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With annual revenues valued at north of $2.8 billion, Schneider National is one of the largest logistics and intermodal services companies in the United States, currently the 17th biggest according to estimates from Armstrong & Associates. It's poised to move up that list with the recent acquisition of a mid-size logistics firm that's headquartered in the Buckeye State.

On the last day of 2021, Schneider made its merger with Midwest Logistics Systems official by becoming its majority stakeholder. MLS and its 1,000 drivers won't be leaving the region, considering the 900-truck firm is located in Ohio and Schneider National is based in Green Bay, Wisconsin. It does have over two dozen offices, though, most of which are in the nation's midsection.

Mark Rourke, president and CEO of Schneider, said the company's dedicated workplace culture and values is what made MLS a shoo-in for Schneider.

"Preserving the MLS identity is essential," said Rourke, per Overdrive magazine. "The carrier's family-owned nature combined with its strong culture and customer service make it a valuable contributor for growing Schneider's dedicated operations."

MLS will remain MLS
All told, the all-cash deal is reportedly worth approximately $263 million. Despite Schneider now holding 100% ownership and equity interest in the Celina-based logistics firm, MLS will reportedly retain its name and will operate as an independent subsidiary of Schneider.

"With this acquisition," Rourke added, "we believe Schneider is on track to generate $1 billion in annual revenue in our dedicated operations with over 5,000 trucks."

In terms of annual gross revenue, Schneider is worth $2.8 billion, according to market research firm Armstrong & Associates, behind Penske Logistics ($3.2 billion) but ahead of NFI Industries ($2.6 billion). The single largest third-party logistics provider in the U.S. is C.H. Robinson, whose revenues amount to nearly $15.5 billion.

Rourke noted that with MLS' annual revenues of $205 million, Schneider's acquisition is expected to boost its positioning in third-party logistics space with little delay.   

Schneider has been in the logistics industry for over 85 years.Schneider has been in the logistics industry for over 85 years.

What is dedicated service?
With the acquisition, Schneider will expanding its dedicated services branch of operational offerings. Dedicated services is the equivalent of having a private fleet, supplying organizations that rely on logistics and delivery with a full suite of the equipment, personnel and assets businesses need to remain competitive in time-sensitive environments. Perhaps in light of the supply chain challenges that have manifested themselves over the past year, more logistics providers appear to be more dedicated to dedicated services. As Transport Dive noted, in an earnings call this past October, the chief executive officer of USA Truck said he expects half of the company's cash flow — meaning both profits and revenue — to derive from dedicated servicing by the end of 2024.

"This is the best environment to make that investment and that shift in," USA Truck CEO James Reed said. "As a result, [customers] are more willing to move long-term commitments into dedicated configurations."

A sure sign that it's the new year are resolutions. From a growth in people hitting the gym in January and February to an uptick in deposits to improve savings, goal setting among the consumer public has a way of making itself known.

But business owners are also making some commitments of their own — particularly to their customers. This past year was one of the more challenging ones for the supply chain. With so many parts that are experiencing shortages and inventories depleted, the items that used to arrive by date certain changed to dates uncertain. This left lots of buyers less than satisfied, some canceling their orders altogether because of the time factor.

If the new year's resolution for your business is to recommit to your clientele and service assurance, here are a few things to be mindful of so you can deliver:

Are you recommitting to your customers in 2022?Are you recommitting to your customers in 2022?

1. Turn to your current workers for hiring help
With so many people looking for jobs, a trend that sparked the "Great Resignation," one would think that applicants would be a dime a dozen. But that hasn't been the case, particularly among small business owners. Indeed, according to the National Federation of Independent Business, approximately one-quarter of small-business owner respondents said filling open positions was their biggest challenge in the month of December.

"The labor shortage is holding back the small business economy as owners work to retain their current employees and attract employees for their open positions," said Bill Dunkelberg, chief economist for the NFIB. 

He added that one of the ways are encouraging more workers to apply is by raising salaries.

But to find more outsiders, you may want to turn to those who work for the company now. For instance, if you have employees who have been with you for a number of years, they may have friends who are similarly committed to their employers. You may want to ask your more seasoned staff for referrals or offer certain bonuses to them if the people they recommend join the company and remain aboard for a proscribed period.  A key component to strengthening the supply chain is to increase productivity.

2. Don't make promises you can't keep
When you say that your customers' satisfaction is guaranteed, they're 100% relying on you coming through for them. But if you know you can't, or even so much as question it, it's best to table those assurances. Instead, you may want to provide notices about what's going on with the supply chain so you can better establish and align your customers' expectations. That kind of openness can be effective because they have more context of the situation you're facing.

3. Refine your processes
"Satisfaction guaranteed" isn't something that you say willy-nilly; when you invoke it, you have to know you can deliver because you've mastered a certain process or product. Thus, before you make such a promise, be sure that you have mastered whatever it is you're promising and have a track record of excellence. And in the event satisfaction isn't reached, be sure to come through on what they'll receive, whether that's their money back, a discount on a future purchase or any other commitment.

Here's to making and keeping your commitments to your customers in 2022. You may not be able to please everyone all of the time, but showing your workers that you're really trying will pay off. 

The new year is a time to look ahead and to reflect on where we've come from. And when it comes to the supply chain, it's been every which way but linear. The supply chain's challenges are years old as are the attempted solutions. One of the more recent strategies involved making the nation's two largest ports — those of Los Angeles and Long Beach — 24 hours a day, seven days a week operations. This directive came straight from the White House. In doing so, it provided an additional 60 hours of work to free up the backlog.

Nearly three months since this policy was enacted — and more than a year since COVID-19 largely fueled the supply chain issues in the first place, it raises the question: Have conditions improved? While no one denies that snags continue to exist and the remedies aren't working as quickly as everyone would like, things do appear to be getting better. Here are a few indications that the nation's supply chain is gaining strength:

1. 90% on-shelf availability
From grocery stores to delicatessens, products that are true staples of a business have been temporarily unavailable. But according to President Joe Biden, at a year-end meeting of his Supply Chain Disruptions Task Force, "temporary" is the keyword when it comes to merchandise. The current average for products at retailers in 90%. Before the pandemic struck, on-shelf availability was 91%.

Data from the White House suggests the supply chain is showing many signs of improvement.Data from the White House suggests the supply chain is showing many signs of improvement.

2. Dwell times cut in half
A core component to improving the flow of goods and uncorking the bottleneck at shipping ports is speeding up the processes that are occurring there. A combination of carrots and sticks from the port authority and the 24/7 policy seems to be paying dividends. John Porcari, who serves as the port envoy for the Supply Chain Disruptions Task Force, told Pres. Biden on Dec. 22 that shipping containers are being unloaded and removed from stations much more swiftly. Dwell times now average approximately four days at the Port of Los Angeles. In October, when the task force was first formed, the average was nine days.

At the Port of Long Beach, the wait is slightly longer (five days) but the reduction in dwell time more significant, being down from 12 days.

3. Dip in backlogs
A major concern among both consumers as well as business owners heading into the holiday season was whether gift items would show up before Christmas, a worry fueled by diminished productivity and heavy demand. Here as well, though, backlogs aren't as deep as they used to be. Indeed, according to the Institute for Supply Management, the backlog of orders index in November reached 61.9. That's a marked recovery from 70.6, a record high in May 2021.

4. Ocean shipping prices down 25%
A major trading partner with the United States is not only China, but much of the Asian continent. Higher shipping rates have been passed on to consumers. Those costs are coming down, though. White House Press Secretary Jen Psaki informed reporters that containers are now 25% less than what they were in September.

Based on these numbers from the government, 2022 is shaping up to be a year of improvement for the supply chain and the world economy as a whole. 

COVID-19 is a confusing, inconsistent virus. For those that contract the disease, the symptoms can be quite severe; for others, there are next to no physical manifestations to speak of. The efforts to control the contagion — and the best practice recommendations from medical organizations — have also been somewhat inconsistent, given the dynamic nature of a novel virus.

But what COVID has helped to clarify are the weaknesses and fragility of the global supply chain. Because virtually every country was — and continues to be — affected by the coronavirus, business owners have had to wait to receive key materials from other parts of the world to complete production processes. Demand has therefore vastly outpaced supply. This predicament helps explain why close to 85% of manufacturers say they plan on reshoring at least some of their operations in the coming years, according to a poll conducted by Thomas in early 2021. However, even before COVID-19 struck, thousands of companies decided to bring the jobs that they had outsourced back to the United States. And in 2020, reshoring activity rose considerably, with over 160,000 jobs moving to the U.S. according to the Reshoring Initiative.

All this being said, there may still be some utility in the status quo, assuming offshoring is what you're doing now. Here are a few reasons why you may want to hold the line as it pertains to your supply chain and where your parts, assembly or processes currently derive:

1. Helps reduce expenses for the business
Perhaps the biggest, most obvious positive to outsourcing is from a cost perspective. As the old saying goes, it takes money to make money and production expenses can be considerable when adding them all up, from overhead, to labor and more. But according to the International Organization for Standardization, the typical business owners saves, on average, 15% by outsourcing.

Outsourcing may be out of vogue but sticking with it may be in your best business interest.Outsourcing may be out of vogue but sticking with it may be in your best business interest.

Staunch advocates of reshoring say outsourcing winds up taking job opportunities away from Americans. But as the Congressional Research Service has discussed in a research paper, there is little in the way of conclusive evidence showing that domestic investment leads to reduced work opportunities or lower salaries.

2. Efficiency
Another potential advantage of outsourcing is in terms of work efficiency. Depending on your industry and what processes are occurring overseas, it may make more sense for those activities to take place there, where certain raw materials or expertise could be in greater supply.

In some instances, the geography or climate of the area is such that the activity or deliverable can't be done anywhere else. To take an agricultural example, this explains why a number of fruits and vegetables come from places like Florida or California, which has the warm climate that foods like oranges, grapefruits and avocados need to thrive.

3. Common among small businesses
Some are of the mind that outsourcing is solely the province of large corporations. But it's very common among small businesses as well. Indeed, according to a new report from research firm Clutch, 80% plan to outsource in 2021, if they aren't already.

None of this is to say that outsourcing is necessarily or always better than reshoring or nearshoring. But if it's working for you and your supply chain now, it may be best to avoiding fixing what isn't broken.

Much like parents do to their young children, the Port of Los Angeles is reminding ocean carriers to be sure to pick up their belongings once they're no longer used — or there will be consequences. But in this case, those belongings are empty shipping containers and the consequences will come in the form of $100 fines.

Effective starting on Jan. 30, the Port of Los Angeles says it will charge ocean carriers that are delinquent in retrieving empty containers at area unloading locations. That's according to a press statement from the port authority that was unveiled on the penultimate day of 2021. Assuming the penalty is approved by the Los Angeles Harbor Commission, the fees will start at $100 per container if they've been there for nine days. The penalty will then increase by an additional $100 for each day that they remain uncollected.

Gene Steroka, the executive director at the Port of Los Angeles, noted that although congestion levels have gone down, simple actions — like being mindful of other users' needs — can help to reduce bottlenecks more swiftly.

"While we have seen significant success reducing import containers on our docks the past two months, too many empty containers are currently sitting on marine terminals," Steroka said. "Just like the import dwell fee, the objective with this empty container program is not to collect fees but to free up valuable space on our docks, clearing the way for more ships and improving fluidity."

" A number of strategies are improving the flow of goods coming into shipping ports."

Lawmakers, business owners and supply chain stakeholders have gone to a number of different strategies to improve the flow of goods coming into shipping ports. This includes keeping the nation's largest trade ports (Los Angeles and Long Beach) open 24 hours a day, imposing dwell fees, productivity-related incentives and leveraging real-time data to identify supply chain inefficiencies.

Container dwell times are down substantially
These remedies seem to be working. Indeed, the dwell time for import containers has diminished across the board, down 42% for containers dwelling between zero and four days, 44% five to eight days and 52% for containers dwelling for nine days or more.

The waiving of traffic mitigation fees on weekend also appears to have had its intended effect, as traffic has picked up during hours that typically aren't as busy.

That being said, the amount of time vessels are idling remains considerable. According to the most recent estimates from the Port of Los Angeles time tracker, the current average is 23.4 days. Some vessels have been waiting for much longer than that, including 40 for the Navios Amarillo (arrived Nov. 27) and 44 days for the Ren Jian 27 (arrived Nov. 23).

Overall import volumes have trended downward fairly consistently, suggesting that demand may have finally reached its peak. This is part of the reason why some economists and logistics firms are optimistic about the supply chain flows improving in the second half of 2022, assuming the trends continue.

When it comes to the supply chain and how it performed, 2021 was a year that few will ever forget — and unfortunately, for all the wrong reasons. From product shortages in grocers' back rooms to congested shipping ports creating severe backorders, just about everything that could go wrong did go wrong.

With a brand new year underway and the promise that a fresh start engenders, business owners can't help but wonder: What will the supply chain be like in 2022? Here's what the experts are saying about what to anticipate.

1. Challenges will persist
The supply chain problems didn't happen overnight; they won't resolve themselves that quickly either. Kevin Beasley, chief information officer for a prominent cloud solutions provider, noted in Forbes that some of the more highly used materials — such as paper and plastic — are in short supply. This fact will have a domino-like effect on the availability of other merchandise because those materials are needed for manufacturing. Combining this reality with industry struggles to fill open positions — particularly in the manufacturing and warehousing space — translates to "continued order delays, supply shortages and potential unhappy distributors, retailers and consumers."

2. Automation to pick up the slack
Because of workplace shortages, automation is poised to expand. Beasley said 2021 saw a dramatic rise in automation technology implementation, particularly in warehousing environments. Combining artificial intelligence with automation is a cost-effective way for companies to accomplish certain rote tasks that don't require much in the way of thought, such as stocking and inventory counts.

Factories and warehouses have increased their utilization of automation and artificial intelligence.Factories and warehouses have increased their utilization of automation and artificial intelligence.

3. Supply chain kinks could clear in the back half of 2022
While the first several months of 2022 will feel like history repeating itself in terms of the supply chain's overall performance, disruptions could dissipate as the year progresses. In a report published in December, trade credit insurer Euler Hermes said a combination of factors point to a healthier supply chain in the second half of 2022, according to CNBC. These factors include a more normalized rate of consumption (the report suggests demand has reached its peak), inventories returning to where they were prior to the pandemic and shipping vessels being able to transport more goods than they do currently thanks to increased capacity.

"The rapidly growing new transportation capacity orders … should turn operational towards the end of 2022, which should significantly ease shipping bottlenecks," CNBC cited from the Euler Hermes supply chain forecast.

However, it's worth noting that certain economists believe the supply chain challenges will remain constant for the entirety of 2022. Patrick Gelsinger, CEO of the tech giant Intel, has said as much, particularly as it pertains to the availability of computer chips.

4. More regular use of data to guide decisions
From key performance indicators to customer feedback from online reviews, data comes in all forms and formats and provides the visibility businesses need to see how things are going. Agnes Schliebitz-Ponthus, senior vice president of product at Fluent Commerce, said she anticipates companies will double down on data so they can keep their supply chains running smoothly, IndustryWeek reported.


Both consistent and chaotic, 2021 was as strange as years come. Whether or not this is the year COVID-19 finally ends, 2022 should be an eventful year for Accounts Payable professionals who embrace change and think ahead.

Supporting a Hybrid Workforce

It should be obvious by this point that “business as usual” is never coming back. The number of full and part-time remote employees has risen steadily over the last decade and, with COVID-19 still raging, it looks like there’s no turning back. 80% of workers between the ages of 22 and 65 expect to work at least three days from home this year and their numbers should grow as the years go on. In fact, Future Workforce predicts we’ll see the remote workforce double in size by 2025.

It’s more crucial than ever for businesses to employ cloud-based AP solutions that connect their teams to a central source of information, wherever they are. Though digitization is nothing new in AP, 2022 should be the year that even laggards recognize the transformative powers of tech.

AI and Machine Learning Make a Real Impact

For over a decade now, each New Year has presented AP professionals with new reminders that game-changing technologies are on their way. 2022 could prove an important year for many, the year terms like Machine Learning and Artificial Intelligence finally evolve from buzzwords into core components of daily business. Process automation has become far more than a luxury and now these more advanced technological capabilities are here to stay as well.

Artificial intelligence and Machine Learning capabilities are at the heart of Corcentric’s Core Framework, the foundation of our modular S2P and O2C solutions. They not only ensure that Procurement, Finance, and AP teams are ready to overcome obstacles today, but prepare customers to keep getting better and better.

AP Fights for a Seat at the Table

In their most recent “Metrics That Matter” report, Ardent Partners identifies four primary challenges facing Accounts Payable professionals. Three are obvious, and directly related to manual processes and subpar solutions:

       60% of surveyed organizations say their invoice and payment approval process takes too long

       48% are dealing with too many exceptions

       31% are buried by the tedium and waste of their paper-bound processes 

The fourth challenge has more to do with AP’s place within the organization than its day-to-day concerns. 33% of the AP professionals Ardent Partners surveyed reported that a lack of respect and status within the organization holds them back. Fortunately, the same solutions that help address those other challenges can, by extension, help AP elevate its role and stake its claim to a seat at the executive table. With fewer papers to sort through and manual processes to carry out, AP can feel empowered to adopt a new role and begin advising the organization from a more high-impact, strategic perspective.

Many organizations can’t wait for AP to step up. New supply chain disruptions brought by the ongoing pandemic mean protracted processes and fraught supplier relationships. An empowered, tech-enabled AP function is equipped to address these challenges and help build a more resilient and adaptable business.

Transform AP in 2022

Corcentric customers are well prepared for whatever the weeks and months ahead bring their teams. When organizations trust Corcentric to digitize and optimize AP, they can:

       Eliminate 100% of paper from AP’s processes

       Process invoices up to 70% faster thanks to fewer manual tasks

       Reduce the cost of processing invoices by as much 80%

Corcentric’s solutions are constantly improving to suit the needs and address the challenges of today’s leading businesses. Contact Corcentric to learn more about how our solutions for AP and Finance can empower you to tackle both familiar and unexpected challenges in 2022 and beyond.

A very brief history of 911:

In the United States, the first 911 call was made in Haleyville, Alabama in 1968 by Alabama Speaker of the House Rankin Fite and answered by U.S. Rep. Tom Bevill. The second call was six days later and was placed in Nome Alaska!

Since the 1960’s NHTSA (National Highway Traffic Safety Administration) has supported public safety efforts to connect emergency services and communities. In the 1970’s, AT&T spearheaded the sophistication of the 911 calling system to work in all 50 states.

Our 911 system is not 100% government funded. As of August 9, 2019, the U.S. Department of Commerce and the U.S. Department of Transportation announced more than 109 Million dollars in grants was dispersed to 34 states and two tribal nations as part of the 911 Grant Program for the upgrade of 911 call centers to the next generation of capabilities (NG911). For additional information on the history and growth of the 911 system please visit

When 911 was created with a simple goal - easy-access:

  • Connect callers via 9-1-1 (3-digit dial or touchtone button pressing)
  • Termination at the correct Public Safety Answering Point (PSAP)

The information transmission needed to include call back information:

  • Automatic Location Information (ALI)
  • Automated Number Identification (ANI)

Effective on-site Notification and Response:

  • Procedures to facilitate first responders reaching caller
  • Management of on-site Private Emergency Answering Point (PEAP)

We have grown with technology since the 1960’s – these advancements with mobile phone, VOIP/SIP phone systems, Fiber Optic connections between buildings and states created a problem for sending and receiving accurate ALI and ANI; dispatching help can be a nightmare.

Roughly 8 years ago, I called 911 from my cell phone – a car on the side of the highway was on fire, a person was injured. My cell phone area code is 973 (N.J.), I was in Florida off I275… I was transferred 3X before landing with the correct police 911 to have help dispatched.

What is the real problem? – wireless devices

911 system does not have access to the internet or Wi-Fi (like UBER works to connect to your mobile device location).

The deadline for the mobile carriers to be 80% compliant is January 6, 2022. According to FCC.Gov The FCC's wireless Enhanced 911 (E911) rules seek to improve the effectiveness and reliability of wireless 911 services by providing 911 dispatchers with additional information on wireless 911 calls. The FCC's wireless E911 rules apply to all wireless licensees, broadband Personal Communications Service (PCS) licensees, and certain Specialized Mobile Radio (SMR) licensees.

The FCC has divided its wireless E911 program into two parts - Phase I and Phase II. Under Phase I, the FCC requires carriers, within six months of a valid request by a local Public Safety Answering Point (PSAP), to provide the PSAP with the telephone number of the originator of a wireless 911 call and the location of the cell site or base station transmitting the call.

Under Phase II, the FCC requires wireless carriers, within six months of a valid request by a PSAP, to begin providing information that is more precise to PSAPs, specifically, the latitude and longitude of the caller. This information must meet FCC accuracy standards, generally to within 50 to 300 meters, depending on the type of technology used. The deployment of E911 requires the development of new technologies and upgrades to local 911 PSAPs, as well as coordination among public safety agencies, wireless carriers, technology vendors, equipment manufacturers, and local wireline carriers.

Below is a more common than reported/exposed scenario

From the Washington Post… February 22, 2020

Yeming Shen called 911 on Feb. 10. He was alone in his Troy, N.Y., apartment, dying of the flu. But the garbled call was unintelligible to the operators, and police couldn’t pinpoint the phone’s location.

For 45 minutes after Shen called 911, five police officers, three firefighters and a police dog searched in vain for the student. All they had was a general area encompassing two apartment buildings. They eventually gave up without finding Shen.

Six hours later, the Rensselaer Polytechnic Institute student’s roommate discovered his body, the Times Union first  reported.

The case highlights issues that have plagued 911 phone systems across the country since the advent of smartphones. Cellphone privacy settings and outdated dispatch mapping systems continue to frustrate first responders when they can’t find callers.

Where does E911 and Mobility today?

The answer – in progress…there are many cracks to still be filled for smooth working system.
  • Not every user has a mobile device that is ALI and ANI compatible
  • Not every call center is fully e911 compatible
  • Cellular dead zones still exit
  • 80% required compliancy, isn’t 100% available

* I recently attended a webinar from LB3&TC2 and some of content provided in this post is thanks to their presentation.

If you have Wireless/Mobility Sourcing questions, or questions about any blog post from Corcentric please reach out, we would be happy to chat with you.

One of the largest and longest-running shipping companies in the world is about to get a whole lot bigger with the recent acquisition of an omnichannel fulfillment organization.

Maersk, otherwise known as A.P. Moller Maersk A/S, is joining forces with LF Logistics Holding Limited, the Danish shipping supplier and provider announced in a company press release. Headquartered in Hong Kong, LF Logistics is a privately held business that specializes in providing contract logistics to customers primarily in the Asia-Pacific region and is a subsidiary of Li & Fung. Partnered with Li & Fung, the goal is for Maersk to expand its logistics solutions capabilities for more global, end-to-end supply chain capabilities that customers can leverage.

Spencer Fung, who serves as group executive chairperson at Li & Fung, noted that the pairing is a watershed moment for both organizations and will help to make supply chain optimization a reality for other businesses in various industries.

"With Li & Fung's upstream digital and sourcing expertise and Maersk's downstream logistics capabilities, we will begin to offer our respective customers the opportunity to take advantage of this unique end-to-end value chain proposition anchored upon operations excellence, technology, and sustainability," Fung explained.

$3.5 billion deal not yet final
The deal is reportedly worth over $3.5 billion (all cash) and will make Maersk the 100% stakeholder in LF Logistics. However, once the deal becomes official — slated to occur in 2022 upon regulatory approval — Li & Fung will reacquire LF Logistics, but only its global freight management division. Maersk may change its company name, but until then, it will remain Maersk and LF Logistics will continue to operate on its own.

Vincent Clerc, chief executive officer of ocean and logistics at Maersk, said he is eager for the deal to be finalized.

"We are excited, and we look forward to strengthening our global logistics business and welcoming 10,000 new logistics experts from a customer-centric culture with well-executed operations," Clerc said in a statement. " With the intended acquisition of LF Logistics, we will bring in an extensive warehousing network covering the fast-growing Asia-Pacific markets; all underpinned by a best-in-class operational and technology platform which we can scale globally across our network."

Maersk to become 7th largest logistics provider
From a sheer dollar perspective, it's among the biggest that Maersk has made in its storied history. But it's also stretching its physical footprint, which is expansive as it is. Indeed, Makersk is poised to become the seventh largest contract logistics provider in the world by acquiring 10,000 employees who work for LF Logistics and its 223 warehouses in more than a dozen countries, Supply Chain Dive reported. At present, Maersk Group has 76,000 employees in 130 nations. The acquisition makes for newly charted territory for Maersk.

M&As have been business as usual for Maersk Group. In 2019, it acquired customs broker Vandegrift and in 2020, Maersk purchased Performance Team and KGH Customs Services for $545 million and $281 million, respectively.


Telecommunication technology has significantly changed the communication landscape for deaf and hearing impaired (HOH – Hard of Hearing) individuals. For more than 40 years, text telephones (TTY) and amplified phones were their only options. Today, videophones, Smartphones, and instant messaging most often replace the TTY as preferred communication tools.

Roughly 600,000 people in the United States are “functionally” deaf according to  I, myself, am not classified but am 100% deaf in my right ear and have severe hearing loss in my left from contracting a virus 6 years ago.  The creation of this blog post is to share general information and to review practical applications.

The TTY (TeleTYpe), TDD (Telecommunications Device for the Deaf), and TT (Text Telephone) acronyms are used interchangeably to refer to any type of text-based telecommunications equipment used by a person who does not have enough functional hearing to understand speech, even with amplification.

In 1964, Robert Weitbrecht, a deaf electronic scientist, developed an acoustic coupler that converted sounds into text. Signals received by a standard telephone handset placed on a coupler were translated into a printed text message by the teletype machine. A flashing light alerted the deaf person receiving a call that the phone was ringing. Access to this telecommunications device, also called a "TTY" or "TDD," meant deaf people could place a phone call to a friend, a club, or anyone who also had a TTY. Before TTYs, deaf people had to go in person to see if friends were home, make appointments, or do any of the things hearing people did effortlessly by phone. For deaf people, TTYs became a tool for change.

Like today’s cellular texting there are “short cuts” … TTY technology use this method starting back in the 1970’s.  For ex: “GA” – “Go ahead” or “It’s your turn” because the system worked over pots lines and two-way simultaneous communication was not available.
Fast forward to today:
With cellular units and texting communication accessibility combined with visual communication for the deaf and hard of hearing has become easier.  With programs such as WhatsApp - lip reading is possible however, according to the NDC – National Deaf Center, only about 30% of English speak sounds are visible under the best of conditions in the best environments with no visual distractions.
  • Open Market Video Calling Software: Due to the user restrictions placed on videophones, deaf and hearing individuals often use Skype, FaceTime, Fuze along with a myriad other video calling software applications available to converse in real time.
  • Open Market Texting Software: In addition to taking advantage of current mobile phone texting capabilities, sign language users are increasingly using software programs such as YouTube and Glide to “text” messages in sign language.
911 (United States and Canada) – texting is advancing with E911- location services attached to the number called from.  This system isn’t 100% perfect within the United States and location identification is not available in all areas.

Did you know???
999 began in 1937 and today is available in 25 countries (unfortunately the United States is NOT included) – For the deaf and hearing impaired this has evolved into a texting emergency services for registered cellular units and TTY connected units.

Countries and territories using 999 include:
Telecommunication has progressed by leaps and bounds during the past 40 years but there is a long way to go for the deaf and hearing impaired.

Corcentric specializes in supporting telecommunication connectivity for the healthcare and manufacturing amongst other industries. These two niche sectors combined with telecommunication carrier and cloud-based application providers open the world of communication for the Deaf and Hearing-Impaired individuals, communities, and businesses.

Order fulfillment is a uniquely important spoke in the production and distribution wheel. Once customers go through the path to purchase, fulfillment — what makes it possible for them to actually receive their merchandise — is their eventual destination.

But whether due to a breakdown in communication, inventory listing errors or technological snafus, sometimes buyers wind up with the wrong item. Most studies on picking errors put the rate at between 1% and 3% of all orders. That may not seem like a lot of mistakes, but they add up over time if the rate is consistent from one day, week or month to the next.

With humans being what they are — naturally imperfect — fulfillment foibles will likely never be fully neutralized. But there are a variety of strategies manufacturers can deploy to lower the error rate.

Here are a few tips:

1. Consider a combination of automation solutions
Automation has revolutionized distribution warehouses in a litany of ways, but perhaps the biggest is in terms of minimizing errors. From collaborative mobile robots to pick-to-light technologies, warehouse automation specializes in performing several tasks at once, particularly the labor-intensive ones. Leveraging these and other AI technologies can not only reduce error rates, but make the fulfillment process as a whole much faster. IT also can free up your staff to perform functions that require more thought, deftness or dexterity that a machine cannot adequately replicate.

2.  Leverage labels
It may seem obvious, but many order fulfillment problems are resolved with the simplest of solutions. Whether it's through bar code scanners, unique SKUs or tags that are more easily discernible (i.e. bold font, placement, color contrasts, etc.), making sure all items are properly labeled can streamline the picking process for all involved. If the problems with your labeling system aren't readily discernible, picking the brains of your warehouse staff may provide clarity.

Barcodes help with product recognition and tracking.Barcodes help with product recognition and tracking.

3. Coordinate with other departments
Sometimes, errors in order fulfillment originate with an entirely different department. While the supply chain is increasingly interconnected, fulfillment stands on its own. As a result, if an order goes out that is damaged or defective, the problem may originate with receiving, which didn't recognize the flaw or failed to remove it from the assembly.

This is why it's important to maintain ongoing communication with other departments so problems are recognized before they arrive at fulfillment. Teams may need to flesh out what steps they take to enhance coordination and problem identification.

4. Codify inventory checks
Occasionally, fulfillment errors may stem from problems with inventory, where teams failed to account for items that needed to be replenished due to heavy buyer volume. Crucial to inventory management is consistency. Whether it's carried out once a week, every other week, monthly or some other appropriate interval, inventory management should be very systematic so the steps are easily repeatable and executable. It also ensures that the supply for hot-ticket items that sell quickly aligns with demand.

Whether through the air, by road or over the water, merchandise for eventual purchase flows through a variety of channels, but one of those channels is proving to be increasingly unreliable for those scheduled to receive shipments, according to the results of a new report.

In the month of October, schedule reliability among ocean freight carriers stayed below 40% for the sixth consecutive month. According to the Global Liner Performance report, a monthly analysis carried out by Sea-Intelligence that tracks 60 carriers and nearly three dozen trade lines, the schedule reliability index in October reached 34.4%. While that's a notch up from September, rising 0.4%, it's down 18 percentage points from the 52% seen a year ago.

Alan Murphy, chief executive officer for the analytics and advisory services firm, said there are some modest signs of optimism.

"The average delay for late vessel arrivals [has] improved marginally, dropping to 7.34 days, albeit still the highest figure for this month, which has been a theme throughout 2021," Murphy said in a press release.

Not too long ago, goods arriving on time by way of the sea was a veritable lock, with the measure reaching a high of 83.5% in June 2019, based on Sea-Intelligence data compiled by Supply Chain Dive. But the reliability of items reaching their destinations as originally forecast has tumbled fairly consistently since then, particularly in the second half of 2020.

This reality has contributed to the boatload of issues shippers are facing, said Sri Laxmana, vice president of global ocean product for the Minnesota-based logistics firm C.H. Robinson.

"Poor schedule reliability, coupled with high consumer demand, has handed shippers and forwarders a myriad of challenges," Laxmana told Supply Chain Dive.

Trucking is the dominant method of freight movement in the U.S.Trucking is the dominant method of freight movement in the U.S.

Trucks hauled over 80% of freight in 2020
Where possible, those on the receiving end of these deliveries aim to diversify the means by which items arrive. While the sea may be and remains a major thoroughfare, especially for big box retailers, trucking has long been the dominant method. It maintained that status in 2020. Trucking also brought in 80% of the revenue transportation companies were paid to move freight last year, according to the American Trucking Associations. In terms of weight, this equated to 10.23 billion tons, dropping from 11.84 billion in 2019. On a share basis, trucks typically account for around 72% of the tonnage that's carried.

Shippers also relied more heavily on air transport in 2020, with air cargo demand rising 3% on a year-over-year basis, according to Clive Data Services. Greater demand pressed air cargo rates higher as well, jumping 37% from 2020 and 155% versus October 2019.

The slowness and diminished reliability of shipments by way of the sea traces back to the congestion at the ports. From not enough truck drivers to an insufficient amount of containers drivers need to transport goods, bottlenecks at major shipping ports have created supply chain challenges that are rippling across the economy. The question is when the logjam will relent.