturers and providers to reevaluate how, where and with whom they do business with leading up to the inauguration.
But talks of these initiatives such as a rise in tariffs put the wheels in motion even before Trump’s “John Handcock” on the dotted line.
For instance, the implementation of new tariffs under the Trump administration, including universal tariffs of up to 20% and higher rates on Chinese imports, could provoke retaliatory mea-
sures from key trade partners, Roeloffs adds. These responses are expected to strain U.S. exports by increasing costs, reducing competitiveness, and further destabilizing global trade dynamics.
“The emphasis on ‘America First’ could mean stricter trade regulations and a reallocation of supply chains away from traditional U.S.-China routes. Nearshoring strategies, particularly involving Mexico, would gain further momentum as businesses seek to mitigate tariff risks,” he adds. “Tariffs make trade less efficient by adding costs, time, and complexity. For instance, instead of straightforward routes, businesses may rely on trans-shipments, rerouting through Mexico, or diversifying production and assembly sites. This inefficiency requires additional capacity, much like what we saw during Red Sea diversions. Consequently, we anticipate container prices and freight rates to stay elevated, supporting demand for containers and vessel capacity. However, retaliatory tariffs and inflationary pressures will likely harm U.S. exports more than imports, creating broader imbalances in trade dynamics.”
of U.S. tariffs could provoke retaliatory measures from other countries that ultimately suppress global trade.”
Increased border security, another of Trump’s initiatives, could mean greater scrutiny on the movement of illicit goods across the Mexican and Canadian borders, but U.S. border crossings aren’t built for higher search volume.
11 months (25,829,192 TEUs) of 2024 have already surpassed the 12-month total (24,957,640 TEUs) for 2023—by 871,552 TEUs or 3.5%. Despite a strong year in 2024 for import volumes, numerous challenges loom for U.S. importers as the year draws to a close.”
What’s more, many businesses were cautious in their shipping strategy, “waiting to see the outcome of elections, and in many cases, pro-commerce groups gained traction,” says Tom Perrone, SVP of global professional services at project44. “Assuming inflation and interest rates continue to decline, I anticipate demand will spike in the summer of 2025. With better weather and time to adjust to the new administration in the U.S., consumers will likely feel more settled and optimistic by the summer, spurring increased global shipping demand.”
That’s because Trump promised a 25% tariff on inbound goods from Canada and Mexico, Perrone says.
“The production of machinery currently made offshore in China or India will be brought back to the U.S. Trump’s proposed 10% tariff on all goods imported from China is likely to have the heaviest impacts on electronics, textiles/apparel and machinery,” Perrone adds. “Overall, the introduction
“So, with increased border security, we could see a slowdown in transit time for goods flowing from Canada to the U.S. I also anticipate growing demand to manufacture goods locally will lead to an increase in industrialization in the U.S. That is, the production of machinery currently made offshore in China or India will be brought back to the U.S.”
And, higher demand suggests robust U.S. consumer spending along with importers accelerating shipments to mitigate potential tariff impacts in 2025, adds Jackson Wood, director of industry strategy, global trade intelligence, Descartes Systems Group.
“While it is difficult to predict with certainty, it is possible we will see a plateau and potentially a decline in volumes in 2025,” Wood says. “The figure [above] shows monthly U.S. container import volumes from 2019 through to the end of November 2024. Volumes have been strong throughout 2024. While the data shows a traditional decline in volumes in December, total imports for the first
Nearshoring is becoming a more common approach to supply chain optimization, but just like any new strategy, it comes with its fair share of pros and cons.
The advantages of nearshoring is that it delivers reduced lead times and transportation costs; improved resilience to disruptions like tariffs or shipping delays; and greater supply chain control and visibility, according to Roeloffs.
“Nearshoring will reduce U.S. dependency on distant Asian markets, particularly China, and accelerate trade flows between the U.S. and neighboring regions like Latin America,” he adds.
But on the flip side, it will also result in higher production costs compared to offshore manufacturing, and could create potential capacity challenges in nearby regions, such as Mexico.
The biggest benefit to nearshoring is the ability to shorten shipment times, Wood says, but the biggest negative is the time it takes to reconfigure a supply chain in this way.
Additional benefits of reshoring or nearshoring include greater control over supply
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chains, increased long-term profit margins and giving suppliers and retailers more options when sourcing goods, Perrone adds.
“For shipping, this means reduced lead times, lower emissions and greater resilience (i.e., fewer disruptions, geopolitical tensions, etc.),” he adds. “But, the cons include the introduction of a new set of geopolitical risks, higher upfront costs and potential shortages of skilled labor (which could result in quality control issues).”
Regardless of how the pros and cons balance out, Perrone anticipates a big push for reshoring with the new administration.
“We may see a revival in industries previously abandoned in North America such as textiles, heavy equipment manufacturing and shipbuilding,” he adds.
Just as nearshoring goods is becoming more common in supply chains, so is nearshoring energy sources.
“While the price of oil can fluctuate due to shifting supply and demand in global markets, the price of propane doesn’t fluctuate as sharply as other energy sources and consistently remains lower than gasoline and diesel on a per gallon basis. Likewise, propane is American made and abundant, with enough domestic supply to meet demand for energy across various supply chains,” says Jim Bunsey, senior manager of business development, Propane Education & Research Council (PERC).
In 2025, the European Union (EU) will increase its regulatory efforts to target emissions and emissions intensities from maritime shipping by nearly doubling the emissions surcharge for all cargo holders.
In 2024, only 40% of applicable emissions were covered, but that number will increase to 70% in 2025 and then to 100% in 2026 and onward. Expect an increase in the cost of the allowances, which shippers must purchase to pay the emissions bill to the EU in 2025. Both factors will increase the overall cost of shipping to and from Europe, according to Maersk experts.
FuelEU Maritime is the world’s second regulation to target ocean shipping emissions and the first to target the emissions intensities from the burned fuels. The EU ETS and FuelEU Maritime impact cargo
with origins and destinations in EU-designated ports.
Furthermore, the United States Domestic Fuel Surcharge (USDFS) will be applicable on all motor, motor/rail, and rail moves routed via carriers designated United States Port of Loading or Port of Discharge for the inland points defined in a specific general tariff TLI or Service Contract. The USDFS is based upon the U.S. Department of Energy (DOE) Index of the average monthly retail on-highway diesel prices across all types in the United States.
As of Jan. 1, a majority of the ports sat around 29.5% domestic fuel surcharge. As of Feb. 1, that surcharge is projected to drop .5%.
But a looming port strike could potentially impact those figures; a shutdown of the ports could cost the economy up to $4.5 billion each day, according to a report from JPMorgan
For instance, the 14 largest ports affected by the IL/USMX strike handle 25% of U.S. goods imports and 27% of exports, worth 2.8% and 1.9% of US GDP, respectively, according to Goldman Sachs. The most impacted U.S. imports are European wines and fruits from Latin America.
What’s more, the nation’s major container ports are expected to see a continued surge in imports through the
spring, according to the Global Port Tracker report released by the National Retail Federation (NRF) and Hackett Associates.
“Either a strike or new tariffs would be a blow to the economy and retailers are doing what they can to avoid the impact of either for as long as they can,” says Jonathan Gold, VP for supply chain and customs policy, NRF. “We hope that both can be avoided, but bringing in cargo early is a prudent step to mitigate the impact on our industry, consumers and the nation’s economy. We call on the incoming administration to use tariffs in a strategic manner rather than a broadbased approach impacting everyday consumer goods.”
Retailers are under pressure as they frontload cargo to avoid both the disruption of possible strikes and higher costs from the tariffs, adds Hackett Associates founder Ben Hackett.
In response to rising fuel costs, more ports are adopting propane to power critical equipment like port terminal tractors and forklifts.
“Even as fuel prices fluctuate, propane typically costs about 22% less than diesel,” says Bunsey. “These fuel savings become even more important as busy port equipment consumes more fuel to meet increased freight demand. Likewise, propane power can provide more reliabil-
ity and operational efficiency than electric. While electric equipment requires regular recharging over long periods, a forklift’s propane cylinder can last an entire 8-hour shift and then can be quickly swapped out for minimal downtime.”
Ports are receiving significant investment to both optimize and automate daily operations. According to ABI Research’s Port Data market data report, revenues for autonomous cranes in ports will surpass $6 billion globally by 2030, with Asia-Pacific (APAC) taking up over half of the market.
Newark Container Terminal (PNCT) adopted 40 new propane-powered port tractors to replace its diesel vehicles. These ultra-low NOx propane engines are 90% cleaner than EPA standards, moving the industry closer to achieving near-zero emissions.
safety regulations. Already, we’re seeing self-driving trucks start to increase road safety, and we may see a similar trajectory with autonomous ships.”
“The adoption of advanced technologies in port operations continues to grow in all regions but does vary based on infrastructure maturity and union resistance. Ports in Asia-Pacific lead considerably, with high levels of automation and private 5G networks. Europe is following suit, but North America remains constrained by worker pressure against adoption of automated systems... and a general lack of port automation providers in the region,” says Ryan Wiggin, senior analyst at ABI Research.
There is a growing trend of investing in more efficient, environmentally friendly vessels to meet stricter emissions standards while managing increasing trade volume, says Roeloffs.
In the last several years, the Port
“When the Port Newark Container Terminal adopted 40 new propane-powered port tractors to replace its diesel vehicles, it not only made major progress on emissions standards, but it improved the day-to-day air quality for port workers and members of the Newark community,” says Bunsey. “In testing at PNCT, the propane tractors reduced NOx emissions by 99%, total hydrocarbons (THC) idle emissions by 77.5%, carbon dioxide emissions by 14% and Total Particulate Matter (TPM) 75%.”
The industry can expect to see an increased focus on measuring sustainability, whether for regulatory reasons, public relations or internal commitments, Perrone says.
“I also expect we’ll soon see technology from the military, like nuclear-powered ships with small modular reactors, applied to commercial shipping to reduce greenhouse gas emissions,” he adds. “We’re seeing AI increasingly used for regulatory compliance. For example, monitoring the number of hours a driver spends behind the wheel of a truck or the speed of the vehicle to comply with
Digitalization is also proving to be an up-and-coming tool for operational efficiency, according to research revealed by Digital Container Shipping Association (DCSA).
“Our landmark report marks a pivotal moment for the industry, allowing us to reflect on our progress with pride. This year, electronic Bill of Lading (eBL) adoption reached 5%, up from 1.2% in 2021, and carriers adopted more DCSA standards in the first quarter of 2024 than in the whole of 2023. For example, the common track and trace API standard saw a 40% increase in callouts between September 2023 and March 2024,” says Thomas Bagge, CEO at DCSA. “We’re supported by a broad range of stakeholders across the supply chain—cargo owners, carriers, banks, freight forwarders, ports and terminals, cargo insurers, and technology providers—all eager for better digital tools and standards. We look forward to accelerating the shift to a fully digitalized supply chain.”
To further support its sustainability mission, Seaboard Marine introduced its newest V-class vessel, the Seaboard Verde. With a cargo capacity of 3,500 TEUs and over 1,000 onboard refrigerated container plugs, the dual-fuel Seaboard Verde is primarily powered by LNG, and will serve strategic routes that connect major ports such as Moin, Costa Rica; Colon, Panama; Kingston, Jamaica; Santo Domingo, Dominican Republic; Philadelphia; and Brooklyn.
Increased tariffs, challenged trade relations and dockworker strikes aside, the outlook for the ports and ocean carriers sector remains optimistic. With President Trump officially in office and the ILA/ USMX agreement in place, here’s to hoping the ports sector can grow and innovate in a disruption-free environment.
Scan the QR code to download the Connected Industry: 2025 Cold Chain Logistics Map. https://foodl.me/k034rkt7
As the United States shifts its trade environment under the new Trump administration, third-party logistics providers (3PLs) find themselves in the crosshairs of cross-border freight challenges.
Proposed tariff increases and stricter customs regulations are reshaping the logistics landscape in 2025, compelling 3PLs to adapt their strategies to navigate the turbulence. Luckily, many trends and innovations in transportation, from predictive analytics to collaboration, are available to ease the struggle and find 3PLs more than equipped for the job.
Rising tariffs on key imports and exports are expected to increase costs across the supply chain. This has the potential to
reduce trade volumes, disrupt established freight patterns and pressure 3PLs to re-evaluate their pricing models.
According to the Bureau of Transportation Statistics (BTS) North American freight data, a long-term trend is emerging between United States, Canada, and Mexico freight trucking, and has been ongoing since 2017. From 2000-2023, the number of trucks from Canada decreased 21.6% from 7,048,128 to 5,526,056 while trucks from Mexico increased 62.6% from 4,525,579 to 7,356,659.
Ryan Williams, VP, solutions and head of cross-border at Coyote Logistics, explains that this growth is only expected to continue trending upwards as companies adjust their freight strategies in the face of geopolitical disruption.
“We’re continuing to see shippers who historically import from Asia to the West
Coast—especially those who ship into Mexico—filter inland to mitigate costs and time spent on freight transportation. In Mexico, these companies are setting up new factories closer to the border, and this northbound shift of manufacturing is having downstream impacts on the lanes freight move in from origin points within Mexico and on the makeup of the freight load itself,” says Williams.
As the BTS data describes in a smaller, more recent, scope, 2019-2023 saw the number of commercial trucks entering the United States from Mexico rose 14.2% from 6,440,255 to 7,356,659 while trucks from Canada fell 2.7% from 5,681,155 to 5,526,056.
While political strife roller coasters through the relationships between the U.S. and other countries on the precipice of the 47th presidency, Jonathan Starks, CEO of
FTR Transportation Intelligence, explains that broad tariffs could create a significant pull forward of inventories and a subsequent long-term reduction in import levels or a notable increase in costs.
“We saw this in 2017-2018 when tariffs went into effect on a more limited basis. One of the stated upsides is that it would drive more re-shoring activity, but we do not view that as a realistic driver of U.S. growth in 2025 or 2026,” Starks explains.
“As shipping volumes increase in Mexico and the freight market continues to evolve for the foreseeable future, shippers should focus on building strong, long-lasting relationships founded on trust with providers instead of leveraging a large number of carriers,” adds Williams. “Avoiding quick, transactional experiences with carriers can help companies ensure their teams maximize business value from the relationship. This will in turn enable them to future-proof their supply chains through reliable and informed collaboration.”
Adapting in this landscape means crafting long-term strategies in the face of these predictions. Noel Perry, chief economist for Truckstop, says the key is heightened business environment scanning and with willingness to consider dramatic market changes, i.e., the ability to consider the unthinkable.
“Domestically, the markets are becoming more cyclical, emphasizing managing through the cycles rather than simply adjusting to the latest crisis,” Perry explains.
“Globally, one must recognize that the great free-trade era that encouraged the explosion of global sources is under dire threat. What would American firms do if denied access to Southeast Asian manufactured goods, Persian Gulf oil, or Mexican auto assembly?”
The introduction of more stringent customs requirements in 2025 could extend clearance times and create bottlenecks at key border crossings, such as those along the U.S.-Mexico and U.S.-Canada trade corridors. This not only delays shipments but can eat also away at supply chain timelines and increase costs for 3PLs and their customers.
3PLs can adopt proactive compliance measures to include things like:
1. Investing in expertise. Developing teams or partnering with specialists who are well-versed in international trade law and customs requirements.
2. Technology integration. Leveraging digital platforms that automate document preparation, improve accuracy and provide real-time updates on shipment status.
3. Collaboration with authorities. Building stronger relationships with customs officials to ensure smoother clearance processes and quicker resolutions for potential issues. Mitigating risks beyond the border
can also come in the form of insurance, utilizing specialized offers to respond to certain risks posed to the transportation sector.
Jae Lynn Huckaba, associate, and Jorge R. Aviles, counsel, at Hunton Andrews Kurth say different insurance products respond to cross-border risks in different ways. For example, contingent business interruption coverage generally responds to mitigate lost profits resulting from an interruption of business caused by physical damage to a supplier’s property, while cyber insurance generally protects against the costs of digital threats, such as ransomware attacks, phishing or hacking.
The nature of 3PLs offers a reduction in supply chain risks through expertise in areas such as risk management, disaster recovery and often a means to alternative routes. Maintaining competitiveness in the industry means anticipating the worst and utilizing relationships for the better.
Sam Burkhan, CEO of ITF Group, says Mexico’s recent decision to end “border-skipping,” previously used by U.S. e-commerce sellers to bypass tariffs on Chinese goods, may further drive nearshoring and reshoring efforts in 2025.
“As a result, national warehouse occupancy rates, averaging 90%, with key regions like Laredo and California already reaching 98%, may tighten, making capacity more challenging to secure. And this is just one element to consider,” says Burkhan.
In a recent report by ITS Logistics, key concerns in transportation were highlighted as inflationary pressure, monetary policy uncertainty, global economic uncertainty and consumer confidence.
“Recent data indicates that inflation remains a concern, with the Personal Consumption Expenditures (PCE) price index expected to rise by 2.5% in November, up from 2.3% in October,” says ITS Logistics CFO Stan Kolev. “This upward trend suggests that inflation is becoming more persistent, which may compel the Federal Reserve to maintain higher interest rates for an extended period, potentially dampening economic growth.”
“In the absence of immigration reform, 2025 should be the calmest labor year in the last five due to the slow economic growth. This short-run trend will temporarily stall the steady tightening of U.S. labor markets due to long-standing demographic trends. However, the pressure on immigration along the Mexican border could create major shortages should the Administration succeed in deporting undocumented workers from border supply chains. In addition, the administrative loads and traffic delays that may follow tariffs and immigration programs will lower productivity, a change that could cause labor shortages,” explains Perry.
Putting contingencies in place to mitigate risks, whether due to geopolitical climate, destructive natural disasters, warehousing constraints or labor woes, gains an edge for shippers. To address these risks, 3PLs should continue exploring alternative modes of transport and diversifying carrier partnerships to increase freight flow.
Technologies like artificial intelligence (AI)-driven customs platforms, blockchain for secure documentation, and predictive analytics have led the charge in trends diversifying 3PLs. Route optimization and improved compliance make for effective disruption management, and the logistics space is better for it.
Real-time visibility platforms provide 3PLs with end-to-end tracking of shipments across borders. These systems integrate tools like GPS, IoT sensors and more, working in junction with predictive analytics tools to anticipate weather patterns and port congestion. This leads to more informed decision making on the 3PLs’ part to reroute or re-strategize. For scenario planning, leveraging digital twins to simulate scenarios, such as those tariff hikes or port closures due to ongoing strikes, can work to help 3PLs assess potential impacts.
TMS and AI are also a hot topic with the enhancement of evaluating factors like fuel costs and capacity availability. Even collaborative platforms are working to allow 3PLs ease of communication and information-sharing to partners, customers and customs authorities at the border. Each piece of these technologies plays a role in improving cross-border operations regardless of the status of the industry; in the good times, and the bad, investing in technology to improve operations only makes for more efficiency and better marketing.
“This year will accelerate the existing trend in the 3PL space, which is rapidly exchanging people for technology. While the surviving people will be more important, the industry is in the midst of data entry and analysis automation. 3PLs have always been technology dependent. The logistics environment is making them more so,” says Perry.
3PLs actively addressing compliance complexities, investigating the use case of digital tools and keeping abreast of the geopolitical uncertainties across borders can turn obstacles into opportunities. Ultimately, it’s those who prioritize resilience and agility who set the standard for the industry’s future.
BY MARINA MAYER, EDITOR-IN-CHIEF
Every year, Food Logistics’ Rock Stars of the Supply Chain award shines a spotlight on the best of the best in the cold chain industry. Let’s meet the winners.
From cargo fraud and Mother Nature to ever-changing food safety regulations and a new Presidential Administration, many of today’s supply chain leaders are faced with a number of challenges. But it’s their resilience, hard work, innovation and attention to quality that separates these rock stars apart from everyone else.
Every year, Food Logistics’ Rock Stars of the Supply Chain award shines a spotlight on the best of the best in the cold chain industry.
This year’s award was broken down into four distinct categories:
Top Warehousing Leader --> Recognizes professionals in the cold storage and warehousing space.
Top Transportation Professional --> Recognizes professionals in the transportation space, including freight, trucking, rail, air cargo, ship/ports, etc.
Rising Stars --> Recognizes young or newer professionals (39 and under) whose achievements, hard work and vision have shaped the supply chain network.
Leaders in Excellence --> Honors company leaders who’ve made outstanding contributions to the supply chain space. Must have at least 10 years’ documented experience in supply chain and logistics.
Each category consists of a number of winners who continue to go above and beyond to develop innovative technology, promote workforce development, execute sustainable initiatives and more.
Lisa Stowater, SVP, Distribution, Cherokee Distribution Center, Hy-Vee Inc.
Lisa Stowater serves as SVP of Hy-Vee’s 665,000-square-foot distribution center in Cherokee, Iowa, where she oversees approximately 300 employees and the distribution of millions of items each month to Hy-Vee’s more than 570 business units across the Midwest. Stowater began her career in 1991 at the Cherokee warehouse as a part-time record keeper before moving on to several other roles, including positions in the buying department and eventually the human resources (HR) department in 1999. During this time, she also pursued her registered nursing degree. Although she finished her degree, she stayed on at Cherokee and was promoted several times within HR over the years, eventually adding the transportation department to her HR duties. In 2016, she became VP of the warehouse, and in 2023, was promoted to the SVP position she holds today.
As the senior director of customer logistics, Chad Cross plays a pivotal role in leading Ryder’s transportation management (TM) service offering for the company’s consumer packaged goods (CPG) vertical. His responsibilities involve managing the transportation needs of over a dozen customers with combined freight volumes exceeding $1 billion annually. As a primary point of contact for both internal teams and customers, Cross oversees the full spectrum of transportation operations, from business intelligence and analytics to carrier management, ensuring the effective deployment of resources and the seamless coordination of logistics activities. His role also involves constant monitoring and analysis of transportation metrics to identify areas for improvement and opportunities to enhance the overall transportation network, tracking key performance indicators (KPIs), such as on-time delivery rates and cost efficiencies, and using this information to implement process improvements and cost-saving measures.
Over the past 12 months, Cross has made significant strides in enhancing the efficiency and effectiveness of Ryder’s TM
https://foodl.me/74fz0oft Let’s
Within the last 12 months, Stowater helped get Hy-Vee’s new distribution center in Cumming, Iowa, online, which included all of the operational requirements, ensuring it was staffed appropriately and helping to develop, implement and execute standard operating procedures.
Meanwhile, she continued to champion and maintain the Cherokee distribution center’s TRUE Zero Waste Platinum-Level certification administered by the Green Business Council, and continues to implement zero waste processes that include diverting millions of pounds of solid waste from landfills.
We talked exclusively with Stowater about her journey, the value in starting a career from the ground up and the importance of championing standards and sustainability.
Scan the QR code to read our exclusive interview.
https://foodl.me/92pfeevw
operations. By developing and refining data analytics capabilities, he enabled teams to make faster, more informed decisions on critical operational matters, helping to optimize supply chain performance and improve customer service. He also played a crucial role in driving the evolution of financial performance measurement across multiple business units at Ryder. He spearheaded efforts to standardize and improve financial reporting, providing the executive leadership team with enhanced visibility into key financial metrics across the transportation network. Cross also launched a new project aimed at developing criteria and dashboarding for applying risk scores to shipments, particularly in the beverage industry. This helps to identify shipments requiring protect-from-freeze measures, significantly reducing the manual efforts needed for monitoring and ensuring the integrity of temperature-sensitive products.
We talked exclusively with Cross about the importance of staying close to challenges and opportunities and why TM is a rewarding career..
Scan the QR code to read our exclusive interview.
Kirsten Babb, CTP, Fleet
Kirsten Babb serves as a fleet procurement manager at Fleet Advantage, tasked with managing the procurement of Class 8 tractors and trailers while ensuring seamless collaboration with the company’s OEM partners and dealerships. One of Babb’s critical tasks involves overseeing and executing large-scale lease originations. With $500 million in lease originations processed under her guidance over the past year, her role is pivotal in aligning equipment specifications, pricing, and client expectations. This requires an intricate understanding of procurement cycles, market trends, and logistics. Her thorough attention to detail and proactive communication with suppliers has been instrumental in streamlining these processes.
Beyond procurement, Babb is deeply involved in maintaining data accuracy within Fleet Advantage’s CRM and ATLAAS (Advanced Truck Lifecycle Administrative Analytics Software) platforms, ensuring they remain updated with the latest information on equipment
As the CEO of Tai Software, Walter Mitchell leads with a vision centered on innovation and operational excellence. He started his career as a software developer for Hypertree, before becoming president and CEO of another TMS provider. Seven years later, he took the helm at Trinnos Technology before becoming a chief technology officer at Efreightsolutions, and then eventually Tai Software, where he was promoted to CEO in September 2020. Mitchell’s day-to-day responsibilities include steering the company’s strategic direction, fostering a culture of innovation, and overseeing the development and enhancement of the company’s transportation management system (TMS).
Over the past 12 months, Mitchell has driven transformative growth and innovation at Tai Software. Under his leadership, Tai Software achieved more than 30% company growth. He also integrated advanced artificial intelligence (AI) and machine learning into Tai’s TMS to revolutionize how brokers manage freight. This involved
specifications and procurement activities. She also actively trains and guides new hires, fostering a collaborative work environment, and collaborates closely with senior leadership to identify and implement initiatives that improve operational efficiency, enhance customer satisfaction, and align with the company’s sustainability goals.
Over the past year, Babb has spearheaded several initiatives, including redesigning the casualty buyout process, which reduced the time required for vehicle delivery by 30%. She also updated spec review templates, which enabled a 2% increase in fleet fuel efficiency, and actively supports initiatives like the Women In Trucking Mentor Match Program.
We talked exclusively with Babb about her journey from trailer technician to fleet procurement manager, her passion for transportation and what it takes to achieve sustainability goals.
Scan the QR code to read our exclusive interview.
https://foodl.me/mgz05ebz
implementing workflow automation tools, email processing features, and automated audit systems. Together, these tools improve operational efficiency, reduce manual workloads, and provide actionable insights, resulting in a 20% reduction in broker operating costs and elevating customer satisfaction scores by 28%.
At the heart of Mitchell’s leadership is a dedication to building transparency and trust within Tai Software and the wider logistics industry. He has developed a culture where proactive communication is essential, equipping brokers with the confidence to navigate disruptions and build client relationships. From adopting AI and machine learning tools to driving operational efficiencies, every initiative is centered on helping brokers improve margins, scale effectively, and thrive in an evolving market.
We talked exclusively with Mitchell about the importance of leading with a vision centered on innovation and operational excellence.
Scan the QR code to read our exclusive interview.
https://foodl.me/emzsd38x
Todd Vick, Director, Customer Experience, The Raymond Corporation Category: Top Warehousing Leader
Todd Vick has served as the director of customer experience at The Raymond Corporation for the past four years, tasked with ensuring the company consistently delivers exceptional value to both external customers and internal stakeholders. His role centers on promoting a culture of continuous improvement in line with Raymond’s kaizen philosophy, which emphasizes constant evolution to enhance the customer journey. He is deeply involved in crafting tailored customer experience (CX) strategies specifically for B2B clients, with a focus on building long-term partnerships and “customers for life.” His day-to-day work includes overseeing dedicated account managers and aftermarket teams implementing specialized resources to meet the unique needs of Raymond’s diverse customer base. This includes managing customer engagements through tools like quarterly business reviews, Microsoft Power BI analytics, site audits and virtual fleet management. Vick also focuses on national account strategies and support programs that translate into scalable solutions for customers across various markets and sizes.
Matt Curtis, Product Manager for Class II and iWAREHOUSE ObjectSense
Detection & Notification System, The Raymond Corporation Category: Leaders in Excellence
Matt Curtis serves as The Raymond Corp.’s product manager for Class II forklifts and the iWAREHOUSE ObjectSense Detection & Notification System (iW. ObjectSense), where he manages the Class II product lines, including Raymond’s Reach-Fork trucks, overseeing their profitability, market share and customer satisfaction, and ensuring the products offer features that align with industry needs. For the iW.ObjectSense initiative, Curtis focuses on rigorous testing and field trials, including coordinating with engineering and manufacturing teams to finalize designs, establishing value-based pricing and ensuring the solution solves customer’s problems.
Over the past year, Curtis has been instrumental in driving significant projects at The Raymond Corporation. One of his key achievements was overseeing the completion and market introduction of the Model 5600 High-Capacity Orderpicker. In parallel, he’s
Over the past year, Vick has led several impactful initiatives aimed at transforming Raymond’s approach to customer support and engagement. One of the most significant projects underway is the development of a comprehensive customer portal, which is designed to provide customers with end-to-end visibility into their operations. Vick also spearheaded a new support services campaign aimed at raising awareness of Raymond’s capabilities beyond lift trucks and maintenance, and was instrumental in developing a best practices program for customers who handle their own maintenance. Vick and his CX team also launched a CX-concepts training curriculum campaign for its internal and regional associates as a reinforcement of their customer-first principles.
In the coming year, Vick aims to scale Raymond’s tailored CX strategies, launch the customer portal, expand Raymond’s support services offerings, and enhance the Voice of the Customer program to capture feedback at scale across all account tiers, from small dealer-managed accounts to large national accounts.
been heavily involved in the development and go-to-market strategy for the iW.ObjectSense technology, an operator assist system designed to enhance forklift operations and operator efficiency. Curtis’ leadership efforts focused on showcasing iW.ObjectSense to key national accounts, leading to significant customer interest and pre-launch excitement.
His primary focus for the coming year is to successfully bring the iW.ObjectSense to market, aiming to scale adoption among Raymond’s customer base, particularly targeting accounts that rely heavily on seasonal labor and training reinforcement needs. Beyond this, he plans to concentrate on refining existing product lines based on customer feedback, ensuring continuous innovation and alignment with market needs, leveraging customer insights and enhancing the value proposition of Raymond’s solutions.
David Spencer
VP, Market Intelligence | Arrive Logistics
William Baker
Senior Manager, Sales | BlueGrace Logistics
Brad Nuffer
SVP, Transportation | CJ Logistics America
Michael Cherney CEO | Cooler Logistics
Dave Menzel
President & COO | Echo Global Logistics
Annie Steckroth
VP, Strategic Fleet Solutions | Fleet Advantage
Michael Rones
Senior Account Manager | FST Logistics
Brent McKenzie
VP, Transportation | Hy-Vee, Inc.
Kyle Johnson CEO | Leonard’s Express
Adam Gurga
Sales Manager, North America | Cimcorp Group
Lisa Stowater
SVP, Distribution, Cherokee Distribution Center | Hy-Vee, Inc.
Kenneth Hull
VP, Compliance | Arrive Logistics
Jonathon Swart
Senior Director, Sales | BlueGrace Logistics
Jeff Sanchez
Associate Consultant, Supply Chain
Security & Resilience | BSI Consulting
Brian Kuramoto
Senior Account Manager | EASE Logistics
Zach Jecklin
CIO | Echo Global Logistics
Todd Vick Director, Customer Experience | Raymond Corporation, The
Paul Janosko
VP, Chilled Distribution | STG Logistics
Kaja Mielczarek
Customer Success Manager | Everstream Analytics
Kirsten Babb
Fleet Procurement Manager |
Fleet Advantage
Sankalp Arora
CEO & Co-Founder | Gather AI
Jan Kristensen
Head of R&D | Körber Supply Chain
Jordan Knight
Director of Product Engineering | Overhaul
Mike Abarelli
Senior Director |
Alpine Supply Chain Solutions
Sean Gil
VP, Business Solutions | Arrive Logistics
Scott Lane
CIO | Beaver Street Fisheries
Jenny Vander Zanden
COO | Breakthrough
Paul Raw
Senior Consultant, Supply Chain
Security Risk & Resilience |
BSI Consulting
Derek Rickard
Director, Sales | Cimcorp Group
Kevin Coleman
CEO | CJ Logistics America
Baron Jordan
Chief Product Officer, Supply Chain |
CONA Services LLC
Michael Mecca CEO | PortPro
Chad Cross
Senior Director, Customer Logistics | Ryder System, Inc.
Veronica Garcia
Director, Business Development, Toronto Office | TA
Emmanuel Carrillo CEO | Talon Logistics, Inc
Joe Wohlleber
Mentor & Advisor | Concentric
Amy Childress
VP, Monitoring, Cold Chain | Copeland
Doug Waggoner
CEO | Echo Global Logistics
Pat Hughes
CEO | eGrowcery
Bo Thomson VP, Consulting | enVista
Kristy Knichel
CEO | Knichel Logistics, Inc.
Allan Dow
President & CEO | Logility
Bryan Sapot
VP, Smart Factory | Nulogy
Ilya Preston
Co-Founder & CEO | PAXAFE
Juerg Frefel
CEO | Stoecklin Logistics
Paul Burke
Major Accounts Manager | Yale Lift Truck Technologies
Chandler Williams Chief of Staff | PAXAFE
Alan Gassler
Zero-Emission Analys | PLM Fleet, LLC
Toni Pisano
Chief Customer Officer & Board Member | PortPro
Marissa Alfieri
Senior Manager, HR Business Partner | Ryder System, Inc.
John Sutton Director, Corporate Strategy | Sunset Transportation
Matt Curtis
Product Manager for Class II & iWAREHOUSE ObjectSense
Detection & Notification System | Raymond Corporation, The Amanda Mosseri Oren
VP, Industry Strategy | RELEX
Randy Fields
Chairman & CEO | ReposiTrak
Darin Cooprider
SVP & GM, CPG & International
Supply Chain Solutions | Ryder System, Inc.
Richard G. Piontek
President, Managed Services | Sheer Logistics
Puga Sankara
Founder & CEO
Smart Gladiator LLC
Becki Telesca
Operations & Office Manager | STG Logistics
Chris Goss
VP, Government & Projects | Trailer Bridge, Inc.
William Kirk
Director, Business Development | TransLoop Logistics, LLC
Armon Shahpar
Director, Enterprise Partnerships | Uber Freight
Matt Yearling
CEO | YMX Logistics
Sean McGillicuddy CRO | Tai Software
Scott Fabian
Product Integration Developer | TEKLYNX
Joe Weirtz
Director, Customer Success | TransLoop Logistics, LLC
Adam Kolb
Sales Account Representative, Major Accounts Management | Yale Lift Truck Technologies
Walter Mitchell
CEO | Tai Software
Krenar Komoni
CEO & Founder | Tive
Jacob Wegrzyn
VP, Caribbean | Trailer Bridge, Inc.
Nicholas Reasoner
CEO & Founder | TransLoop Logistics, LLC
Steven Kalnitzky
Director, Product Management | Trimble
Katy Jones
CEO | Trustwell
Erin Mitchell
COO | YMX Logistics
Brad McBride
CEO | Zero Down Supply Chain Solutions
Labor challenges are impacting nearly every global industry, including food processing and logistics.
According to The Conference Board, “the U.S. economy alone needs 4.6 million additional workers (2% of its population) per year to maintain current levels of supply, demand and population balance.”
Elsewhere, Germany needs 1.6 million (3%), South Korea needs 2 million (5.5%), and China needs 47 million (5%). These numbers suggest labor may be the single biggest, most-persistent threat to businesses and the global supply chain.
The dull, dirty and dangerous jobs have proved among the most difficult to staff, including trailer and container unloading and receiving and handling of dry goods (ingredients) and other heavy bags. These jobs put a great physical and mental strain on workers, increasing the risk of injuries.
Neither the Occupational Safety and Health Administration (OSHA) nor the European Agency for Safety and Health at Work (EU-OSHA) limit maximum lift weights for workers, though the National Institute for Occupational Safety & Health (NIOSH) suggests a maximum of 51 pounds. That’s because lifting heavy objects at work comes with a number of health risks.
In 2022 (the most recent year of available data), nearly 600,000 occupational injuries treated in U.S. hospital emergency departments were the result of overexertion and bodily reaction, according to the Center For Disease Control and Prevention’s (CDC) Work-Related Injury Statistics Query System.
The U.S. Bureau of Labor Statistics reports for 2021-2022, laborers and freight, stock and material movers incurred 166,100 reported injuries, including sprains/strains/tears, fractures, cuts, lacerations, punctures, bruises/contusions, heat and chemical burns, amputations, carpal tunnel syndrome, tendonitis, and soreness/ pain.
It’s no wonder these jobs are becoming
more difficult to fill. The combination of demanding physical labor (heavy lifting, repetitive motions), extreme working conditions (cold storage/shipping containers, etc.), and increased competition for workers essentially ensures people are seeking alternative employment.
To improve recruitment and retention, companies need to improve worker safety, and the fastest route is automating as many of the dull, dirty and dangerous tasks as possible. Leading companies are already implementing advanced automation solutions to ease the worker’s burden.
Trailer and container unloading is another example of especially dangerous work, with extreme heat and cold temperatures, poor visibility, uncomfortable and unstable surfaces, and the need to deal with objects that have shifted during transport. To date, these same variables have stymied automation of this task, but advances in computer vision solve these problems with the same three-step approach used for picking heavy objects—item identification, prioritization and precise picking instructions.
An oft-overlooked element in worker safety is reducing repetitive motions. Even light-duty tasks repeated for hours a day and weeks on end can cause significant and lasting injuries to workers. Tasks like salad kitting that include picking sachets and small food items and placing them in containers are perfect examples of the type of repetitive motions that can seem insignificant but can cause lasting harm after an extended period.
A traditional fear of automation is working displacement. However, automation isn’t about replacing human workers but complementing them.
When it comes to dull, dirty and dangerous jobs, automated solutions protect workers, handling tasks that put workers in harm’s way and filling the voids created by ongoing labor shortages. Humans can
let automation handle the heavy, repetitive and dangerous tasks, enabling them to focus on safer, and hopefully more rewarding work.
Prioritizing worker safety and satisfaction can help reduce turnover and time off due to work-related injuries, ensuring greater continuity in times of global labor challenges. Companies who have faced constant turnover are well aware how expensive it can be to recruit and train a replacement for the departing employee (estimates vary, but 6-9 months of the departing employee’s salary seem reasonable). On top of which, companies lose productivity, leadership and institutional knowledge, and more declines with each departure.
Automated solutions have different expenses to be sure but pay off by filling labor gaps, delivering consistent production, and keeping team members healthier and happier by handling the dull, dirty and dangerous tasks so workers don’t have to.
KEN FLEMING CEO, Fizyr.
As President Trump takes office, his pledge to intensify enforcement against undocumented immigrants raises significant concerns for industries reliant on immigrant labor. The U.S. agricultural sector, for instance, is particularly vulnerable to sudden disruptions. Drawing lessons from the UK’s post-Brexit labor crisis, it becomes clear that such enforcement could have cascading consequences, including economic losses, food waste, and supply chain instability.
Undocumented workers play an essential role in U.S. agriculture, accounting for nearly half of the sector’s workforce. They fill roles that are often seasonal, physically demanding, and poorly compensated jobs that domestic workers have historically been unwilling to take. Without them, the agricultural industry faces an immediate labor shortage that could lead to widespread disruption.
The reliance on undocumented workers has long been an open secret, with a delicate balance between labor needs and enforcement of immigration laws. A sudden crackdown could shift this balance, leaving farms understaffed and unprepared to manage critical tasks like planting, harvesting, and processing.
The UK’s post-Brexit experience offers a stark warning. After losing access to EU migrant labor, the British agricultural sector struggled to cope with significant labor shortages. Crops such as daffodils, cucumbers, and strawberries were left unharvested, leading to substantial financial losses for farmers and a spike in food waste. According to a 2021 UK Parliament report, individual farms reported losses exceeding $640,000 due to insufficient labor.
Efforts to recruit domestic workers, such as the “Pick for Britain” campaign, largely
failed. Low wages, difficult conditions, and the seasonal nature of the work made these roles unattractive. This left British farmers unable to meet contractual obligations, triggering supply chain disputes and economic instability. Similar outcomes are likely if undocumented agricultural workers in the United States are suddenly removed from the workforce.
If a strict immigration crackdown begins after Trump takes office, the timing could exacerbate the consequences. Winter is a critical season for agricultural operations in warmer states like California, Florida, and Texas, where citrus fruits and winter vegetables are actively harvested. Labor shortages during this period could leave crops overripe and unharvested, leading to food waste and lost revenue.
Additionally, January is when many farms prepare for spring planting. Crops like strawberries and onions, which require planting during late winter, could face reduced land area or delays. Anticipating a lack of available labor, some farmers may opt not to plant labor-intensive crops, reducing overall production and crop diversity for the upcoming season.
The impact of labor shortages would ripple across the agricultural supply chain. In the short term, reduced production would lead to higher food prices and increased reliance on imports. Farmers and food producers may also face difficulties meeting contractual obligations, potentially leading to disputes with distributors and retailers.
In the longer term, these disruptions could undermine consumer confidence in the reliability of the food supply. Farmers and food manufacturers may need to renegotiate contracts to account for unpredictable labor conditions, creating additional administrative and legal complexities.
U.S. stakeholders, including farmers, food manufacturers, and policymakers, can take proactive steps to mitigate similar risks.
Invest in contingency planning. Diversify labor sources and explore automation technologies where feasible.
Strengthen local supply chains. Build stronger partnerships with domestic farms and distributors to ensure supply chain continuity, even during periods of instability.
Review contracts and obligations. Anticipate potential disputes by reviewing existing agreements and renegotiating terms to account for labor shortages.
The U.S. agricultural sector’s reliance on undocumented immigrant labor is both a strength and a vulnerability. A strict crackdown on this workforce could lead to cascading consequences, including reduced agricultural output, increased costs, heightened food waste, and strained supply chains.
BARBARA GUIGNARD P rincipal, Efficio.
Rarely has a single issue in trucking permeated every aspect of the industry’s successes and failures as has the truck driver shortage. While the issue is a perennial “Top 10” issue on the American Transportation Research Institute’s (ATRI) annual survey of critical issues in trucking, the truck driver shortage has experienced the perfect storm of growing pressures. External pressures include two straight years of a trucking industry recession, growing cost centers led by insurance and regulatory costs, legalization of marijuana and the continuing retirement of baby boomers and soon-to-be Gen Xers.
Another 800-pound gorilla in the room is the industry’s poor image among the general populous. People unfamiliar with how sophisticated new truck tractors are, or how well truck drivers are paid, still have an impression that trucking is a dinosaur industry stuck in the 20th century. In reality, modern trucks are loaded with cutting-edge technologies and safety systems. New over-the-road (OTR) trucks have sleeper berths that have every conceivable luxury that a small apartment might have. Furthermore, truck driver compensation has gone up annually by double digits the last few years.
But still, many driver seats sit empty.
While the truck driver shortage is a clear reality for motor carriers, there are academics and even truck driver associations who insist that, from a technical standpoint, the truck driver shortage is not real. The logic being that, once all the myriad issues referenced above are addressed, the truck drivers will come racing back into trucking.
Trucker retirements are growing
A large percentage of Baby Boomers are retiring from truck driving jobs, and Gen Xers are starting the same process. The American Trucking Associations (ATA) now estimates that the industry’s driver shortage today is nearly 80,000 drivers and growing.
By looking at the numbers, it is clear that
the industry does have a loyal veteran driver base. With a median age of 49, truckload drivers are the country’s oldest major labor sector in the United States, based on Bureau of Census data.
Most outsiders are surprised to learn that state legalization of pot has put a serious crimp in trucking. Nearly 45 states have legalized pot for medicinal purposes, and 28 states have legalized it for recreational use. And Canada legally allows to partake in pot usage. So, it is hard for many people to understand that marijuana is still on the federal “Schedule 1” list of prohibited substances.
Truck drivers who think it is okay to smoke pot in a “legal” state will quickly discover they are out of a job as a truck driver. In some instances, truck drivers are ignorant of the conflict between federal and state laws, and others are actively choosing to give up their interstate driving jobs. According to the FMCSA’s Drug & Alcohol Clearinghouse, more than 130,000 truck drivers have tested positive for THC and have not started their return-to-duty process. Most industry insiders recognize that these drivers are not coming back to Class A truck driving; it is too easy to ditch the CDL, drive locally and continue to eat the brownies.
Women represent more than 47% of the U.S. workforce, but data from the Bureau of Labor Statistics show they are only 6-8% of the truck driver population. Re-
cent ATRI research discovered a far worse reality; when gender is broken out by CDL class, women truck drivers were less than 3% of the Class A CDL (OTR truck drivers). This is a twofold crisis for trucking: not only are women severely under-represented in driver jobs, but ATRI safety research found that women truck drivers have fewer violations than their male counterparts in every statistically significant violation category and have 14% fewer crashes than male truck drivers.
The trucking industry has twice been economically deregulated by the government, but is still one of the most highly regulated industries from a safety and operational perspective. The requirements on carriers and drivers relate to driver health and wellness, vehicle requirements, financial and insurance requirements, and hundreds of related Federal Motor Carrier Safety Regulations (FMCSRs).
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DAN MURRAY
Occupational Safety and Health Administration (OSHA)’s national emphasis program (NEP) is designed to reduce and prevent workplace hazards in warehousing and distribution center operations. Announced in July 2023, inspections under this three-year program focus on hazards related to industrial vehicle operations, material handling and storage, and more.
As the NEP progresses, what are inspectors targeting at food and beverage facilities in particular? And how can operations prepare for inspection and take steps to reduce injury rates?
What prompted the program
OSHA introduced this program in response to dramatic growth in warehousing and related industries, and the accompanying surge in injury and illness rates. The warehouse workforce has more than doubled in just a decade, expanding from 729,000 employees in 2014 to more than 1.7 million in 2024.
This influx of inexperienced workers and persistently high employee turnover has exacerbated common safety challenges. From 2018-2022, the national incidence rate for injuries and illnesses that resulted in days away from work, restricted or transferred (DART) increased from 3.9 to 4.7 cases per 100 full-time workers. National total recordable cases have increased from 5.1 to 5.5.
The goal of the NEP is to help operations make improvements to reduce these injuries and lost days.
The program is nationwide, however state-level OSHA agencies can adopt the federal NEP or their own state emphasis plan that meets the federal OSHA program requirements. The way that warehouses are selected for inspection can vary by state, but the federal program determines site selection and scheduling through a targeting system.
Establishments from two lists are scheduled for inspection in random order. The first list includes facilities with warehousing, distribution and parcel processing industry codes
and the second includes a limited number of retail establishment industry codes with the highest injury and illness DART rates.
Under the inspection procedures set out by the program, safety officers must review injury and illness records and their reporting status and complete an evaluation of potential hazards throughout the facility. Inspections focus on a variety of serious safety and health hazards common in warehousing and distribution center operations, including:
• Powered industrial truck operations
• Material handling and storage
• Walking-working surfaces
• Means of egress
• Fire protection
• Heat hazards
• Ergonomic hazards
For cold food and beverage operations, additional safety and health hazards that are potential areas of focus include:
• Personal protective equipment (PPE)
• Flooring and spill hazards
• Material handling for refrigerants and chemicals
• Ventilation
All states and territories offer on-site consultations that can help businesses identify areas of weakness and provide suggestions
to improve health and safety. “Consultation” is an important distinction from “inspection,” as they are available at no cost and with no risk of citations.
Lift truck safety is multi-faceted, site-specific and requires a comprehensive approach. Food and beverage warehouses can be busy, noisy and include cold and freezing environments. Lift truck operators must carefully maneuver and place loads at significant heights and navigate tight spaces and congestion. Beyond the inherent complexities of working safely and effectively in these settings, each million square feet of warehouse space requires about 80-100 lift trucks, and recent difficulty sourcing and retaining staff can result in warehouses utilizing a larger share of inexperienced operators.
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BRENDAN MCCANN
Director of major accounts, food processing and distribution, Yale Lift Truck Technologies.
As the supply chain continues to evolve, innovations that streamline food processing, packaging, shipping and delivery progress with it. From improvements to essential lift truck equipment to advancements in automation, energy and operator training and assist technologies, the modern warehouse floor functions more effectively today than ever before.
In addition to the dynamic supply chain, upcoming trends are a result of changing consumer needs. From a greater emphasis on convenience to a renewed desire for operational efficiency and security, new preferences call for a shift from tried-and-true procedures to innovative business models that champion modernization.
Today, organizations are aiming innovations in lift truck technologies by incorporating advancements that increase uptime; improve speed and mobility; streamline diagnostic procedures; and lower operating and energy costs.
Operator performance data collected by labor management systems allows facility leaders to use information intuitively, helping them to solve challenges before they grow more complex. Take, for example, maintenance records that indicate frequent tire replacement on a specific forklift.
With sophisticated data collection and management systems, businesses can now connect siloed pieces of data together to uncover previously unseen inefficiencies.
These are the principles of Industry 4.0. Of course, data collection, analyzation and implementation are only part of the evolving forklift innovation landscape. Operator assist technologies that prioritize workforce security are improving rapidly as well
Incorporating automation, including autonomous forklifts that work alongside manual operators, can dramatically increase productivity on the warehouse floor. Creating hybrid fleets that rely on a seamless network of
operators and autonomous lift trucks allows warehouse managers to reduce overhead and increase overall efficiency while saving on labor costs associated with training and operator management.
This new, modernized approach makes the best use of both on-the-floor workers and advanced equipment—rather than removing integral operators from important positions, automation assists them in quickly and reliably performing key job responsibilities
From increased productivity with long runtimes to greater sustainability, lower emissions, superior capacity retention and faster charging, lithium-ion lowers total costs for warehouse managers in one low-maintenance power solution.
As green energy solutions continue to grow in importance, so will solutions that contribute to a cleaner, more efficient warehouse. As such, integrating lithium-ion should be a top business priority for leaders looking to meet customer needs while remaining compliant with evolving environmental, health and occupational hazard regulations.
A key advancement in warehouse operations involves the adoption of virtual reality (VR) and augmented reality (AR) technologies that can help new trainees and seasonal workforce members rapidly develop the skills
needed to succeed without impacting dayto-day operations.
VR simulators act as flexible, scalable teaching tools, helping workforces become more efficient and expanding operator skills in an immersive way. AR technology, including integrated equipment detection and notification systems, can further enhance forklift efficiency on the warehouse floor. Together, VR and AR advancements make for a smart investment, offsetting hidden costs associated with less-than-optimal operator training and care.
As the food supply chain industry continues to evolve, these emerging trends underscore a critical reality: Innovation is less about wholesale replacement and more about strategic integration.
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Senior manager technology solutions and marketing, The Raymond Corporation.
Cold storage is the backbone of the food and beverage industry, supporting modern logistics for the quick-moving supply chain.
Looking ahead to 2025 and beyond, the cold storage industry faces both challenges and opportunities. Outdated infrastructure, surging demand, and rising costs will require food and beverage companies to adapt quickly, but those who adopt new technologies, investments, and strategies can discover new pathways to growth and resilience.
1. Changing consumption patterns
Cold storage facilities are adapting to handle a broader range of fresh and perishable goods. Operators are expanding capacity for items like fresh produce, dairy, and meal kits, which require precise temperature control. These trends also intersect with growing consumer expectations around food safety and sustainability, prompting companies to prioritize transparency and efficiency in their logistics networks.
2. Automation, sustainability and energy efficiency
Consumers increasingly expect faster delivery times for fresh and frozen goods, driving the need for facilities that reduce transit times and ensure product quality. However, industrial land in cities with high demand for e-commerce and online grocery is scarce and expensive.
Cold storage operators across the supply chain are investing in urban and suburban micro-fulfillment centers to meet the growing demand for speed and quality. These facilities often integrate technologies such as automated picking systems and advanced temperature controls to maximize efficiency and reduce costs. Additionally, investments in carbon reduction technologies such as LED lighting, solar integration, and sustainable materials ensure these modern facilities meet both operational and environmental goals.
3. Speculative construction in the cold storage space
Developers are building state-of-the-art cold storage warehouses without pre-leased
tenants, betting on future demand to attract operators.
Speculative builds attract developers because of their ability to meet immediate demand and for their high return on investment. High-growth regions like Texas, Florida, and Georgia, lead the way in new construction, accounting for 47% of all cold storage developments since 2020.
4. Investing in cold storage
High barriers to entry—such as the complexity of facility design and operational expertise—and the resilience of the sector, make it a niche market with significant upside.
Since 2019, average asking rents for cold storage facilities have risen by more than 96%. This dramatic increase reflects the scarcity of modern facilities, and the critical role cold storage plays in global supply chains. Additionally, aging infrastructure poses a major challenge. The average cold storage facility is 42 years old, and more than half are over 30 years old.
Investors are capitalizing on this opportunity, funding speculative builds and modernization projects to help food and beverage operators scale and meet rising demand.
5. The growing importance of the last mile
Last-mile logistics requires precision and speed to ensure products like fresh groceries and meal kits arrive in peak condition.
Food and beverage operators are leverag-
ing innovative strategies to overcome these challenges. These approaches help optimize delivery routes, improve network efficiency, enhance the reliability of last-mile services, and ensure the quality of perishable goods. The cold storage industry is at a pivotal moment, where surging demand, technological innovation, and shifting economic forces are driving rapid change for food and beverage companies. As we move into 2025 and beyond, companies that adapt quickly and strategically will lead the next era of logistics, shaping a future where efficiency, sustainability, and innovation are paramount.
Anyone who moves food and beverage through the supply chain knows that the industry operates within a unique set of challenges. From maintaining product quality and safety to meeting strict regulatory requirements, companies in this space face constant pressure to perform efficiently while minimizing risks.
Take for example a grocery fulfillment center with a complex set of challenges: managing chilled and ambient inventory while ensuring temperature control and operational efficiency. Functionally, the operation needs to track the temperature of each gallon of milk and the location of every piece of produce.
The solution integrated real-time visibility software with totes equipped with temperature sensors. This pairing provided visibility into the conditions of goods throughout the facility.
The result? This distributor experienced a reduction in wasted products, enhanced compliance, and improved customer satisfaction.
Internet of Things (IoT)-enabled sensors continuously track conditions at every stage of the supply chain to confirm that all products remain within safe thresholds. If temperatures deviate, the software triggers real-time alerts, leading to swift corrective actions to preserve product integrity.
For instance, the grocery fulfillment center previously cited relied on these alerts to coordinate picking tasks across temperature zones, allowing perishable goods to be retrieved and consolidated without compromising quality.
This level of precision simplifies the process of meeting compliance with food safety standards. Real-time visibility software automates first-in/first-out and first-expired/first-out processes.
Batch and lot tracking capabilities further enhance safety by facilitating rapid
responses to quality control issues. If the software detects contamination from other products or non-food contaminants (such as cleaning supplies), the system can immediately lock down affected batches to isolate the risk and protect consumers.
Another advantage of real-time visibility within a warehouse or facility is dynamic inventory management. The software tracks expiration dates and stock levels in real time, prioritizing replenishment and fulfillment to reduce out-of-stock situations and waste. This ensures inventory is used optimally and customers remain satisfied with their orders.
By integrating data from sensors, robotics, and manual operations, real-time visibility software synchronizes workflows across the facility to drive operational efficiency. For example, the software ensures that items from different temperature zones are picked simultaneously and consolidated efficiently, saving time and reducing errors.
With this dynamic task prioritization, fulfillment managers can reduce downtime as well as optimize labor resources and storage space. Integration with automated equipment like automated storage and retrieval systems (AS/RSs) further enhances space utilization and throughput.
Finally, role-based dashboards provide tailored insights for operators, supervisors, and managers. Operators track specific tasks, while supervisors monitor overall performance and address bottlenecks. Artificial intelligence (AI)-powered predictive analytics also offer forecasting capabilities, enabling managers to adjust strategies proactively based on real-time data.
SKU proliferation is a major factor. As consumers demand more options among their food and beverage choices, the number of SKUs in warehouses continue to skyrocket. Managing the diversity of these inventories
requires robust tracking and optimization tools far beyond what a simple spreadsheet or database can provide.
The next trend? Cold chain complexity. The growing number of refrigerated and frozen goods has added layers of complexity to logistics operations. Real-time visibility software ensures that temperature-sensitive products remain within safe ranges throughout their journey.
Sustainability goals are also driving software adoption. As companies seek to reduce waste, optimize delivery routes, and improve resource efficiency, real-time visibility software helps achieve environmental targets while improving operational performance. The future of real-time visibility software is shaped by emerging technologies and evolving industry needs.
In the fast-paced and safety-sensitive food and beverage industry, real-time visibility software has become a cornerstone of operational success.
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PROPANE-POWERED EQUIPMENT REDUCES EMISSIONS WITHOUT SACRIFICING PERFORMANCE
From forklifts and tractors to fleet vehicles and generators — propane-powered equipment can reduce emissions in your port operation without skipping a beat on the performance you need and expect. New research in real-world conditions proves that propane yard tractors produce near-zero emissions without sacrificing performance — a significant improvement over similar industry-standard diesel models.
To see how propane can help you meet your port sustainability goals, scan the QR code or visit propane.com/for-my-business/material-handling-for-ports