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Developing a Less-than-Truckload & Ecommerce Focused Shipping Strategy

Omnichannel v Siloed Channels

Omnichannel is “in.” Siloed channels are out.

Customers expect to get whatever they want, whenever they want, at the prices they want and the ability to change their minds up to the delivery time.

It sounds like a shipping nightmare, and in some respects, it is.

Shippers cannot hope to fulfill every possible demand at all times, but they can help ensure positive experiences.

This will require a less-than-truckload (LTL) and e-commercefocused shipping strategy.

In other words, shippers will need to combine their approaches to handling e-commerce and LTL.

Shippers need to know the benefits of combined strategy and a few best practices to develop a winning LTL and e-commerce plan.

Benefits of Combining LTL and E-Commerce Shipping Strategies

Omnichannel means the ability to serve customers across any channel and blend all channels to create seamless experiences for customers.

Up to 60 percent of all transactions, including online and brick-and-mortar sales, involve the use of the internet at some point in the shopping journey.

As a result, companies must embrace the combined nature of omnichannel to realize its benefits, and the same is true of combined LTL and e-commerce shipping strategies.

Some of the top benefits of combined LTL and e-commerce include:

  • More time for customer service and filling orders.
  • Reduced paperwork errors.
  • Increased accuracy in freight quoting, reducing accessorial or after-the-fact fees.
  • Efficient processes.
  • More revenue for customers.
  • Lowered carrying costs through additional shipping models.

Best Practices in an LTL and E-Commerce Shipping Strategy

Gaining the benefits of omnichannel-based LTL and e-commerce is excellent, but the path to full realization is not necessarily clear.

Shippers should follow these best practices to create a comprehensive, cost-saving strategy:

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  1. Refine LTL and e-commerce solutions’ provider bidding practices. How shippers submit RFPs to carriers and solicit new services can have a significant impact on pricing and timeliness of response. Since time is everything in the capacity crunch, those that refine processes by advising of expectations in the RFP and defining the review process can streamline carrier expansion.
  2. Expand LTL transportation networks. Using multiple carriers is likely the best and only way to access a global customer base in the age of e-commerce. Shipments outside of a carrier’s designated area will naturally require another carrier, and the global market of e-commerce means every option must be on the table. The alternative is to refuse sales or delivery to certain areas.
  3. Integrate LTL and e-commerce freight management platforms, explains Deborah Lockridge of Trucking Info. Integrated platforms had the natural effect of self-verifying information and automating the freight tender process. Moreover, integrated solutions provide better traceability and reduced costs than trying to manage multiple systems independently. Shippers should also integrate the ELD and labor management systems to gain true end-to-end visibility, as well as the whole scope of warehouse management technologies and platforms.
  4. Consider DIM pricing. Dimensionalizers automatically measure freight to ensure dimensions are within the carrier limitations, as well as provide information for calculating DIM weight versus actual weight.
  5. Remember the impact of tariffs and new taxes. Although the Tax Cuts and Jobs Act was passed in early 2018, the likelihood of new taxes and tariffs levied in the coming year is great. Shippers should consider the impact of tariffs and potential changes to laws in making all decisions.
  6. Maximize efficiency by eliminating empty backhauls, asserts Supply Chain 24/7. Empty backhauls are wasted space and lost money. It’s that simple.
  7. Partner with a freight broker, like a 3PL. Freight brokers can help SMBs access volume discounts, expand carrier selection, take advantage of value-added services, such as invoice auditing and even cargo insurance.

Putting It All Together

Shippers have to meet e-commerce customers’ needs.

Delivering as expected will require the use of new technologies and convergence of LTL and e-commerce management platforms.

Shippers should follow the tips listed above to bring harmony to their systems and streamline shipment processing.

Of course, shippers must also work to build positive experiences for customers up to delivery, installation and customer service, if necessary.

In a sense, the reputation of less than truckload service has evolved and grown more important, especially in the age of social media.

Related: Applying Vital Less-than-Truckload Capacity Best Practices When Freight Volume is Tight

Applying Vital Less-than-Truckload Capacity Best Practices When Freight Volume is Tight

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The Evolution of LTL Shipping Best Practices New!
This exclusive, & educational white paper is for shippers who are accustomed to shipping LTL freight or are starting to ship more LTL freight, it addresses capacity woes, use of last-mile delivery, and how to choose the right LTL carrier. Download Now!

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Current Factors Driving the Less Than Truckload Pricing Market New!
This white paper is a must-read for shippers who are seeking information on the less than truckload pricing market in order to plan for 2019. Download Now!

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The State of & Pricing Outlook of the Less than Truckload Shipping Market
This is a must-read for shippers who are either LTL shipping pros, new LTL shippers who are needing education, or those moving more freight to the LTL mode as Full Truckload feels the capacity crunch squeeze. Download Now!

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8 Big Factors to Consider for Efficient Less-than-Truckload Shipping
In this all-new e-book, we discuss the 8 core areas that Less-than-Truckload shippers can focus on in order to have more efficient LTL shipping practices. Download Now!

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Acing the E-Commerce and Logistics Game Means Going Back to the Basics with an Eye on the Future
In this white paper, you will learn what supply chain leaders need to understand why logistics fundamentals will continue to shape the e-commerce shipping strategy and how to master e-commerce logistics. Download Now!

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Bringing Omnichannel to the Forefront of Ecommerce
This white paper is a must read for those who are looking to go omnichannel with their supply chain and want to understand that a major part of that strategy is in the ecommerce channel. Download Now!

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Graph Blockchain Solutions Targets $15.5 Trillion Global Supply Chain Management Logistics Sector

August 23, 2018 · By 24/7 Staff ·

Blockchain Data Management & Global Logistics Market

With globalization and the increased consumption of various products worldwide, efficient supply chain management and the role of freight and logistics has become increasingly complex.

The global logistics market involves all activities of Supply Chain Management (“SCM”), including transportation, warehousing, inventory management, and the flow of information and order processing.

As previously published by Transparency Market Research, this market is estimated to reach US $15.5 Trillion by 2023.

Multi-national global logistics and freight companies such as FedEx, UPS, and Purolator have openly acknowledged their endorsement of blockchain technology, with all three joining the Blockchain in Trucking Alliance (BiTA), noting that it will bring efficiencies to their industry through consistent, transparent and immutable data.

“We’re quite confident that blockchain has big, big implications in the supply chain, transportation, and logistics,” FedEx CEO Frederick Smith said at the Consensus 2018 conference.

On their company’s press release, Linda Weakland, UPS director of enterprise architecture and innovation, said: “Blockchain has multiple applications in the logistics industry, especially related to supply chains, insurance, payments, audits and customs brokerage.”

Tied to global logistics, South Korea has one of the world’s highest e-commerce rates, however, they have lagged in keeping pace with warehouses and distribution centers. As such, as reported by the Wall Street Journal earlier this year, there has been a wave of investment into high-specification logistics projects across the country, both by the South Korean government through incentives and into Korean logistics properties by institutional investors such as the Canada Pension Investment Board.

Graph Blockchain Solutions

With the growth of this sector as a tactical objective, Graph’s foray into the global logistics industry commenced with providing solutions to divisions of Samsung and LG corporations. Both companies are South Korean based multinational conglomerates, known to be the world’s largest manufacturer of mobile phones and smartphones, and the world’s second-largest television manufacturer, respectively.

By participating in the development of technology that could revolutionize logistics for multi-nationals, Graph has secured a solid position with the goal of becoming a leading solution provider in the sector, focusing on building a global logistics eco-system wherein the graph blockchain solution would reduce downtime by providing real-time monitoring, tracking and business intelligence analytics.

This will enable companies to realize cost savings by mitigating delays and minimizing the impact of lost goods due to cargo theft and fraud, while at the same time driving efficiencies across their SCM.

Most recently, building on the company’s new-found presence within the global logistics space, Graph announced a memorandum of understanding with the Korean Trade Organization, KTNET, a Korean government Agency, to develop a blockchain based electronic trade services platform. KTNET affects US $5.57 billion annually in trade and services and links 97,000 customers and trade-related organizations through its trade system. By integrating the benefits of blockchain technology with real-time insights and reporting tools, Graph’s data management platform is part of the continued improvement of trade processes by KTNET, and further establishes Graph’s capabilities to provide viable leading-edge blockchain solutions in the global trade services sector.

“While blockchain data management is commonly viewed as a nascent technology, the increasing demand to address efficiency issues in supply chain management clearly dictates the need for rapid adoption of blockchain solutions such as Graph’s. Our successful partnerships to date show that we are a trusted solutions provider, and granted how big these industries are set to grow, this is just the tip of the iceberg,” says Peter Kim, President and COO of Graph.

About Graph Blockchain Limited

Graph Blockchain is in the process of listing as a public company on the Canadian Securities Exchange, by way of a reverse-takeover, resulting in a pre-financing valuation of approximately $39 Million CAD (click here for more information). Graph was started as a joint venture formed between Datametrex and Bitnine, with the mandate to bring the value of Graph Database technology to the blockchain environment where there is a great need to enhance performance and present the verified and authenticated data in unique ways.

About Datametrex AI Limited

Datametrex AI Limited is a technology-focused company with exposure to four exciting verticals. Big Data, collecting data from the retail point of sales environments. Artificial Intelligence and Machine Learning through its wholly owned subsidiary, Nexalogy. Implementing Blockchain technology for secure Data Transfers through its joint venture company, Graph Blockchain. Industrial scale Cryptocurrency Mining through its wholly owned subsidiary, Ronin Blockchain Corp.

Related Article: UPS Blockchain Patent to Route Packages through International Supply Chains via Multiple Carriers

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Bridge to Blockchain: A Platform for Orchestrating Multi-Enterprise Networks New!

In this white paper, you will learn why blockchain platforms vary widely in terms capability, disclosure, confidentiality, anonymity, the cost to use, and speed, and why companies need to leverage more than one blockchain network to realize game-changing business models. Download Now!

Can Blockchain Revolutionize the Supply Chain?

In this white paper Ranjit Notani, One Network CTO examines Blockchain’s powerful potential as well as a major problem and whether and how Blockchains can revolutionize the Supply Chain. Download Now!

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Artificial Intelligence to Thrive in Logistics Industry

The potential of Artificial Intelligence (AI) in logistics

Giving rise to a new class of intelligent logistics assets and operational paradigms, DHL and IBM in their joint report “Artificial Intelligence in Logistics” outline how supply chain leaders can take advantage of AI’s key benefits and opportunities now that performance, accessibility as well as costs are more favorable than ever before.

The collaborative report identifies implications and uses cases of AI for the logistics industry, finding that AI has the potential to significantly augment human capabilities.

While AI is already ubiquitous in the consumer realm, as demonstrated by the rapid growth of voice assistant applications, DHL and IBM find that AI technologies are maturing at a great pace, allowing for additional applications for the logistics industry.

These can, for instance, help logistics providers enrich customer experiences through conversational engagement and even deliver articles before the customer has even ordered them.

“Today’s current technology, business, and societal conditions favor a paradigm shift to proactive and predictive logistics operations more than any previous time in history” explains Matthias Heutger, Senior Vice President and Global Head of Innovation DHL.

“As the technological progress in the field of AI is proceeding at great pace, we see it as our duty to explore, together with our customers and employees, how AI will shape the logistics industry’s future.”

Many industries have already successfully adopted AI into their everyday business, such as the engineering and manufacturing industry: AI is being used in production lines to help streamline production and maintenance through image recognition and conversational interfaces.

In the automotive industry, AI is being extensively called upon to enhance the self-learning capabilities of autonomous vehicles. Many more examples evidence AI’s benefits with the ability to transform the world of industry after its transformational impact on the consumer world.

With the help of AI, the logistics industry will shift its operating model from reactive actions to a proactive and predictive paradigm, which will generate better insights at favorable costs in the back office, operational and customer-facing activities.

For instance, AI technologies can use advanced image recognition to track the condition of shipments and assets, bring end-to-end autonomy to transportation, or predict fluctuations in global shipment volumes before they occur.

Read: Creating a True Digital AI Procurement Supply Chain

Clearly, AI augments human capabilities but also eliminates routine work, which will shift the focus of logistics workforces to more meaningful and value-added work.

“Technology is changing the logistics industry’s traditional value chains, and ecosystems are reshaping enterprises, industries and economies,” says Keith Dierkx, IBM Global Industry Leader for Freight, Logistics, and Rail.

“By leveraging AI into core processes, companies can invest more in strategic growth imperatives to modernize or eliminate legacy application systems. This can make existing assets and infrastructure more efficient while providing the workforce with time to enhance their skills and capabilities.”

In the report, DHL and IBM conclude that AI will develop to become as omnipresent in the industrial sector as it currently is in the consumer world. AI stands to transform the logistics industry into a proactive, predictive, automated and personalized branch.

Considering this, the report provides perspectives and best practices on how logistics players can seize and adopt AI in their global supply chains.

Download the Report: Artificial Intelligence in Logistics

Related Article: Preparing For the Malicious Use of Artificial Intelligence

Preparing For the Malicious Use of Artificial Intelligence

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Artificial Intelligence in Logistics
This 2018 paper is a collaborative report by DHL and IBM on implications and use cases for the logistics industry, it details how Artificial intelligence (AI) provides a huge opportunity as it leaps from consumer segments to enterprises and onward to the industrial sector and logistics. Download Now!

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8 Keys to Achieving Success with Artificial Intelligence in Supply Chain
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As Amazon Ponders Airborne Fulfillment Centers Demand for Vertical Warehousing Grows

Multistory Vertical Fulfillment Centers

As reported by Rob Smith, National Retail Reporter, CoStar Group, Amazon, the online innovator that changed retailing, now has plans for a futuristic airborne fulfillment center where it would use drones to deliver goods.

The e-commerce giant was granted a patent for the conceptlast month, and it has another pending for a vertical warehouse that looks more like a skyscraper than a distribution center.

The cutting-edge ideas show how far developers may have to go to address the growing demand for industrial space as more Americans shop online.

Already, the first multistory warehouses in the U.S. are scheduled to open in urban areas as developers and retailers respond to the rise in e-commerce and the need for quick delivery of goods.

Amazon and other retailers are analyzing their supply chains and shifting how developers view warehouse space.

By 2028, 40 percent of all parcels will be delivered within two hours, according to a study released earlier this year by Zebra Technologies.

“The changes we’re undergoing right now are coming at a pace we’ve never seen before,” said Garrick Brown, vice president and head of retail research, Americas, at commercial brokerage Cushman & Wakefield. “The evolution in the next 10 years will match what we’ve seen in the last 40.”

Amazon, the world’s largest retailer, could conceivably test concepts such as the futuristic fulfillment centers at its planned second headquarters location, which it has said it will announce this year.

According to the patent, the airborne fulfillment center is designed to look somewhat like a blimp and to float thousands of feet up in the sky where drones buzz in, pick up packages and fly away to make deliveries.

Whether these radical ideas happen or not, skeptics should not dismiss the plans of Amazon or its founder and chief executive, Jeff Bezos, said Ben Conwell, senior managing director and e-commerce advisory group lead at Cushman & Wakefield. Before joining the brokerage, Conwell served as Amazon’s director of North American real estate operations from 2011 to 2014.

“It may not look exactly like some of these fun patents in the can, but somewhere between reality and fantasy,” he said.

“In the last 20 years, a lot of people have lost a lot of money betting against Jeff Bezos and Amazon.”

In the more immediate future, demand is rising for taller urban warehouses with smaller real estate footprints.

This fall, Prologis Georgetown Crossroads expected to open what its Website touts as “the first multistory warehouse in the United States” in a neighborhood minutes from downtown Seattle. The three-story, 590,000-square-foot, ground-up warehouse features 410,000 square feet of dedicated fulfillment space designed for e-commerce purposes. Prologis is also developing multistory warehouses in New York and San Francisco.

Ben Conwell, senior managing director and e-commerce advisory group lead at Cushman & Wakefield

“Let’s build a couple distribution centers, stack ‘em on top of one another, and then we’ll figure out how to make buildings with a smaller footprint work”Ben Conwell, senior managing director and e-commerce advisory group lead at Cushman & Wakefield

Similar multistory warehouse developments are planned in New York City, according to a report from commercial brokerage Jones Lang LaSalle. One was confirmed late last month by Chicago-based Bridge Development Partners, which is teaming with New York City developer Dov Hertz to buy an 18-acre property in southwest Brooklyn with 1.5 million square feet of new industrial space.

Such developments “absolutely make sense” in commercially dense areas to speed delivery and will continue to happen, said Justin Carlucci, partner, Northwest region at Bridge Development Partners, at a commercial real estate event in Seattle.

Developers are also starting to increase the height of their warehouses. Vertical warehouses have been built in places such as Hong Kong and Shanghai where land prices are expensive, but the concept is just now starting to catch on in the U.S., said Conwell.

He said technologies such as automation and drones will increasingly lead to taller warehouse ceilings – perhaps as high as 60 feet – well above the industry standard of 36 feet.

Amazon is among those leading the charge, opening small, urban warehouses to make a two-hour delivery for Prime members possible.

Amazon, which now operates more than 30 across the U.S., said its shipping costs last year were $21.7 billion, almost double what they were two years prior. The company is seeking to mitigate those costs partially by making its fulfillment centers more efficient, according to its 2017 annual report.

“There’s no question that’s the direction we’ll eventually get to,” Conwell said.

“Let’s build a couple distribution centers, stack ‘em on top of one another, and then we’ll figure out how to make buildings with a smaller footprint work.”

Related Article: 40 Percent of Parcels Will Be Delivered Within 2 Hours By 2028

40 Percent of Parcels Will Be Delivered Within 2 Hours By 2028

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Future of Fulfillment Vision Study New!
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The IBM AI Technology behind Wimbledon 2018

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The Rewards of Getting Returns and Reverse Logistics Right

Customer expectations are shifting fast and there are different challenges inherent in managing reverse logistics and returns for B2B and B2C.

The returns economy in ecommerce is a real opportunity to shine, but you need a solid foundation in place.

With the right approach, you can tame your returns processes, keep costs under control, and provide the kind of excellent service that differentiates your business from the competition.

At least 30% of products ordered online are returned, compared to almost 9% in brick-and-mortar stores, according to stats collected and presented by invesp.

They also show that 79% of consumers want free return shipping and that as many as 67% of shoppers check the returns page before they purchase online. 92% say they will buy again if returns are easy.

So, it’s clear that a well-managed returns policy will attract new customers and boost loyalty, but how to achieve it?

Visibility and Control

Consider that only 42% of retailers surveyed by ARC Advisory Group and DC Velocity were able to say that they fully understood the financial impact of returns on their business, while 27% admitted that they guess or can’t measure it at all.

Gaining an insight into the process and associated costs is a vital first step.

Creating a top-quality customer experience starts with complete visibility into the forward or reverse flow for all orders.

If you want to give customers a wide choice, fast service, low cost and high reliability, then you need to carefully orchestrate your supply chain.

You need to combine that visibility with control on a very granular level for precise, real-time planning and execution of all the steps required for each and every order.

End-to-end optimization is the path to satisfied customers and reduced costs, but you can’t achieve it without the right tools.

Adopt a Control Tower

A control tower platform can be layered on top of your disparate systems, marrying all the data from warehouse management software, carrier systems, transport tracking, e-commerce systems, CRM, ERP, and everything else.

A control tower gives you the big picture, single source of truth view that you need to be able to make the right decisions for your customers and your business.

It’s not just about linking field engineers, logistics service providers, customer service departments, and repair centers together, but also enabling them to collaborate.

You can drill down in the planning stage and individually optimize every order and return. Find the best parties, the best timing, manage your inventory closely, and map complex multi-leg flows.

This is the end-to-end management of every aspect of the order lifecycle.

Download Modern Control Towers: Choosing the Right One for Your Digital Supply Chain

You can also see the progress in real-time, create alerts so that you’re alerted to potential problems before they develop, and keep a tight rein on costs. When the order is complete, check cost incurred against expected cost and analyze your service providers’ performance.

Finally, you can collect and allocate the cost of all the activities and project them on the return order, giving you an interval cost picture per order and analysis on the supply chain landed cost for your reverse books.

Managing Complex Dependencies

In the B2B world, you have a complex returns landscape with SLAs (service level agreements) to consider.

Customers need to ship back defective or faulty parts to return centers, where they typically get sent onto larger distribution centers. They need to be inspected and then repaired or rerouted to recycling or back into stock. When a repair is required you need to choose the right repair center or vendor.

All the while, your customer service department must be kept up to date on progress, so they can keep the customer happily informed.

There’s a lot of complexity in the average aftermarket supply chain.

With the end-to-end order visibility and inventory availability a control tower can establish, it’s possible to provide faster and more reliable service to customers, but also to conduct the kind of analysis that empowers you to drive continuous improvement going forward.

There’s simply no way of delivering omnichannel capabilities cost-effectively without granular insight and real-time control.

Remember that the initial investment required to establish supply chain orchestration will soon be recouped by tighter cost control and an increase in new and repeat business.

About the Author
Martin Verwijmeren is co-founder and Chief Executive Officer of MP Objects, a leading provider of smart cloud software for supply chain orchestration with offices in Boston, Rotterdam, Tokyo, and Hyderabad. He was previously vice president of IT for CEVA Logistics. He has a Ph.D. in distributed systems for integral inventory management from the Eindhoven University of Technology. Contact him at

Modern Control Towers: Choosing the Right One for Your Digital Supply Chain

In Pursuit of the Perfect Order
Customer expectations are higher than ever. There’s a growing demand for fast lead times, complete transparency on order progress, and an expanded set of services. Customer experience is absolutely vital for any company seeking a competitive advantage. Forrester calls this “the age of the customer” and it’s crucial to ensure your customers get what they want when they want it.

Modern Control Towers: Choosing the Right One for Your Digital Supply Chain

What is the perfect order? In simple terms, you want to fulfill customer orders, deliver them on-time and in-full (OTIF), but also do so profitably, which means controlling costs. If you please your customers by meeting their rising expectations, then they will come back for more, and customer retention is vital for any healthy business.

Download the White Paper Modern Control Towers: Choosing the Right One for Your Digital Supply Chain

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The 5 Most Dangerous Jobs in America

Office workers suffer repetitive stress injuries all the time, and research is discovering that sitting for too long can be just as hazardous as smoking.

But these scenarios pale in comparison to some of the possible outcomes of working the most dangerous jobs in America.

Here are the top 5:

1. Logging Workers

In 2016, fatalities for logging workers occurred at a rate of 135.9 per 100,000 workers. There were 91 fatalities and 900 non-fatal injuries, with the most common injury being struck by an object.

What makes logging so dangerous is that it is physically taxing and is located in outdoor remote areas where medical aid is far away.

So, when fatigued workers fail to see a heavy branch falling down on them or are too slow to avoid a log rolling their way, getting the injured to medical care is difficult. And while object strikes are the leading cause for injury, loggers also experience accidents with their heavy machinery, like harvesters and chainsaws. Considering the high rate of deaths and injuries, logging is 38 times more dangerous than the average job and only pays $37,590 annually on average.

2. Fishing Workers

Coming in behind logging deaths is fishing fatalities at a rate of 86 per 100,000 workers. In 2016, there were a total of 24 fatal injuries. Still, it’s easy to imagine that those injuries were not fatal to begin with.

More likely, the injury was sustained on a boat in the middle of the ocean, and the crew couldn’t get back to port in time to save the injured crewman. Like logging, fishing is strenuous physical work in a remote location with sometimes extreme weather. Regrettably, the median annual income for these dangerous jobs is only $27,110.

3. Aircraft Pilots and Flight Engineers

Aircraft pilots and flight engineers suffer a fatality at a rate of 55.5 per 100,000 workers. In 2016, there were 75 fatalities and 470 non-fatal injuries. The most common injury is exhaustion, but one can see how that leads to death if a pilot’s body reacts to exhaustion while in flight. In fact, all 75 fatalities in 2016 were due to an accident while in transit.

It’s easy to imagine how the odd schedule for pilots – especially during the holiday seasons – can tax the human body. A pilot may not realize how much stress he or she is putting on him or herself until it’s too late. At that point the exhausted pilots are now putting their passengers at risk, too. At the very least, however, the money is relatively good, averaging out to be $105,720 a year.

4. Roofers

Roofing sounds like a foregone conclusion to appear on this list of dangerous jobs; it’s just impressive that it isn’t higher on this list. Roofs are everywhere and accessible locally, so even unskilled, uncertified tradesmen can climb several floors to put their lives at risk without having to travel to some distant place.

In fact, being so close to civilization is probably the only reason there aren’t more fatalities. In 2016, the fatality rate was 48.6 per 100,000 workers, with 101 fatal injuries and a whopping 3,150 non-fatal injuries. As expected, the majority of the injuries are caused by falls, slips, and trips, with 26.7% of non-fatal accidents being falls to lower levels. For this dangerous job, the average annual wage is $37,760.

5. Refuse and Recyclable Material Collectors

Who knew that the garbage man picking up the trash once a week was taking his life into his own hands? Yet, here he is with a rate of 34.1 fatal injuries per 100,000 workers. In 2016 alone, there were 31 fatal injuries with an incredible 6,170 non-fatal injuries.

Most of these accidents are caused by slips and falls, however, 67.7% of the fatalities are due to transportation incidents. Of those fatalities, 29% are classified as “pedestrian vehicular incidents”, which include workers being struck by a car. For this dangerous, but important job, workers can expect to make $35,270 a year on average.

Proper safety, certification, and compliance exist for a reason: They keep workers safe. When companies skirt these requirements, not only can workers be injured or killed, but supply chains are disrupted, affecting multiple organizations and the end customers that rely on the deliverables. Don’t partner with a company that doesn’t emphasize safety. Avetta can help ensure that you only work with the safest suppliers and contractors.

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3rd PR Logistics & Friends Golf Tournament

On February 23rd, we celebrated our third PR Logistics & Friends Golf Tournament together with Mr. Ariel Rodriguez’s Foundation “Fundación Ayudar” and thanks to the support of all of our sponsors we were able to donate $30,000 in the benefit of Hogar Ruth. 


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DA Begins Research Collaboration with MIT to Accelerate Digital Supply Chain Innovations

JDA Software, Inc., has announced a multiyear collaboration with the Massachusetts Institute of Technology (MIT) focused on joint research to create new and innovative capabilities within the supply chain utilizing intelligent edge technologies like machine learning, AI, IoT and advanced analytics.

JDA will work closely with MIT’s Institute for Data, Systems, and Society (IDSS), a world-class research and innovation team led by MIT’s Dr. David Simchi-Levi, professor of engineering systems and renowned supply chain expert, to develop new solutions that predict supply chain demand, increase cognitive responses and embrace the intelligent edge.

“It is more critical than ever to infuse innovation into every aspect of the supply chain, as edge technologies such as the Internet of Things (IoT) and artificial intelligence (AI) are essential to digitally transforming supply chains. This collaboration allows us to tap into the extraordinary mindshare at MIT to accelerate the research into more intelligent and cognitive capabilities moving forward,” said Desikan Madhavanur, executive vice president and chief development officer, JDA.

“We are excited to be working on the future of supply chain with MIT to double-down on researching enhanced, innovative and value-driven supply chain solutions.”

The research will be conducted in concert with JDA’s product development team as well as JDA Labs team, a dedicated research and development group committed to delivering patentable innovations and new products to the market.

JDA and IDSS will create real-world use cases to expand predictive demand, intelligent execution and advanced supply chain and retail planning that will yield a unique, prescriptive supply chain.

These use cases will explore new data science algorithms for predictive behavior and prescriptive cognitive optimization that go a step further than current processes by not only taking into account past behaviors but also determining the likely future behaviors based on countless demand signals. Tapping into the technological power of these algorithms will yield a higher value for customers’ supply chains.

MIT’s Dr. David Simchi-Levi, professor of engineering systems

“The collaboration will support our students and advance research in machine learning, optimization and consumer behavior modeling”Professor David Simchi-Levi of the Institute for Data, Systems, and Society, MIT

Innovation is no stranger to JDA; JDA Labs and JDA’s product development teams have made great progress toward the delivery of sophisticated capabilities that have resulted in over 400 patents granted and pending for the supply chain – the largest patent portfolio of any company in the field of supply chain management.

In addition, JDA is the only company to have been named a leader in all five Gartner Magic Quadrants focused on supply chain and retail.

Simchi-Levi is the former co-director of Leaders for Global Operations at MIT. He is considered one of the premier thought leaders in supply chain management and business analytics. His research focuses on developing and implementing robust and efficient techniques for operations management. He has published widely in professional journals on both practical and theoretical aspects of supply chain and revenue management.

Simchi-Levi says, “I am very pleased JDA has entered into a multiyear research collaboration with IDSS to develop sophisticated machine learning algorithms that may accelerate research in this area as well as JDA’s digital solution offerings. The collaboration will leverage multiple data sources and emphasize the combination of machine learning, optimization, and consumer behavior modeling.”

Simchi-Levi will speak at JDA’s annual customer conference, JDA FOCUS 2018, in Orlando, May 6-9, 2018. Learn more and register here.

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8 Fundamentals for Achieving Artificial Intelligence Success in the Supply Chain

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