mhl_roadmap

MODERN HANDLING & LOGISTICS U.S. ROADMAP | 2
EXECUTIVE SUMMARY 3
INTRODUCTION 6
WHAT 2025 WILL LOOK LIKE 10
HIGH-SPEED, HIGH-VALUE MATERIAL
HANDLING AND LOGISTICS 23
LOW-COST, LOW-IMPACT MATERIAL
HANDLING AND LOGISTICS 41
THE WORKFORCE OF TOMORROW 54
WHERE DO WE GO FROM HERE? 64
HOW THE ROADMAP WAS WRITTEN 66
PARTICIPANTS 67
CONTENTS

THIS REPORT
COMPILES WHAT
MORE THAN 100
INDUSTRY THOUGHT
LEADERS HAD
TO SAY ABOUT
THE FUTURE OF
MATERIAL HANDLING
AND LOGISTICS
Executive Summary
We live in a highly connected world that is complex and becoming increasingly
so. In the midst of this complexity, all the pieces must fit and work together to
accommodate continuous and sometimes mind-boggling change.
This is the environment for material handling and logistics in 2014. Material
handling and logistics provide the connections that move goods through the supply
chain and into consumers’ hands. The impact of the industry on the U.S. economy is
extremely broad, touching everything from raw materials at the point of origin to final
delivery at the front door of the consumer to recycling and end-of-life disposal. One
faulty connection along the way can mean consumers go without or that they pay too
much for their goods.
Fortunately, the industry in the United States is robust and innovative. The United
States has some of the lowest logistics costs of any country, accounting for 8.5%
of our Gross Domestic Product.1
Although that is a great competitive position to be
in, it is no longer enough. Expectations of consumers of all types are rising rapidly,
creating heavy pressure for rapid and profound change. At the material handling and
logistics trade show ProMat 2013, futurist Edie Weiner talked about the speed of
that change: “It is happening at an exponential, exponential rate, and I did mean to
repeat myself.”
Consider just one aspect of the supply chain: the delivery of goods to consumers.
No longer is two-day or next-day delivery enough. The next horizon is already here—
same-day and same-hour delivery. It may not be long before people specify exactly
where they need goods to be delivered today, not to an address but to the temporary
location of an individual. Such a system would require precise timing of delivery;
otherwise, the recipient may have moved to another location. What may have
sounded fantastical just five years ago now seems to be on the horizon.
This report compiles what more than 100 industry thought leaders had to say about
the future of material handling and logistics. Participants at four day-long workshops
included material handling and logistics end users, suppliers of equipment and
software, and members of academia, government, associations and the media.
The U.S. Roadmap for Material Handling & Logistics was commissioned to identify
the current challenges and necessary future capabilities of material handling and
logistics. It projects out to 2025 how the industry will need to adapt its technology,
practices and workforce to keep pace with the demands of change.
These public workshops also made clear that the material handling and logistics
industry has a direct impact on many aspects of our economy. With more than $1.3
trillion in annual spending, the industry has a profound and direct impact on jobs,
U.S. global competitiveness and our standard of living.
1. 24th Annual State of
Logistics Report, “Is this
the new normal?” Council of
Supply Chain Management
Professionals, pg. 2, 2013.

SUMMARY OF MAJOR FINDINGS
The Roadmap identifies 10 major trends in the economy, technology and society that
will shape the future of the industry:
• the growth of e-commerce,
• relentless competition,
• mass personalization,
• urbanization,
• mobile and wearable computing,
• robotics and automation,
• sensors and the Internet of Things,
• Big Data and predictive analytics,
• the changing workforce, and
• sustainability.
Some of these trends, such as e-commerce and relentless competition, are well
underway and moving toward maturity. Others, such as Big Data and the Internet of
Things, are in the early stages of development and probably won’t be mature even in
2025. Each trend, however, has the potential to have a tremendous influence on the
material handling and logistics industry in the future.
From these trends, workshop participants spent considerable time developing
corresponding challenges and opportunities, and then asking what capabilities
the industry should develop in response. An extremely wide range of issues was
addressed— from robotics to driverless trucks to workforce recruiting and training.
Despite the variety, a number of important themes emerged:
People, people, people: The industry already faces a workforce challenge, both
with respect to finding good workers and training them. Absent a purposeful,
coordinated effort in the future, these problems will only get worse. The industry
cannot continue to grow without engineers to engineer, managers to manage, and
workers to work.
The Roadmap identifies a number of important capabilities to address this challenge,
including coordinated efforts to promote the field, reach out to new demographic
groups, and improve skills training and certification.

Collaboration: Statistics on empty truck miles and facility utilization suggest that
dramatic reductions in cost are possible, if high levels of collaboration and sharing
could be achieved in the industry. It was widely believed that significant levels of
collaboration in the industry could lead to breakthrough reductions in the cost and
environmental impact of logistics. Participants identified a number of promising
areas.
Despite the significant benefits of widespread collaboration, real obstacles stand in
the way. Technological obstacles related to data sharing and security are certainly
not insurmountable. What might be insurmountable is the need for companies
(sometimes competing companies) to trust one another enough to achieve the
needed levels of asset and information sharing. There is much to do.
Sensors, data and algorithms: Imagine a world in which physical objects are able
to communicate with people and information systems with low-cost sensors. Imagine
a world in which nearly every fact a company needs is available instantaneously.
Imagine a world in which sophisticated algorithms make low- and mid-level decisions
optimally and automatically, leaving humans to perform tasks that require judgment
and intuition. That world will be here by the year 2025.
The challenge for the material handling and logistics industry is to harness these
technological capabilities—most of which are occurring outside the industry
itself—and use them to the greatest advantage. The Roadmap makes several
recommendations in this regard, including real-time optimization of distribution
systems, cloud-based data from ubiquitous sensors, and sharing protocols to protect
sensitive data.
New methods of distribution: The retail industry in particular is in the midst of a
sea change in distribution models. Amazon started the transformation with Amazon
Prime offering guaranteed “free” and fast delivery. Other retailers have followed suit
out of competitive necessity. Now Amazon and others are pursuing same-day and
same-hour delivery, which will put even more pressure on material handling and
logistics systems for high-throughput, high-speed operations.
The Roadmap describes these initiatives and their implications for the industry,
including emerging distribution models based on crowd-sourcing and delivery
to mobile customers. Whether these models will become important parts of the
distribution marketplace is a matter of speculation, but the material handling and
logistics industry will play a vital role in determining their viability.

$46BILLION
2. U.S. Department of Transportation,
Federal Highway Administration,
Office of Freight Management
and Operations, “Freight Analysis
Framework,” pg. 9, 2012.
Introduction
Material handling and logistics are the backbone of the U.S. economy. Everything
in our homes, businesses, malls and everything in between got there because of
material handling and logistics.
From raw materials to finished goods, every item of physical commerce had a ride on
a conveyor or lift truck or other type of material handling equipment in manufacturing
plants and distribution centers. And when those plants and warehouses shipped an
item, it then rode on a truck, plane, railcar or ship through a logistics system to its
next destination.
When all that movement and handling is added up, it accounts for 8.5% of gross
domestic product, which is at least $1.33 trillion—and the total continues to grow at
roughly 4% annually. And yet, these costs as a share of GDP are among the lowest in
the world.
According to the Department of Transportation, the nation’s freight transportation
system annually handles nearly 18 billion tons of materials and goods valued at $16
trillion.2
That is, on average, more than 48 million tons of freight, valued at more
than $46 billion, being moved every day of the year.
Critical logistics nodes include the 145 ports in this country that each handle at
least 1 million short tons annually. There are also 160,000 miles in the national
highway system. On the rail side, there are more than 100,000 miles of freight rail
and 550 common freight rail carriers in the United States.
48 MILLION TONS OF
FREIGHT, VALUED
AT MORE THAN $46
BILLION, ARE
MOVED EVERY DAY
OF THE YEAR

IN ALL, 7.5 MILLION
BUSINESSES
ARE SERVED BY
MATERIAL HANDLING
AND LOGISTICS ON A
DAILY BASIS
3. Bureau of Labor
Statistics, National
Occupational Employment
and Wages Estimates, May
2012. Included are more
than 2.3 million truck
drivers and 3.4 million
material handlers.
At various destinations in that logistics network, material handling equipment
handles goods from pallet loads to intermodal containers. Material handling also
figures prominently within the four walls of manufacturing and distribution facilities.
There, these systems handle, store and move raw materials, parts, components and
finished goods at the 300,000 manufacturing sites and 350,000 warehouses in the
Unites States.
In all, 7.5 million businesses are served by material handling and logistics on a daily
basis. In addition, more than 300 million consumers in this country benefit directly
from the industry.
At the same time, the material handling and logistics industry is very much a silent
partner in our economy. We often take it for granted when we go to the store that
what we want to buy will be there. Only when there are port delays or a new smart
phone is in short supply do people outside the industry hear much about what is
happening behind the scenes.
But that’s only part of the story. The material handling and logistics industry is also
critical to job creation and economic growth.
To begin, the Bureau of Labor Statistics pegs transportation and logistics as the
second largest employment sector in the United States with more than 6 million
people.3
According to the Georgia Center for Innovation, the field will generate
270,000 new jobs annually through at least 2018. At the current job creation rate,
that’s more than 10% of all new jobs in America for the next few years.
As the World Bank noted in its 2012 report “Connecting To Compete,” supply chains
are critical to national competitiveness:
• “The tremendous importance of logistics performance for economic growth,
diversification and poverty reduction has long been widely recognized.”
• “While primarily conducted by private service providers, for private traders and
owners of goods, logistics is also important for the public policies of national
governments, and regional and international organizations.”
• “Better overall logistics performance and trade facilitation are strongly associated
with trade expansion, export diversification, attractiveness to foreign direct
investment and economic growth.”

MODERN HANDLING LOGISTICS U.S. ROADMAP | 8
4. Remarks by Department
of Commerce Acting
Secretary Rebecca Blank to
the Department’s Advisory
Committee on Supply Chain
Competitiveness, October
19, 2012.
Similar remarks were made by acting secretary of commerce Rebecca Blank to
the department’s Advisory Committee on Supply Chain Competitiveness. She said,
“America’s robust, innovative and well-run supply chains provide our businesses and
workers with a competitive advantage in the global economy.”
Blank added, “An area that requires our attention—of particular interest to all of us
here at the Commerce Department—is how to integrate supply chain infrastructure
and supply chain competitiveness into our efforts to bolster U.S. exports.”
Ultimately, material handling and logistics have a direct impact on the cost of goods
that everyone buys. According to the Department of Commerce,4
a 10% reduction
in transportation costs reduces the total operating costs for companies by 1%. And,
we all know the power of a company’s supply chain to contribute directly to lower
product costs. Just think Amazon and Walmart, to name two.
A ROADMAP TO THE ROADMAP
Participants in the Roadmap workshops went through a three-step process to identify
trends, resulting challenges and needed capabilities. The Roadmap itself is organized
roughly according to this process.
WHAT
2025 WILL
LOOK LIKE
HIGH-SPEED,
HIGH-VALUE
MATERIAL
HANDLING AND
LOGISTICS
LOW-COST,
LOW-IMPACT
MATERIAL
HANDLING AND
LOGISTICS
THE
WORKFORCE
OF TOMORROW

TO ADDRESS THE
CHALLENGES IN
THIS ROADMAP, NEW
ORGANIZATIONS AND
NEW COALITIONS
WILL HAVE TO BE
CREATED
The next chapter describes What 2025 Will Look Like by identifying 10 major trends
affecting society, technology, the economy and the environment. These trends are in
different stages of development—some are well on the way to maturity while others
are just emerging. Capabilities the industry should develop in response are described
in the three chapters that follow.
High-Speed, High-Value Material Handling and Logistics describes ways the material
handling and logistics industry can meet the increasing demands for new logistics
services in challenging environments. Capabilities are listed in five major areas: total
supply chain visibility, standardization, planning and optimization, e-commerce and
high-speed delivery.
Low-Cost, Low-Impact Material Handling and Logistics describes capabilities that
will keep the financial and societal burden of the industry at the lowest possible
levels while delivering the high-value services expected of the industry. Capabilities
are in four major areas: collaboration, urban logistics, technology and automation,
and sustainability.
The final chapter addresses significant challenges in The Workforce of Tomorrow.
This topic received significant attention at the workshops. The challenges in this area
are formidable.
A CALL TO ACTION
To address the challenges in this Roadmap, new organizations will have to be
created: new coalitions of companies, non-government organizations, and, in some
cases, government will have to form. Other challenges will likely be addressed by
companies and individuals through natural market forces. The beauty of the U.S.
economy is that true individual and societal needs are met by willing providers for
the right price.

5. Forrester Research
Online Retail Forecast
2012 To 2017 (US), as
quoted in Lauren Indvik,
Forrester: U.S. Online
Retail Sales to Hit $370
Billion by 2017, http://
mashable.com/2013/03/12/
forrester-u-s-ecommerce-
forecast-2017.
What 2025
Will Look Like
“Roadmap” implies a destination—what will the U.S. material handling and logistics
industry look like in the year 2025? Where are we headed? No one has a crystal
ball, of course, but the future will be determined partly by current trends in society,
technology and the economy. Participants in the Roadmap workshops identified
several trends as critical for the future of the industry. The three chapters that follow
describe specific capabilities to meet these challenges.
THE GROWTH OF E-COMMERCE
The retail landscape has been forever changed by electronic commerce, and it’s clear
that we are witnessing only the beginning of a profound transformation in the way
Americans buy products.
Forrester Research estimates that online retail will comprise 10% of all retail sales
by 2017, up from about 8% today.5
That relatively small-sounding increase is
actually a 9% compound annual growth rate (CAGR) from $231 billion in 2012 to
$370 billion in 2013. The report cites two underlying causes: (1) increasing use of
mobile devices, leading consumers to spend more time online; and (2) traditional
retailers making greater investments in e-commerce fulfillment and omni-channel
distribution systems. Which is to say, demand and supply are working together to
increase the size of the market.

IN 2012, TOTAL
SPENDING IN THE
LOGISTICS AND
TRANSPORTATION
INDUSTRY WAS
$1.33 TRILLION,
WHICH CONSTITUTES
ABOUT 8.5% OF THE
U.S. GDP
6. eMarketer, Healthy
Growth for Ecommerce
as Retail Continues Shift
to the Web, 2011, http://
www.emarketer.com/Article/
Healthy-Growth-Ecommerce-
Retail-Continues-Shift-
Web/1008284.
7. eMarketer, Mobile
Devices to Boost US Holiday
Ecommerce Sales Growth,
Sept 5, 2013.
“As e-commerce sales rise, so will the number of Americans contributing to that
total. [It is estimated that] 87.5% of U.S. Internet users ages 14 and older, or 178.5
million people, will browse or research products online this year. Of that group, 83%
will make a purchase online, for a total of 148.1 million online buyers in 2011.
By 2015, 170.3 million people, or 76.3% of the online population, will make a
purchase on the Web.”6
The rise of shopping on mobile devices has given rise to the term m-commerce,
which one firm estimates will comprise 16% of all online retail purchases in the
2013 holiday shopping season.7
More mobile devices lead to more time spent online,
which leads to more purchases online.
Order fulfillment for e-commerce is challenging on at least three fronts. First, delivery
directly to consumers requires very fast order fulfillment times. The time to pick,
pack and ship is no longer measured in days or hours but in minutes. Second, direct-
to-consumer order fulfillment involves handling individual items rather than cases or
pallets. Such “broken-case” order picking continues to be very labor intensive and
complex. Third, sophisticated inventory policies are needed to ensure products are in
stock, but without creating excessive (and expensive) safety stock levels.
By 2025 the challenge for the material handling and logistics industry is not
only supporting the demands of e-commerce, but providing true, omni-channel
distribution systems to support the wide variety of means through which consumers
will demand their products.
RELENTLESS COMPETITION
In 2012, total spending in the logistics and transportation industry was $1.33
trillion, which constitutes about 8.5% of the U.S. GDP. Dollars of this magnitude not
only attract more competitors, but also expand the nature and scope of the services
provided.
An example can be found in the rise of third-party logistics (3PL) providers. As
companies began to outsource logistics several decades ago, the 3PL industry
responded with turnkey support, thereby freeing their customers to focus on core
strengths. Since that time, the number of 3PL companies has exploded, as has the
range of services they provide.
Broadly speaking, competition takes place along two dimensions—price and service
offering. Aggressive cost-cutting through increasing scale, better planning and wise
use of technology will continue to be an important staple in the business plans of
successful companies.
But companies also compete aggressively on service. For example, the total time to
deliver packages after an order is placed has become a primary service offering in

BY THE YEAR 2025,
THE MATERIAL
HANDLING AND
LOGISTICS INDUSTRY
WILL HAVE TO OFFER
A WIDER SUITE OF
SERVICES, WORK
FASTER AND OFFER A
LOWER PRICE POINT
8. Stone B., What’s in
Amazon’s Box? Instant
Gratification, Bloomberg
BusinessWeek Magazine,
November 24, 2010, http://
www.businessweek.com/
magazine/content/10_49/
b4206039292096.htm.
many industries. The demand for shorter lead times has become an imperative for
inbound logistics in support of production, with the proliferation of lean and just-
in-time operations. However, this is also a competitive advantage for business-to-
consumer (B2C) delivery, as the growth of Amazon Prime is proving. Amazon Prime
has been called possibly “the most ingenious and effective customer loyalty program
in all of e-commerce, if not retail in general.”8
Another area of competition will be high-quality support services. For example, many
companies currently offer the ability to track packages, but the resolution of these
systems seems inadequate compared to what could be offered. Future tracking
systems could offer complete, end-to-end visibility of shipment location, as well as
an accurate prediction of delivery time. Such status updates could be offered in
active or passive mode to all types of devices.
Future systems should also be flexible enough to respond to changes in delivery
location and time, without undue cost. Of course, damaged or mistreated goods (due
to temperature changes, for example) will be unacceptable. One way to avoid such
errors would be the deployment of appropriate sensor systems and alerts.
By the year 2025, the material handling and logistics industry will have to offer
a wider suite of services, at a faster rate and at a lower price point. The many
competitors in the space will ensure this happens.
MASS PERSONALIZATION
Since the earliest artisans offered items for sale, customization and price have been
two important product characteristics to the consumer. As it was thousands of years
ago, so it is today—but with a few twists.
Long ago, products were customized to the purchaser’s requirements with craft
guilds dominating the landscape in Europe. Toward the end of the 18th century, the
French military made the significant breakthrough of using interchangeable parts
for cannons and muskets. By the middle of the 19th century, many more products
were being made from interchangeable parts including locks, pistols and agricultural
machinery.
This paradigm shift caused consumers to become comfortable with buying standard
products that were easier and cheaper to repair. This shift in consumer behavior,
along with other factors, ushered in the Industrial Revolution in the United States,
where mass production became king because it allowed complex products like
automobiles to be made cheaply enough that average people could afford them. “Any
customer can have a car painted any colour that he wants so long as it is black”
(Henry Ford).

9. Stanley M. Davis, Future
Perfect, Perseus Books,
1989.
10. MacCarthy B., P.
Brabazon, J. Bramham,
Fundamental modes
of operation for mass
customization, Int. J.
Production Economics 85,
289–304, 2003.
Other automobile manufacturers in the United States produced cars in different
colors, but for a price. This general trend of standard designs competing on price and
customized products being offered for a premium continued until about two decades
ago, when yet another paradigm shift emerged.
This recent shift was forecasted in 1987 and has since been referred to as mass
customization.9
The ability to deliver products customized to each consumer’s
specifications at near mass production prices is the Holy Grail of retailing. Beginning
20 years ago, some producers devised ways to customize certain products within
a mass production framework so they could be sold for a much lower price than
traditional customization would have allowed. Carpet with customized color and
stitch patterns is just one of many examples.
So mass customization is “giving customers the opportunity to have a product
any time they want it, anywhere they want it, any way they want it,” a mantra that
resonates with consumers.10
There is no reason to believe this trend will abate. Not
only will the number of mass customized products grow, but personalized services
will grow as well, including services in the logistics of delivering products—a result
we call mass personalization.
By 2025, the material handling and logistics industry must be capable of supporting
a highly diverse set of order and distribution channels in keeping with mass
customized products and delivery methods. Customers will want to order with their
phones, mobile devices and computers, as well as through traditional retail outlets,
kiosks and perhaps as-yet-unimagined channels. Delivery modes will be just as
diverse from time-definite, long-lead-time delivery to next-day delivery, same-day
delivery and even same-hour delivery.

THE MOST RECENT
ADVANCE IN THE
REVOLUTION
HAS BEEN TO
DIVORCE ACCESS
TO KNOWLEDGE
FROM STATIONARY
COMPUTING
DEVICES
11. United Nations
Population Fund, State of
World Population 2007:
Unleashing the Potential of
Urban Growth, 2007.
12. USA Today, “Amazon
starts Sunday delivery with
the U.S. Postal Service,”
Nov. 11, 2013.
URBANIZATION
The world continues to urbanize at a steady pace, driven both by rural migration to
cities in the developing world and re-urbanization in the developed world. Today,
more than 50% of the world’s population lives in densely populated urban areas, and
by 2050 the United Nations projects that 64% of the developing world and 85% of
the developed world populations will live in cities. Although the rate of urbanization
in the developing world is slowing, the absolute numbers of urban dwellers,
especially in Asia and Africa, will grow to staggering levels.11
In the United States,
census data shows that rates of population growth beginning in 2010 in the largest
U.S. cities now exceed suburban growth rates for the first time since the 1920s.
Urbanization creates many challenges for the supply chain systems that provide
consumers with goods. While dense land use patterns concentrate demand, high land
costs create location challenges for last-mile distribution facilities. Urban retailing
typically involves larger numbers of smaller stores, and urban consumers may
purchase smaller quantities per trip due to lower storage capacity in urban dwellings.
Vehicle ownership rates are lower in urban areas, increasing demand for home
delivery of goods and e-commerce. Urban areas are also often more demographically
heterogeneous, creating demand for a higher variety of products.
On the positive side, many urban areas have established forms of public
transportation (subways, rail) that might be used for logistics. Repurposing or better
using other existing systems such as the U.S. Postal Service could address some of
these challenges.12
By 2025, urban freight and logistics will be especially challenging. As population
density continues to increase in urban areas, congestion and competition for highly
utilized urban roadways will be a major concern. Some of the largest cities in the
world already restrict truck traffic to non-peak times. New methods of distribution are
needed to avoid such problems in major U.S. cities.
MOBILE AND WEARABLE COMPUTING
The Internet has ushered in an information revolution by separating knowledge from
its physical manifestation (books) and by allowing worldwide, instantaneous access
on personal computers. The most recent advance in the revolution has been to
divorce access to knowledge from stationary computing devices. We have arrived at
the point in history in which it is possible to acquire knowledge, communicate with
others, act on decisions, and engage in commerce at any moment from any location.

THE NEXT WAVE IN
MOBILE COMPUTING
APPEARS TO
BE “WEARABLE
COMPUTING”
13. Pew Research
Center, Smartphone
Ownership — 2013
Update, June 5, 2013,
http://pewinternet.org/
Reports/2013/Smartphone-
Ownership-2013.aspx.
14. Madden et al., Teens
and Technology 2013,
March 13, 2013, http://
www.pewinternet.org/
Reports/2013/Teens-and-
Tech.aspx.
15. Zickuhr, K., Location-
Based Services, Sept. 12,
2013, http://pewinternet.
org/Reports/2013/Location.
aspx.
16. Bai J., J. Goldsmith, B.
Caffo, T. A. Glass, and C.
M. Crainiceanu, Movelets:
A dictionary of movement,
Electronic Journal of
Statistics, vol. 6, pg. 559-
578, 2012.
Mobile computing is changing the way we live and at a pace that few could have
imagined even 10 years ago. In 2006, Steve Jobs announced the iPhone and “the
Internet in your pocket.” Just seven years later in 2013, some 56% of American
adults own and use a smart phone.13
A survey in 2013 reported that 37% of
American teens (ages 12-17) have a smart phone, up from 23% in 2011.14
Three
quarters of teens in this age group reported being “mobile Internet users” on cell
phones, tablets or other mobile devices.
Use of mobile location-based services is also on the rise. Embedded global
positioning system (GPS) capability in mobile devices allows users to gain useful
information related to their current locations, but it also allows apps, algorithms and
other users to know where they are. Users appear increasingly willing to offer this
location information. For example, a Pew Research Center study reports that 30%
of all social media users tag posts with their locations and that “74% of adult smart
phone owners ages 18 and older say they use their phone to get directions or other
information based on their current location.”15
The next wave in mobile computing appears to be “wearable computing,” in which
a computing device or a collection of sensors is embedded in a small, wearable
accessory such as eyeglasses, a wristwatch or even fabric in clothing. Current
applications are already being used by the health care research community to
monitor physiological and environmental data of patients or study participants.16
Google has introduced Google Glass, a small eyeglass-based computer that allows
users to access the Internet, record and share audio or video, and interact on
social media in real time and hands free. Such devices make possible a life—and
workplace—of continuous digital input, sharing, interaction and recording.
By 2025, the material handling and logistics industry must be taking full advantage
of mobile computing technologies. Constantly connected consumers will demand to
know where their shipments are and how much longer they will have to wait for them.
These technologies will also offer a tremendous opportunity for real-time control of
logistics operations.
ROBOTICS AND AUTOMATION
Advances in robotics and automation continue at breakneck speed. While the
headlines are mostly filled with innovations in personal electronics and mobile
computing, significant advances are also being made in technology related directly
to material handling and logistics. Participants in the Roadmap workshops identified
several areas that will have a major impact on the industry in 2025 including
robotics, autonomous control, driverless vehicles and wearable computing.

THE PROSPECT OF
DRIVERLESS TRUCKS
IS A POTENTIALLY
DISRUPTIVE
TECHNOLOGY THAT
COULD OFFER
SIGNIFICANT
BENEFIT TO THE
LOGISTICS
INDUSTRY
17. International Federation
of Robotics, http://www.
ifr.org/industrial-robots/
statistics.
18. Wikipedia, “Google
driverless car,” http://
en.wikipedia.org/wiki/
Google_driverless_car.
19. Ashton, K., That
`Internet of Things’
Thing, RFID Journal, Jun
22, 2009, http://www.
rfidjournal.com/articles/
view?4986.
The robotics industry is in the midst of a true revolution as capabilities increase
and costs decrease. More than 160,000 robots were sold worldwide in 2012 alone.
The International Federation for Robotics estimates that the global population
of industrial robots was between 1.2 million and 1.5 million units.17
Although
most industrial robots are currently found in manufacturing applications, they are
becoming more viable for material handling and logistics applications in the future.
An associated technology is autonomous control, in which a vehicle or other device
has sufficient intelligence to sense its environment and make independent, local
decisions. As the complexity of logistics systems continues to increase in the future,
autonomous control and distributed intelligence offer a robust and flexible means of
control.
The prospect of driverless trucks is a potentially disruptive technology that could
offer significant benefit to the logistics industry. Driverless cars already have been
licensed in Nevada, Florida and California.18
Significant social and technological
obstacles remain, but driverless trucks could reduce the need for truck drivers,
improve highway safety, and significantly reduce transportation costs.
By 2025, broadbased integration of several of these technologies into innovative and
coordinated systems could result in revolutionary change in the industry.
SENSORS AND THE INTERNET OF THINGS
In 2009, Kevin Ashton took credit for the phrase “The Internet of Things” (IOT) as
the title of a presentation made to Proctor and Gamble in 1999.19
Ashton postulated
that humans depend on physical things and value them far more than information
because things are what we eat, wear and use in our daily lives. On the other hand,
the Internet deals with data and information, and while information about things can
help us improve systems, such data must be put into the Internet by humans who
have very limited time and attention.
In 1999, Ashton saw radio frequency identification (RFID) as a mechanism by which
physical things could directly communicate with the Internet. “If we had computers
that knew everything there was to know about things—using data they gathered
without any help from us—we would be able to track and count everything, and
greatly reduce waste, loss and cost. We would know when things needed replacing,
repairing or recalling, and whether they were fresh or past their best.”

EVERY YEAR, SENSOR
TECHNOLOGY IS
CREATING SMALLER
AND BETTER DEVICES
THAT CAN “TALK”
TO THE INTERNET
WITHOUT HUMAN
INTERVENTION
20. Chui, M., M. Löffler,
R. Roberts, The Internet of
Things, McKinsey Quarterly,
March, 2010.
Since then, the proliferation of embedded sensors that can communicate with the
Internet without human intervention is staggering. Consider that today GPS allows
real-time tracking of cars and trucks—and people through mobile phones. Strain
gauges rest on structural members of bridges that automatically broadcast critical
information to alert highway engineers of potential problems. Vision systems can
identify defects in high-speed production environments, so non-complying products
can be automatically ejected from the stream prior to shipping. RFID tags attached
to shipping containers can record important measurements like drop forces that the
container experiences and a continuous recording of temperature in the container
during transit.
Every year, sensor technology is creating smaller and better devices that can “talk” to
the Internet without human intervention. The increasing array of functions that these
sensors perform is also advancing at an incredible pace as is the accuracy they can
achieve.
A recent McKinsey Quarterly report asserted: “The widespread adoption of
the Internet of Things will take time, but the timeline is advancing thanks to
improvements in underlying technologies. Advances in wireless networking
technology and the greater standardization of communications protocols make it
possible to collect data from these sensors almost anywhere at any time. Ever-smaller
silicon chips for this purpose are gaining new capabilities, while costs, following the
pattern of Moore’s Law, are falling.”20
By 2025, sensors that automatically communicate with the Internet without human
intervention could be almost ubiquitous. Every step of the manufacturing process
could have sensors communicating directly with the Internet, so operators would
be warned of problems and be told precisely what to do. End-item packages,
unit-load containers and transportation containers could have continuous GPS
tracking—optimizing routing and delivery decisions. Containers should have sensors
communicating vital information in real time, such as shock and temperature so
remedial actions can be made if an unsafe condition is encountered. By 2025, much
of Ashton’s vision could be realized.

PREDICTIVE
ANALYTICS IS A
RELATED CONCEPT
THAT USES DATA
MINING AND OTHER
TECHNIQUES TO
PREDICT THE
FUTURE
BIG DATA AND PREDICTIVE ANALYTICS
The world is awash in data, even “Big Data.” The term “Big Data” refers to
extraordinarily large data sets that companies and other organizations now collect
and store about their operations, sales, customers and nearly any other transaction of
interest. How is our business affected by hurricane activity in the Atlantic? Do sales
increase on Mondays because of Monday Night Football? Do customers really tend to
order orange sleeveless shirts with purple socks? Big Data is supposed to tell us.
The expanding field of data analysis is rooted in classical statistics, but advances
in computing power and the availability of massive quantities of data has led to
new techniques of data mining and data visualization. Data mining is the science
of finding patterns and correlations among (possibly disparate) sets of data. The
presence of such patterns can lead to better decisions in logistics and other
operations. For example, knowing that customers tend to buy beer and salsa on
Fridays during football season can lead grocers to anticipate this demand and be
ready to meet it with sufficient stock. New techniques in data visualization allow
decision makers to consider large quantities of data very quickly and therefore to
make better decisions.
Predictive analytics is a related concept that uses data mining and other
techniques to predict the future. It differs from forecasting in that the latter applies
mathematical relationships directly to historical data to predict future values
(demand, for example), while accounting for variation, trends and seasonality.
Predictive analytics looks for correlation between past, perhaps disparate events
and predicts future events based on current and emerging conditions. For example,
the presence of certain terms on social media might portend a shift in demand for
fashion items.
By 2025, these techniques will be much more mature, but likely they will not have
been fully deployed. Furthermore, exploiting Big Data presupposes the data are
available. Companies are naturally reluctant to share sensitive data that might be
of benefit to other parts of the supply chain. The material handling and logistics
industry must find ways to make appropriate data available to all who need it, while
protecting the interests of owners of that data.
THE CHANGING WORKFORCE
Of all the topics discussed in the Roadmap workshops, one generated more passion
and concern than the others—challenges in attracting, training and keeping an
adequate workforce for the future.

21. Georgia Center of
Innovation for Logistics,
“The Logistics of Education
and Education of Logistics—
Exploring the supply and
demand of the Logistics
Workforce,” Nov. 2012.
Changing demographics in the United States suggest that the challenge will be even
greater by the year 2025. So-called “baby boomers” will be retiring in droves and will
be replaced by fewer workers in the next generation. To compound the problem, there
are certain sectors in material handling and logistics in which the typical worker is
already in his or her 50s.
Workforce skills are another significant challenge. As many as 270,000 new jobs are
expected to be created annually in this field by 2018.21
That is more than 10% of all
new jobs in this country at current workforce expansion rates.
Attracting and keeping an adequate workforce will require the field to appeal to
a much different workforce than it does today. Women, workers under the age
of 35, people with disabilities and veterans are all primary targets to replace the
current workforce. To attract these new people, the industry will need to establish
a coordinated effort to position material handling and logistics jobs as rewarding
careers that are personally fulfilling with many opportunities to advance.
With respect to skills, there is considerable concern for the existing and future
workforce. On the one hand, there is a high rate of change in the technologies used
and skills required to operate low-cost supply chains every day. On the other hand,
skill sets of new employees at all levels are lacking. Beyond technology skills, other
gaps include problem-solving abilities, situational response skills, abstract reasoning
and even basic work ethic. These problems will have to be addressed by secondary
and vocational-technical schools.
By 2025, the industry must have in place new initiatives to find, attract and retain
the workers that are necessary for its success—and do so in the presence of many
other industries competing for the same talent.

BY 2025, THE
MATERIAL HANDLING
AND LOGISTICS
INDUSTRY SHOULD
HAVE DEVELOPED
STANDARD METHODS
OF INCORPORATING
SUSTAINABLE
DEVELOPMENT INTO
BUSINESS PLANS
AND OPERATING
STRATEGIES
SUSTAINABILITY
Since the financial crisis of 2009, businesses understandably have been focused on
surviving the shock and getting lean and agile enough to prosper in turbulent times.
Talk of sustainable systems has been overwhelmed in the national dialogue by other
concerns in society, the economy and international politics.
Is sustainability dead? We don’t think so.
Consider the most widely accepted definition for sustainable development, which
was given by the World Commission on Environment and Development in 1987
and subsequently endorsed by the United Nations at the Earth Summit in 1992:
“Sustainable development is development that meets the needs of the present
without compromising the ability of future generations to meet their own needs.”
The underlying principle hardly seems controversial. Every generation wishes to leave
the world a better place than it found it. To believe otherwise is to accept inevitable
decline.
A commonly accepted framework that applies this definition to business strategies
for private and public organizations identifies three main considerations: economic
development, environmental preservation and social development. In the context of
supply chain systems, economic development means the creation of economic value
for employees, customers and stakeholders. Environmental preservation addresses
the environmental impact of supply chain operations such as effects on local wildlife,
solid waste generation and emission of pollutants. Social development accounts for
the effects of supply chain activities on human populations and societies, including
positive effects such as education and negative effects such as pollution on public
health.
By 2025, the material handling and logistics industry should have developed
standard methods of incorporating sustainable development into business plans and
operating strategies. Such methods should adhere to the goals of sustainability, while
maintaining and even advancing the commercial interests of the industry.

THE PHYSICAL
INTERNET IS
AN AMBITIOUS,
COMPREHENSIVE
VISION THAT
ADDRESSES
A VARIETY OF
PROBLEMS
DISCUSSED IN THIS
ROADMAP
The Physical Internet
Researchers in Canada, Europe, and the United States have recently proposed a new
concept in logistics that addresses many of the trends above. The Physical Internet
is an ambitious, comprehensive vision that addresses a wide variety of problems
discussed throughout this Roadmap. These include poor utilization of transportation,
wasted packaging materials, poor working conditions for truckers and other logistics
workers, inefficient logistics facilities, difficult urban logistics, and other problems.
The potential implications of an implemented Physical Internet are—to put it
mildly—significant. A recent NSF-supported industry-academia collaborative study
recently concluded that if 25% of the U.S. supply chain would adopt the Physical
Internet, it would result in $100B more profit annually, 30% less greenhouse gas
emission, 75% less trucker turnover, and lower prices for consumers.22
Similarly, a France-Canada-Switzerland PREDIT-sponsored study has shown, through
a simulation experiment based on detailed flow data from major European retailers
Carrefour and Casino and their top 100 suppliers, that evolving to Physical Internet
enabled interconnected logistics of fast-moving consumer goods has the potential to
reduce the overall logistics costs by 30% and induced greenhouse gas emissions by
60%.23
The Physical Internet exploits the Digital Internet as a metaphor for improving
the economic, environmental and societal efficiency and sustainability of the way
22. Meller, R., Ellis, K., Loftis, B.,
“From Horizontal Collaboration to the
Physical Internet: Quantifying the
Effects on Sustainability and Profits
When Shifting to Interconnected
Logistics Systems,” http://faculty.
ineg.uark.edu/rmeller/web/CELDi-
PI/Final%20Report%20for%20
Phase%20I.pdf.
23. Ballot E., B. Montreuil, R.
Glardon, R. Sarraj, S. Pan, D.
Hakimi, O. Gobet and M. Thémans,
Simulation de l’Internet Physique:
contribution à la mesure des enjeux
et à sa definition, PREDIT Report,
Paris, France, 200 p., 2012 (in
French).
WORTH NOTING

physical objects are moved, stored, realized, supplied and used all across the world.
Conceptually, the Physical Internet (PI, or π) is an open global logistics system
founded on principles of physical, digital and operational interconnectivity through
worldwide, standardized encapsulation, interfaces and protocols. The word “open”
implies that no individual owns or controls the entire system, and that anyone may use
it, so long as appropriate standards are adhered to, in the same way that anyone may
use the digital internet as long as digital protocols are respected.
Key properties include:
• Physical objects encapsulated in physical packets (called π-containers) designed
for efficient logistics.
• Seamless interfaces across π-containers, facilities and systems. The intent is for
load breaking, transhipment, pooling and modal transfer to become negligible
aspects of time and costs.
• Material handling systems designed to deal exclusively with smart, modular,
standardized π-containers.
• Standardization leading to a high degree of automation, with associated benefits in
throughput capacity, storage density, and reduced product damage.
• Containers equipped with smart tags and unique identification, enabling universal
tracking and communication with π-systems. Because the PI would interact with
containers and not the products they contain, π-containers would interact with
smart-tag equipped products. In this sense, the PI is in harmony with the Internet
of Things, which envisions physical objects communicating over the digital internet.

PARTICIPANTS IN
THE ROADMAP
WORKSHOPS WERE
UNIFIED IN THEIR
BELIEF THAT THE
FUTURE OF THE
INDUSTRY WILL
DEMAND MORE VALUE
AT A HIGHER SPEED
High-Speed,
High-Value
Material Handling
and Logistics
Changes in the modern economy suggest that in the year 2025, material handling
and logistics will have an even greater role in the economy and society than it does
today. In fact, logistics has already become the focal point of some of the most
exciting developments in our modern economy.
Participants in the Roadmap workshops were unified in their belief that the future
of the industry will demand more value at a higher speed. By “more value” we mean
a greater focus on the customer and his or her needs—delivery at exactly the time
desired, at exactly the right place, and in perfect condition, along with associated
information about the delivery. By “higher speed” we mean the ever-increasing
expectations that deliveries be made more quickly. As we describe here, many
of these demands are being made today. By 2025, they will be the standard for
material handling and logistics services.
Following are capabilities participants felt should be in place by 2025 to provide the
high-value, high-speed logistics required of the industry. Capabilities are arranged in
categories: total supply chain visibility, standardization, planning and optimization,
e-commerce, and high-speed delivery.

BY 2025, ALL
TRANSPORTATION
ASSETS SHOULD
BE TRACKABLE
BY GPS
TOTAL SUPPLY CHAIN VISIBILITY
Although systems already exist for customers to track shipments (FedEx, UPS, etc.), the
level of detail demanded in the future will be much greater. For example, consumers can
already know that a shipment was last located in a transit facility in Phoenix, but not
that the shipment is tied up in traffic in Dallas or that it was placed on an earlier flight in
Chicago. For commercial shipments between companies, even more precise information
will be needed.
As discussed in this Roadmap, precise location services could facilitate new modes
of delivery to consumers, including delivery directly to an individual rather than to an
address. In such settings, consumers would want to know the precise location of delivery
drivers, in addition to drivers needing to know the location of the customer.
For companies in the supply chain, visibility is about more than knowing the location of
an item. Available data should include current and historical environmental conditions
such as temperature, humidity and exposure to vibration. Other data could also be
collected depending on the application.
• By 2025, all shipments should be trackable in real time from the instant of order to
the instant of delivery, in transit and in facilities, at the level of individual items and
independent of carrier and transportation mode.
Capability: Deployment of GPS capabilities across transportation assets
Essential to accomplishing universal, real-time tracking is the ability to know the precise
location of transportation and other material handling assets. Although global positioning
system (GPS) technology is currently available, its deployment is still not universal across
transportation assets.
• By 2025, all transportation assets should be trackable by GPS.
Another need is real-time locator systems (RTLS), which track and communicate locations
of items to tracking systems within a warehouse, for example. Such systems are in their
infancy in 2014; by 2025, they should be widely used.
• By 2025, real-time locator systems should be integrated into total supply chain
visibility systems for access by supply chain partners and consumers.
Capability: Development of arrival time estimation methods
Although knowing where a shipment is located is important, ultimately customers want
to know when a shipment will arrive. Needed are techniques to estimate remaining time
for delivery. Such methods should account for distance, road conditions, traffic and
ultimately should be able to predict time of arrival within 1% of remaining time. By that
standard, the arrival time of a shipment with 24 hours remaining could be predicted

BY 2025, NEW
PROTOCOLS SHOULD
BE IN PLACE TO
TRACK INDIVIDUAL
ITEMS FROM
THROUGHOUT THEIR
LIFECYCLE
within about 15 minutes. Arrival time for a shipment four hours away could be
predicted within 2.5 minutes.
• By 2025, arrival time estimation methods should reliably be within 1% of remaining
delivery time.
Capability: Integration of tracking capabilities across carriers and providers
The very nature of supply chains means tracking information must come from multiple
service providers. Coordinating this information will require both technological advances
and, more importantly, organizational structures to ensure that the interests of all
parties are protected and that validation standards are followed.
• By 2025, new protocols should be in place to track individual items throughout their
lifecycle, recognizing that individual items might be transformed into other products
or shipping units and back again as they make their way along the supply chain.
STANDARDIZATION
National and international standards provide a common language not just for physical
products and equipment. They are increasingly important for describing processes,
procedures, skills and metrics. Roadmap participants identified a variety of capabilities
that must be established through the development, promotion and adoption of
standards to enable safe, efficient, interoperable hardware and software systems.
Capability: Standardized containerization at levels smaller than current
intermodal freight containers
The intermodal freight container has enabled a high rate of growth in international
trade since its development in the 1950s and its subsequent widespread adoption.
Global-standard, smart, modular, designed-for-logistics containers (replacing current

BY 2025,
UNIVERSALLY
ACCEPTED
STANDARD DATA
FORMATS FOR ALL
TYPES OF SENSORS
SHOULD BE
ESTABLISHED
cartons, boxes and pallets) are needed that can accommodate raw materials and
finished goods. These include unit-load, carton and transportation containers. These
containers should be reusable and reconfigurable, providing the ability to take
them apart and combine components to support a variety of sizes and shapes while
supporting efficient automated handling.
• By 2025, major intermodal hubs throughout the United States should have the
ability to handle standardized containers at the unit-load and carton level, plus
load/unload integration with freight containers.
Capability: Cloud-based visibility and traceability of order, item and
resource status
The lack of standards for interoperability of the various applications used by supply
chain partners causes inefficiencies within and across supply chains. Standardization
to support collaboration is needed to provide plug-and-play capability between trade
partners. End customers and consumers are increasingly driven by visibility-based
decisions that reduce variability and time to deliver.
Great strides have been made to develop transaction standards such as those in
electronic data interchange (EDI), but this capability is only in its infancy compared
to the standardized interoperability that will be required going forward. Standardized
modular interfaces between software systems should support collaboration
throughout increasingly virtual organizations. Virtual product models should be easily
accessible and modified in the cloud by all pertinent players within a supply chain.
As corporate data systems shift from local physical processing and storage to cloud-
based systems, it becomes far easier to develop standardized interfaces between
systems of trading partners. Highly customized or in-house developed systems
are becoming less common. Instead, systems that provide modular, standardized
interfaces to provide for interoperability with trading partners will be more common.
• By 2025, most applications accessed by logistics and supply chain professionals
should be cloud based and standards compliant.

THE VISION FOR
2025 INCLUDES
REAL-TIME,
AUTOMATIC
CONTROL OF
MANY PEDESTRIAN
SUPPLY CHAIN
DECISIONS
SENSORS AND THE INTERNET OF THINGS
Advances in sensor technology continue, making at least part of the Internet of Things
all but inevitable by 2025. To fully realize the vision, sensors must be made smaller and
more powerful, allowing them to broadcast farther and in difficult environments such as
transportation containers and packages.
Sensors at this scale will create a torrent of raw data that must be converted into
useful information. The data will be fully useful only if there are standard, universally
defined formats for sensor output. Data from sensors as well as data and information
from software packages must be exchanged using common protocols, and not common
software platforms, and that data must be shared securely.
Capability: Standardized ways of handling data from sensors
A common complaint in the material handling and logistics industry is the need to work
with data in different formats. Lack of data format standards requires post-processing for
analysis or comparison with other data, and this sometimes requires human intervention.
The vision for 2025 includes real-time, automatic control of many pedestrian supply
chain decisions (i.e., “automating the mundane”), which cannot happen without real-
time data in standard formats from participating sensors.
• By 2025, universally accepted standard data formats for all types of sensors should
be established.

BY 2025, MOST
SUPPLY CHAIN
DATA SHOULD
BE OPENLY
AVAILABLE
FOR USE
Standardized data formats are only part of the solution. Layers of orchestration
and event-driven rules engines that automatically execute certain responses when
conditions have been met will still be needed.
• By 2025, software should be developed to execute automated, event-driven
decision making based on input from a variety of sensor systems.
Capability: Exchange of data using standard protocols
A key to the future for the material handling and logistics industry is providing
small companies as well as large ones access to the real-time data that a world with
ubiquitous sensors produces. This implies that raw data from sensors as well as
data and information from software packages must be exchanged using protocols,
not with a common software platform that every company must purchase if they are
to receive the data.
• By 2025, exchange point and protocol standards for data and information
should be established. Most of the supply chain information generated should
be available for all businesses at these points.
Capability: Secure data sharing across the entire supply chain
While the technical challenge of ubiquitous sensors is certainly achievable before
2025, implementation will be much more complex and difficult because it touches
so many aspects of business, including competitive advantage and legal issues.
The data produced by sensors and exported from software must be shared
universally to enable the real-time decision making that will satisfy customer
demands and support the Internet of Things. As long as data are considered
proprietary, this kind of sharing cannot happen. Participants in the workshops
acknowledged that “such capabilities will require agreements on data sharing and
security, in addition to new protocols and standards.” They also acknowledged that
it is easy to discuss the need for sharing data, but quite another thing do so in a
highly competitive marketplace.
• By 2025, most supply chain data should be openly available for use. This
might involve having shipments identified anonymously for the public (e.g.,
size, weight and destination) with a code known only by the shipper and the
customer.
Capability: Real-time data
To facilitate the type of service envisioned for 2025, much of the shared data and
information from sensors and software must be delivered to the Internet in real
time. Sensors on physical objects and software that export information needed
by others must have a “running conversation” with the Internet. This data and

information must be stored in a cloud or a new, equivalent place that is accessible to
everyone—in real time. Data in such a system will have to have an “expiration date” due
to the volume.
• By 2025, appropriate data from supply chain sensors should be available in the cloud
or with mobile-to-mobile systems for use by appropriate parties.
Capability: Robust security of data sharing systems
Widespread sharing of data from sensors and other sources brings with it the danger of
infiltration and cyber attack. As logistics information systems continue to develop, security
must keep pace with the technology.
• By 2025, robust systems should exist to ensure the security of sensors and their
related supply chain data systems.
PLANNING AND OPTIMIZATION
In the context of material handling and logistics, data is valuable only to the extent that
it is used to make better decisions. Troves of data from a future proliferation of sensors
will give the industry an opportunity to plan and execute at new levels of efficiency and
improved service—if the necessary planning and optimization tools are developed.
Participants in the Roadmap workshops generally felt the current state of planning
and optimization tools in the research community exceeds by far what is being used in
practice. In other words, deployment and implementation of these capabilities is itself a
significant challenge.

BY 2025,
STANDARDIZED
TOOLS FOR
ASSESSING THE
STATE OF A SUPPLY
CHAIN SHOULD BE
AVAILABLE AND
COMMONLY USED
But new capabilities will be required. The output of data mining and predictive
analytics models should make possible new levels of execution that could meet or be
ready to meet demand even before it is realized. New methods of data visualization
can present vast amounts of data quickly, either to make real-time decisions or
simply to “get a feel for” an operational situation. As confidence in algorithms
increases, many routine and even complex decisions could be automated, leaving
humans to add value in matters of intuition, strategy and judgment.
Capability: Supply chain state assessment tools
Analysis, planning and execution of supply chains must begin with an accurate
assessment of the current state. Standardized ways of assessment are needed similar
to standard financial statements that record the financial health of a corporation.
One participant in the workshops put it this way: “It seems to me that many supply
chain executives have no way of knowing, ‘How am I doing?’”
• By 2025, standardized tools for assessing the state of a supply chain should
be available and commonly used. Included in such tools might be standardized
graphics to display geographical aspects of the supply chain.
Capability: Widespread availability of planning and optimization tools
The state-of-the-art software for supply chain network design and inventory
optimization is already very high, and yet many small- and medium-sized businesses
are not making use of it. In some cases, the challenge is one of education—
companies, particularly small- and medium-sized ones, are unaware of how capable
supply chain planning execution systems really are.
In other cases, the obstacle is cost. For example, supply chain design and simulation
software packages are still more or less boutique products that command high prices.
One Roadmap workshop participant likened what is needed to what happened to
payroll and accounting software decades ago. Having previously been a specialized
product at a very high price, accounting software eventually reached commercial off-
the-shelf status and is now available for less than $100. However, it is doubtful that
specialized supply chain software could reach such prices, simply because there is
insufficient economy of scale.
• By 2025, supply chain network planning, inventory optimization and warehouse
optimization tools should be standard fare and used by nearly all firms having
supply chain and logistics interests. Firms not using these tools directly should be
making use of consultants and other service providers who do so on their behalf.

REDUCED
DEMAND
UNCERTAINTY
WOULD ALSO
BE USED BY
MANUFACTURING
AND INVENTORY
PLANNING
SYSTEMS
TO REDUCE
INVENTORY
LEVELS
Capability: Real-time optimization to support dynamic decision making
A less developed area of optimization is real-time decision support, in which
decisions are needed not within days and hours, but within minutes and seconds.
The torrent of data coming from ubiquitous sensors and data systems will make
possible instantaneous re-routing of trucks, re-configuring of manufacturing lines,
and re-planning of warehouse operations—if sufficient real-time optimization
capabilities are available. Some capabilities exist today within supply chain and
manufacturing execution systems, but much more will be needed.
• By 2025, optimization algorithms for dynamic control of logistics systems should
be developed and widely used.
An extension of real-time optimization is automated decision making. Participants
in the workshops believed that algorithms are or will eventually become capable of
making many decisions that currently occupy the time of workers, engineers and
managers. For example, in a retail cross-docking operation, late truck arrivals require
supervisors to re-plan internal operations and reschedule trucks to doors. Optimal
responses to such circumstances could be encoded in algorithms that would execute
without management intervention or perhaps with only a cursory approval.
• By 2025, low- and mid-level decision making by supply chain execution systems
should be pervasive in the material handling and logistics industry.
Capability: Models to support anticipatory logistics
Building planning and optimization models around uncertain forecast data has been
common practice for decades. However, as predictive power improves with analytics
in the future, decision making at a much more refined level will be possible. For
example, reduced uncertainty about demand for a particular retail or food product
on a certain day could lead to very tightly controlled logistics systems that deliver
goods just before they are consumed. Reduced demand uncertainty would also be
used by manufacturing and inventory planning systems to reduce inventory levels
throughout the supply chain.
• By 2025, new planning and optimization methods should be available to exploit
predictive analytics in data-rich environments.

E-COMMERCE
As e-commerce becomes an even greater part of the U.S. economy, the material
handling and logistics industry will have to extend existing capabilities and develop
new ones to support it.
E-commerce operations are challenging for at least three reasons. First, because
shipments are directly to the consumer, special care must be taken with respect
to packaging and presentation. In the distribution center, this can mean extra
processing in packing and even a need for special operations such as gift wrapping.
Second, e-commerce operations typically involve a very high number of stock keeping
units (SKUs), which must be picked as individual items and not as cartons or pallets.
So-called “broken-case order picking” operations are typically very complex and labor
intensive.
Third, speed of delivery is critical. The transportation component of order fulfillment
has been well established for decades by providers such as UPS and FedEx. Rapid
order fulfillment inside the distribution center is the second, less-developed piece.
Dramatically reducing order fulfillment times
The increasing SKUs problem will be exacerbated as more and more customers
demand customized and personalized products. Customers also are demanding
shorter order lead times—the time between placing their orders and receiving the
goods. These two trends suggest dramatic changes in the handling of work-in-process
and finished goods.

At a conceptual level, this challenge is rooted in the fact that personalization points
toward more make-to-order items while short cycle times toward expanded use of
make-to-stock fulfillment. As the number of SKUs increases to satisfy the increasing
demand for customized products, the challenge is to define the appropriate mix of
production.
New hardware and software systems are needed to reduce the cycle time associated
with putting finished goods into storage, picking and packing, and loading
transportation containers.
Capability: Systems to support rapid order processing times in the DC
Amazon has made famous the question, “Want it tomorrow? Order by such and such
a time.” Implicit in that promise is the ability to process an order and get it to the
shipping dock before the last truck leaves for overnight delivery. These cut-off times
will become competitive weapons as the e-commerce industry matures.
As competition for late cut-off times increases the pressure on internal DC
operations, new material handling systems and operational strategies will be
required. Even in the best operations today, orders can spend hours in a “virtual
queue” waiting to be released to order pickers for processing. Methods to reduce
these times exist, but are in their infancy and are not well developed. In particular,
there is a need to organize picking operations more effectively and then to execute
rapid accumulation of items into orders.
• By 2025, typical order-to-ship processing times in e-commerce distribution
centers should be sufficient to support same-day delivery of in-stock items.
DRONE DELIVERY
In November 2013, Jeff Bezos announced
during the 60 Minutes news program the
existence of an experimental distribution
project called Amazon Prime Air. It
proposes using small, autonomous quad-
copters to deliver packages weighing less
than 5 pounds directly to the address
of customers. Significant regulatory and
social obstacles must be addressed, but
this initiative is just one illustration of the
potential impact of new technology on the
material handling and logistics industry.
Profile
AS COMPETITION
FOR LATE CUT-OFF
TIMES INCREASES
THE PRESSURE
ON INTERNAL
DC OPERATIONS,
NEW MATERIAL
HANDLING SYSTEMS
AND OPERATIONAL
STRATEGIES WILL
BE REQUIRED

Capability: Software to support hybrid storage and production systems
A different aspect of this challenge will be integrating ordinary pick-pack-and-ship
operations with customized production in a mass production line with small batch
handling. Although the details of each implementation will be different, moving small
batches and even “batches of one” could become the norm.
A fully integrated system will be required to coordinate a large number of orders that
contain customized line items. This real-time, dynamic system must continuously
allocate stored items, while scheduling production for the required made-to-order items
(as well as for make-to-stock replenishment).
• By 2025, systems capable of performing these tasks for hundreds of SKUs should
be available and implemented in relevant order fulfillment and production facilities.
Supporting omni-channel distribution
A distribution channel is the “path” a product takes from manufacturer to distributor
to customer. Traditionally, companies having multiple distribution channels (in-store
and catalog sales, for example) established separate infrastructures to support each
channel. For example, large retailers had separate distribution centers for catalog
fulfillment and for retail store replenishment. The advantage of this approach is to

BY 2025, WILLING
CONSUMERS
IN THE UNITED
STATES SHOULD
HAVE A DATA FILE
WITH CUSTOMIZED
INFORMATION
LOCATED IN
A CENTRAL
REPOSITORY
allow internal processes in each facility to be more focused and easier to control. The
disadvantages are obvious: redundant infrastructure, excessive inventory and high
overhead—all resulting in high costs.
The modern approach is to design facilities and processes that support multiple
channels of distribution so that, for example, store replenishment and e-commerce
fulfillment is handled within the same facility. Marrying disparate operations is much
easier said than done.
Capability: Distribution center designs to support omni-channel operations
Accepted design concepts are needed for multi-channel distribution operations.
Omni-channel distribution facilities should be able to accommodate store
replenishment, e-commerce fulfillment, returns processing, light assembly or
manufacturing for product customization, and even will-call operations.
• By 2025, omni-channel distribution centers that support e-commerce and other
operations should be well developed and increasingly common.
Managing personalized information
for individual consumers
Some of the information that customers use to personalize products does not change
over time, such as clothing size. Other information does change, such as color
preference for a particular item. In any event, and with privacy considerations aside,
it is beneficial to both customers and businesses for data on customer preferences
to be securely stored in a common repository. Consumers avoid entering data every
time they make a purchase, and businesses can tailor the purchase experience to
the customer. A critical component of this challenge is striking the proper balance
between privacy, security, access and convenience—for the retailer and for the
customer.
Capability: Central repositories with consumer information
Rather than the current practice of each business collecting data on each customer,
a central repository or a series of seamlessly linked repositories should be maintained
and made available to approved providers of goods and services. Customers should
be able to update their profile on demand, and the data should be accessible in real
time by businesses so it can be used during online transactions. Such a system might
be modeled after college application data repositories, where applicants upload
standard personal data and other information. Approved educational institutions then
have access to the data upon receiving authorization from the applicant.
• By 2025, willing consumers in the United States should have a data file with
customized information located in a central repository. E-commerce retailers
meeting security requirements should have access to this information.

BY 2025, NEW
HIGH-SPEED, HIGH-
THROUGHPUT
AUTOMATED
ORDER PICKING
SYSTEMS SHOULD
BE DEVELOPED TO
SUPPORT SAME-DAY
DELIVERY
HIGH-SPEED DELIVERY
At the time of its unveiling, Amazon Prime was assailed by some as a permanently money-
losing proposition in which customers pay a yearly fee and then would receive free two-
day shipping at Amazon’s expense. Eight years later, the program is widely considered to
be a master stroke of retail genius, in which customers choose Amazon over other retailers
as a matter of course. “Why order from anyone else?” is every retailer’s dream.
Of course, two-day shipping is not the only option offered by Amazon and other retailers.
Overnight delivery is often offered with a daily cut-off time of the type, “Order by 5:00
p.m., and receive your order tomorrow.”
The newest battleground is same-day delivery: Orders received by a designated time will
be delivered later the same day. Obviously, such promises can only be kept within a very
limited distance of the warehouse or retail outlet. Amazon is currently offering same-day
delivery in 11 major metropolitan areas, where it has built warehouses to support the
service. Order cut-off times vary by city, from 7:00 a.m. in Indianapolis to 12:00 p.m. in
Seattle. Orders are promised to arrive by 8:00 p.m. that day.24
Walmart is testing a similar
service called “Walmart To Go” in five cities. eBay offers yet another model called “eBay
Now,” in which valets pick up items from many local retail outlets and deliver them “in
about an hour.” The service is currently being tested in New York City and the Bay Area.
That different delivery models are being explored suggests that none of these retail giants
yet knows the best formula for same-day delivery, nor are they sure how customers will
respond. What does seem clear is that same-day delivery will be one of many future retail
distribution channels and the implications for future material handling and logistics
systems are significant.
Supporting widespread same-day delivery
In a same-day delivery system supported by a distribution center (as opposed to a valet
shopping service such as eBay Now), extremely fast processing times are required of the
order fulfillment system.
Capability: High-speed, high-throughput automated retrieval systems
For truly widespread adoption of same-day delivery, order fulfillment systems will have
to attain two lofty goals at the same time—extremely low processing times and extremely
high throughput. It seems impractical to solve this problem by “throwing labor at it”
because of the cost. Needed are new, perhaps yet unimagined, automated order picking
systems that deliver requested individual items within minutes. But these systems must
also be able to accommodate the “last-minute rush” so frequently experienced right
before a published cut-off time.
• By 2025, new high-speed, high-throughput automated order picking systems should
be developed to support same-day delivery.
24. Amazon.com, http://
www.amazon.com/gp/help/
customer/display.html/
ref=hp_leftv4ib?ie=UTF8n
odeId=201117750.

BY 2025, THE 15
LARGEST CITIES IN
THE UNITED STATES
SHOULD HAVE AT
LEAST ONE OPEN
SHARED SELF-
SERVICE PARCEL
DELIVERY KIOSK
NETWORK AVAILABLE
FOR USE BY
MULTIPLE
RETAILERS
Capability: High-density storage systems
A second major challenge of same-day distribution is the need to locate distribution
centers close to major metropolitan areas, where large tracts of land are typically
scarce and expensive. In the “game of minutes” that will become same-day delivery,
each additional mile between the DC and its metropolitan area is an additional 1 to
4 minutes of delivery delay, depending on traffic. The goal, then, is to achieve the
nearly impossible: Locate a warehouse capable of storing tens of thousands of SKUs
in a small space near a major metropolitan area.
Entirely new forms of high-density storage and retrieval systems, capable of storing
thousands of SKUs and delivering individual items within minutes will be needed.
• By 2025, extremely high-density storage systems with rapid picking capability
should be available and used in support of same-day distribution in densely
populated areas.
Supporting new forms of urban distribution
Urban consumers tend to lead busy lives with irregular schedules. They often do
not own cars or may not use them frequently for shopping trips. Urbanization will
continue to spur demand for new direct delivery modes for retailers to get products to
consumers where and when it is most convenient.
Examples of such delivery modes for e-commerce include self-service parcel delivery
kiosks (like Amazon Locker) and personal delivery where the recipient is a person
and not an address. For these and traditional home-delivery modes, consumers will
continue to demand faster service and push for same-day and same-hour deliveries.
• By 2025, most retailers serving urban areas should provide same-day direct
delivery capability to urban consumers across one or more new delivery modes.
Capability: Open shared-use, self-service parcel delivery kiosks
Self-service kiosk delivery will continue to grow. In a kiosk system, a consumer
specifies delivery of an order to a shared-use box that he or she can access with
appropriate identification. Once the order is picked up, the box slot can be reused
for another delivery. While technology for automated kiosk delivery is now available,
it is impractical and inefficient for retailers to deploy separate kiosk networks.
Collaborative kiosk networks, accessible by multiple retailers, should be developed
and deployed. Systems for managing and sharing the capacity of such kiosks are
required.
• By 2025, the largest cities in the United States should have at least one open
shared self-service parcel delivery kiosk network available for use by multiple
retailers.

BY 2025, MOST
U.S. CONSUMERS
SHOULD HAVE
THE CAPABILITY
TO RECEIVE
DELIVERIES TO
THEIR REAL-TIME
CURRENT LOCATION
Capability: Personalized delivery point specification systems
To enable consumers to specify where they would like a delivery, Web and mobile
systems should be developed to enable consumers to easily update information about
where they would like a delivery (address, kiosk location or real-time current location)
for different product types. Common-use personalized delivery point specification
systems accessible by multiple retailers should be created.
• By 2025, most U.S. consumers should have the capability to specify personalized
delivery point information to multiple retailers.
Capability: Real-time current location delivery systems
For ultimate convenience, consumers may request a delivery at their real-time
current location within a reasonable geographic boundary within a metropolitan or
urban area. To enable such deliveries, real-time driver information systems must be
developed and deployed to reschedule parcel deliveries continuously, based on a
recipient’s real-time location feed and to reroute delivery vehicles. Detailed location
technology to pinpoint a recipient’s location at a finer resolution than a street address
may be required.
• By 2025, most U.S. consumers should have the capability to receive deliveries to
their real-time current location.

25. Wikipedia, Google
driverless car, http://
en.wikipedia.org/wiki/
Google_driverless_car.
THE ISSUES
SURROUNDING
SELF-DRIVING
AND DRIVERLESS
VEHICLES ARE
MANY: WILL SOCIETY
ACCEPT THE SELF-
DRIVING CAR?
Motor Freight Transport
with Driverless Vehicles
The driverless vehicle is here and the implications are huge. There is little doubt
about the technology. Driverless cars have been built and tested, and licensed
cars are driving the streets of Nevada,
California and Florida. Google’s self-driving
cars have already logged more than 300,000
miles.25
Whether and how these vehicles will
be integrated into our national system of
transportation is another question.
First, some definitions. The term “driverless
car” has come to refer to a vehicle that
navigates itself between locations in the
presence of ordinary cars and other driverless
cars, much like “autopilot” in airplanes.
Whether or not the car has a driver onboard is
a separate question. In the same way that an airplane on autopilot is flying itself with
a pilot onboard, a “driverless car” might be driving itself with a driver onboard. Thus,
we must make a distinction between a self-driving car that has a passenger/driver
onboard and a driverless car that does not.
The issues surrounding self-driving and driverless vehicles are many: Will society
accept the self-driving car? Will it accept the driverless car? If so, will self-driving
and driverless trucks be allowed? If the latter, will special lanes be required? What
will be the coverage of those lanes? Major interstates only? U.S. highways? Will
driverless trucks be allowed to make commercial and residential deliveries or will
they be restricted to long haul transportation between hubs? The answers to these
questions will determine the implications of driverless technology on the material
handling and logistics industry.
A possible scenario is that self-driving cars will be operating in normal traffic by
2025, but that those cars will be required to have a licensed driver onboard. It
is likely that self-driving will be allowed only on certain roads (interstates, open
highways, etc.) and perhaps only at certain times of day. We assume that the same
rules will apply to trucks as to cars.
Implications for logistics systems
If self-driving trucks must be occupied, the implications for logistics systems will be
fairly modest. Continued next page »
WORTH NOTING

TRUCKS WOULD
BE ABLE TO DRIVE
AROUND THE CLOCK,
THEREBY EXTENDING
THE REACH OF A DAY
OF TRANSPORTATION
AND IMPROVING
LOGISTICS SERVICE
« Continued from previous page
• Trucks will still have to have licensed drivers, failing to ease the truck driver labor
problem. It is possible, however, that attending a self-driving truck would be less
arduous than traditional truck driving, and that driver retention would improve.
• Truck drivers are likely to require the same level of qualification, so the labor cost
of transportation is likely to stay the same.
• Assuming attending drivers will have to be awake, established work/rest rules for
truckers will remain intact, and the geographical reach of “a day’s drive” will be
approximately the same.
Some benefits will arise, however:
• Self-driving and driverless cars and trucks are able to respond more quickly to
dynamic driving conditions, which allows vehicles to follow one another more
closely. This would have the effect of reducing traffic congestion, due to “tighter
convoys” and increased density of flow.
• Self-driving trucks would not tire or get sleepy, so traffic accidents involving
trucks likely would decrease significantly.
In the less-likely case that society accepts truly driverless trucks, the implications for
logistics systems and the economy are profound:
• The truck driver labor crisis would (eventually) be averted, as retiring truck drivers
are replaced by technology.
• Trucks would be able to drive around the clock, thereby extending the reach of a
day of transportation and improving logistics service.
• Extending the geographical reach of a truck would eventually reduce the number
of needed warehouses because the same level of service (in days to deliver)
could be provided by fewer, larger warehouses. Alternatively, companies could
provide higher levels of service with the same number of warehouses. In either
case, companies nationwide would have an incentive to reconsider and perhaps
redesign their supply chain networks.
• Finally, the total cost of transportation likely would go down, thus reducing the
total landed cost of products on shelves.

CONSUMERS AT
THE END OF THE
SUPPLY CHAIN MUST
ULTIMATELY PAY THE
FINANCIAL COST OF
LOGISTICS
Low-Cost, Low-
Impact Material
Handling
and Logistics
Material handling and logistics are a vital part of modern commerce, because as long
as goods are produced in one place and consumed in another, there will be a need to
store, handle and move them. Nevertheless, this “time-and-place utility” comes at a
financial and social cost. Broadly speaking, an ideal material handling and logistics
system operates at the lowest possible cost and has the least possible negative
impact on society. That is, it operates “without a trace.”
Consumers at the end of the supply chain must ultimately pay the financial cost of
logistics. Therefore, cost reduction has been an overriding focus of the industry for
decades, and it will continue to be so into the indefinite future. Firms (and nations)
that execute logistics operations at lower cost will always enjoy a competitive
advantage.
The impact of material handling and logistics on society is more difficult to
measure, but no less real. Trucks consume fuel, emit carbon dioxide, add to highway
congestion and clog urban streets with deliveries. Distribution centers consume
dozens of acres of valuable real estate with industrial buildings. A low-impact
logistics system minimizes these negative social effects.

THE OBSTACLES
TO WIDESPREAD
COLLABORATION
FALL INTO TWO
CATEGORIES:
TECHNOLOGY AND
TRUST
Supporting the needs of our economy and society through the year 2025 with low-
cost, low-impact logistics will be an enormous challenge. Following, we describe new
capabilities the material handling and logistics industry must develop to meet the
needs of our nation. Capabilities are organized into four major areas: collaboration,
urban logistics, technology and automation, and sustainability. In some cases, these
capabilities would lead to lower costs. In other cases, they result in lower impact on
society.
COLLABORATION
Next to concerns about the workforce, participants in the workshops felt collaboration
was the most significant challenge (or opportunity) facing the industry. All seemed to
agree that significant reductions in the cost of logistics services will come only with
dramatically new levels of collaboration between companies, both within and across
industries, but they also recognized significant obstacles.
Collaboration allows freight carriers and shippers to reach further down into the
supply chain to smaller and smaller companies. Current systems are only affordable
by top tier carriers and shippers. Lower cost and standardized technology would allow
small- to medium-sized businesses to operate with reduced inventory and shorter
lead times. Most of these companies cannot operate with significant just-in-time
processes today because a disruption in the supply chain leaves them little room to
adjust.
Even the large companies who execute just-in-time (JIT) supply chains do not realize
the impact they have on those further outside their immediate delivery schema. JIT
suppliers rely on multiple sources for product and carry the inventory that the JIT
manufacturer would normally carry. Future technologies will allow for more flexibility
and less inventory, thereby reducing costs and increasing profits.
The obstacles to widespread collaboration fall into two categories: technology and
trust. For effective sharing of transportation assets, systems must be in place to post
the availability of capacity (an empty truck returning from Florida, for example),
pricing or negotiating structures must be set, and funds must be transferred. This
must happen while respecting sensitivity of data related to company operations.
The more difficult issue in large-scale collaboration is establishing sufficient levels of
trust between participants, some of whom could be competitors.
Capability: Eliminating empty truck miles with shared transportation
The opportunity with the greatest potential benefit is shared trailer capacity. A 2011
survey by the National Private Truck Fleet Council estimates that 21% of private fleet
truck miles were empty. Empty travel occurs for two main reasons: (1) shipments on

BY 2025, A
SIGNIFICANT
PORTION OF
SHIPPERS SHOULD
BE SHARING
TRANSPORTATION
ASSETS AS A
STANDARD
BUSINESS
PRACTICE
26. World Economic Forum,
Outlook on the Logistics
Supply Chain Industry
2012, June, 2012.
a trailer must leave before the trailer is completely full to meet service commitments,
and (2) trailers must return empty to their point of origin after delivering cargo.
Empty truck miles are a problem for a multitude of reasons including wasted fuel,
labor and capital, and increased highway congestion.
The statistics above report only empty trailers, not partially filled ones. The less-
than-truckload industry is a well-established and effective “common carrier” that
consolidates small loads to achieve transportation efficiencies. The most significant
opportunity for collaboration and sharing lies with private companies owning and
operating their own transportation fleets.
• By 2025, a significant portion of shippers should be sharing transportation
assets as a standard business practice. This includes a universally accepted and
transparent allocation of costs.
Capability: Optimizing the use of shared transportation assets
Optimization of the shared transportation assets must be widespread, so inbound and
outbound logistics are seamlessly coordinated. Information on loads in transit and to
be picked up must be available in real time and be transparent to all parties.
• By 2025, real-time tracking of transportation containers and real-time information
on outbound loads ready for pick up should be available and capable of being
viewed on a variety of shipper systems and personal communication devices.
Logistics providers should have software systems that can digest this information
to plan routes.
Capability: Increasing space utilization through shared warehousing
Large-scale collaboration is needed not just in transportation but also in warehousing.
Again, means of collaborative warehousing already exist, but there is much room
for improvement. Public warehouses and third-party logistics (3PL) warehouses are
among current options.
At the industry level, one component of this could be industry and government
partnering to form “logistics parks.” In the Outlook on the Logistics Supply Chain
Industry 2012,26
it is reported that such parks are being developed all over the world
including the United States, China, Denmark (transport centers), Spain (logistics
platforms), Germany (freight villages) and India (distriparks). In all instances, the
purpose is to improve efficiency and reduce costs through shared assets among
shippers, economies of scale and improved efficiency due to increased density, and
more stable prices.
• By 2025, logistics parks and similar concepts should be in widespread use to
support collaboration among shippers.

As with most other collaborative efforts, an obstacle to accomplishing this goal is
natural competition between firms in the same industry sectors.
Should these obstacles be overcome, more of these facilities should be pursued
at huge multimodal intersections like the current ones in Los Angeles and Dallas.
Smaller parks might accommodate only truck trailers, but still would provide the cost
savings associated with better utilization of equipment and economies of scale.
• By 2025, there should be additional mega-logistics parks in the United States.
There should also be a number of smaller parks that handle only truck trailers or a
combination of truck trailers, rail and barge.
Editor’s Note: Some in the industry believe it is unlikely that collaboration in material
handling, logistics and transportation will be widespread in the United States, due to
aggressive competition in our market economy. Others are more optimistic.
URBAN LOGISTICS
Urban communities are quite different from their suburban, small town and rural
counterparts. They are conglomerations of densely populated neighborhoods, which
are often demographically and culturally heterogeneous. Road infrastructure is often
older and characterized by high levels of congestion as well as traffic restrictions that
might prohibit truck traffic (or all motorized vehicle traffic) in downtown core areas.
Retail districts might be densely packed with stores, with limited delivery access and
parking.

27. 7-Eleven Plans to
Break Global, Domestic
Store-Growth Records Set
in 2011, May 20, 2012,
http://corp.7-eleven.com/Ne
wsroom/2012NewsRelease
s/7ElevenPlanstoBreakStor
eGrowthRecords/tabid/521/
Default.aspx.
BY 2025, THE
LARGEST URBAN
AREAS IN THE
UNITED STATES
SHOULD BE SERVED
BY OPEN SHARED-
USE DISTRIBUTION
FACILITIES
OPERATED BY 3PLS
OR OTHERS
Retailers usually operate smaller facilities in urban areas, due to scarce real estate.
Urban retail stores with less square footage by definition will carry less inventory on
display and in the backroom. Urban consumers may not own private automobiles
and may arrive to shop on foot or by transit, and purchase fewer items each trip. In
grocery retailing, urban shoppers may be more likely to purchase fresh and prepared
foods, and may favor different product packaging formats.
Major U.S. retailers, including Walmart, Target and Office Depot, are now moving to
open more urban small-format establishments. Convenience store operators, already
experts in retailing with small square footage facilities, are continuing to add urban
locations, and in some cases to shrink the size of the retail facility even further. As
an example, 7-Eleven plans to grow from 20 outlets in Manhattan in 2012 to more
than 100 by 2017.27
Building logistics infrastructure to cost-effectively serve urban retailers will be
challenging. Road congestion creates special challenges in urban environments.
Delivery vehicles experiencing unexpected travel times may miss delivery windows.
Parked trucks can add to surface street congestion. Limited parking for delivery
vehicles can add variability to delivery service times. Many of these effects are
exacerbated by the fact that low inventory carrying capacity leads to high delivery
frequency at urban retail facilities.
Several capabilities could dramatically improve urban delivery logistics and most
involve collaborative use of facilities.
Capability: Open shared-use distribution facilities
Crossdocking freight from larger trucks into smaller delivery vehicles (straight
trucks, delivery vans, motorbikes, bicycles, etc.) can help reduce total freight
delivery mileage in dense urban areas, mitigating some of the impact of frequent
replenishment trips. Such facilities can also enable delivery by alternate modes
that may be useful or necessary to handle parking congestion or restrictions, or
roadway vehicle size restrictions. Open shared-use, crossdock facilities that can be
dynamically scheduled for use by multiple, often competing retailers may enable
more cost-effective last-mile distribution. To create such facilities, equitable and
efficient space, door and labor allocation and scheduling systems need to be created
that ensure information security for users.
• By 2025, the largest urban areas in the United States should be served by open
shared-use distribution facilities operated by 3PLs or others.

BY 2025, A
SECURE PACKAGE
SYSTEM SHOULD
BE DEVELOPED
AND DEPLOYED
TO ENABLE
UNATTENDED
DELIVERIES TO
UNSECURED
LOCATIONS
Capability: Dynamic vehicle routing and scheduling with predictive traffic
information
To enable efficient routing and stop sequencing for trucks serving congested urban
areas, advances are needed in the deployment of traffic-aware dynamic routing and
scheduling systems. While some vendors claim today to provide such capability,
advances are needed in the areas of short-term and long-term travel time forecasting
given current conditions. Then, advanced forecasting models could be integrated into
the systems that provide path-finding and stop sequencing, as well as feasible stop
re-sequencing for vehicles already en route.
• By 2025, vehicle routing and scheduling software should use real-time traffic
feeds; be capable of determining routes and schedules aware of predicted travel
times; and support dynamic vehicle re-routing.
Crowd-sourced urban delivery systems
An opportunity is arising in urban areas to use newly emerging transportation
networks for small freight shipments, such as those for the delivery of small packages
to consumers. A fleet of vehicles, which are partially managed and sometimes
owned by a network operator, characterizes many emerging transportation networks.
Examples of these networks include car-sharing fleets, dynamic ride-sharing services
and smart phone-based car dispatch services.
Existing partially managed automobile fleets might be candidates for use for small
package delivery, and/or dispatch technology might be developed to create a
dedicated small package delivery system. Trust is clearly a major issue for such a
system, but it is important to note that lightly regulated systems are already being
used to provide personal transportation. Technological solutions might mitigate many
trust issues.
Capability: Lightweight secure packaging
Secure packaging, such as a lightweight box that can only be opened by an
authorized user and that includes integrated tracking and tracing technology, is a key
enabler of crowd-sourced, last-mile transportation. Such advanced packaging would
need to be inexpensive and likely reusable to be pragmatic. Modular systems where
a person making a delivery could replace an empty box at a delivery address with a
loaded box might be particularly effective.
• By 2025, a secure package system should be developed and deployed to enable
unattended deliveries to unsecured locations.

THE MOST COMMON
JUSTIFICATION
FOR RESISTING
AUTOMATION
IS COST, BUT
THERE ARE OTHER
REASONS AS WELL,
INCLUDING LACK
OF FLEXIBILITY AND
SCALABILITY
Capability: Dynamic dispatch and fleet management systems for crowd-
sourced pickup and delivery
New technology is needed to dispatch parcels dynamically in crowd-sourced systems.
Key differences in crowd-sourced systems for pickup and delivery are the dynamic
nature of available vehicles, strong heterogeneity in vehicle and driver capabilities
and ratings for certain tasks, and the possibility that resources reject assigned tasks
or have significant no-show likelihoods. Decision-support technology for dispatch and
for managing trust and reputation for a crowd-sourced delivery fleet do not yet exist.
• By 2025, a dispatch and fleet management system for crowd-sourced pickup and
delivery should be developed and deployed in practice.
TECHNOLOGY AND AUTOMATION
The benefits of automation for material handling and logistics applications are many:
Machines are more reliable, do not tire or make routine errors; conveyors move
packages much more quickly than workers could carry them; automated systems
incur lower labor costs; workers are less prone to occupational injuries; and, in many
applications, automation is more cost-effective.
In spite of these benefits, manual material handling remains the norm in most
industries today. The negative effects of manual material handling include
undesirable, hard-to-fill jobs, high turnover costs, workplace injuries and product
damage from mishandling.
The most common justification for resisting automation is cost, but there are
other reasons as well, including lack of flexibility and scalability. (U.S. companies
are particularly prone to emphasize very short payback periods as a criterion for
committing to large automation projects.) It is important to realize that firms are
behaving in their best interests by designing material handling and logistics systems
with humans as the main actors. They are simply making profit-maximizing decisions
in a competitive marketplace. Needed are advances in automation, robotics and other
technologies that make these systems the preferred choice over humans for material
handling.
Several new capabilities could turn the tables and lead to a significant expansion of
automation in the industry.

BY 2025,
AFFORDABLE
ROBOTIC ORDER
PICKING SYSTEMS
SHOULD BE
AVAILABLE THAT
SUPPORT HIGH-
THROUGHPUT,
SINGLE-PIECE
PICKING
Capability: More flexible and scalable material handling systems
A “flexible” material handling system is capable of quickly accommodating changes
in product mix, storage capacity or throughput.
In many cases, automation is not as flexible as a manual system. For example,
systems designed to accommodate a certain throughput or storage capacity are not
easily modified to become more (or less) capable. An automated storage and retrieval
system (AS/RS) with 10 cranes has a throughput capacity that cannot be altered
without major (and expensive) changes to the system.
• By 2025, significant new systems for storage, handling and order picking
should be developed that allow companies to reconfigure their systems rapidly
to accommodate changes (both up and down) in throughput, SKU velocity and
product mix.
Related to the concept of flexibility is the concept of scalability. A system is
“scalable” when its capabilities can be incrementally increased or decreased as
business needs dictate. Moreover, those incremental changes in capability should be
inexpensive and easy to implement.
• By 2025, significant advances in scalability should have been made in storage,
handling and order picking systems.
Capability: Robotic order picking
Even a cursory review of developments in the robotics industry suggests that we are
at the beginning of a true revolution. Robots today are more capable, more intelligent
and less costly than at any other time in history.
Robots in the material handling industry offer the ability to work tirelessly and
without complaint at tasks that humans might find physically taxing, difficult or
monotonous. Coupled with vision systems and artificial intelligence, future robots
will be capable of performing many material handling tasks currently performed by
humans.
Vision systems currently have the ability to discriminate individual items, but entire
systems to identify items and manipulate a robotic picking arm to pick them are still
immature, costly and slow. By 2025, these technical and economic obstacles will
have been overcome according to A Roadmap For US Robotics - 2013 Edition.
• By 2025, affordable robotic order picking systems should be available that
support high-throughput, single-piece picking. These systems should be available
in both part-to-picker and picker-to-part configurations.

Capability: Wearable computing in the workplace
Workers in the material handling and logistics industry often work with their hands,
so any requirement to interact with a control system or information device tends to
reduce productivity by occupying the hands, diverting the eyes or disrupting focus
and attention. An ideal control system provides needed information while allowing
workers to remain focused, with both hands free for work.
Hands-free control devices such as light- and voice-directed picking have been
successfully deployed in recent years. Voice picking in particular has been well
received in order fulfillment systems. A voice-picking system consists of a headset
and microphone worn by an order picker. Rather than carrying “pick sheets”
containing items of an order, workers follow audible instructions from a computer-
HOINTER—A NEW MODEL
FOR URBAN RETAIL
Hointer is an example of new concepts in retail enabled by material handling and
logistics technology. In fact, Hointer is an example of several concepts discussed
in this Roadmap—high-density storage, robotic order picking and leading-edge
integration of mobile computing.
Hointer was started by Dr. Nadia Shouraboura, a former supply chain executive at
Amazon.com, who thought there was a better way to sell clothing in metro areas. A
Hointer store consists of a single pair of many styles of jeans, for example, hanging
in a minimalist and small retail space. Customers enter, download an app on their
smart phones and start shopping. After selecting a style, a customer scans the label
and enters a size. The customer is instructed by the app to “Proceed to Dressing
Room 3.” In a matter of seconds, a backroom robot retrieves the jeans from a
“micro-warehouse” and deposits them in Dressing Room 3, arriving before the
customer gets there. Storage and retrieval of the item is completely transparent to
the customer, to whom the entire process seems magical.
Profile

BY 2025,
ECONOMICAL,
HIGH-SPEED
AUTOMATION TO
LOAD AND UNLOAD
TRUCKS SHOULD BE
AVAILABLE BOTH AT
THE CARTON AND
PALLET LEVEL
generated voice, which instructs them on the next location to visit, which items to pick
and how many to pick. Workers confirm instructions or ask questions directly to the
control system. An interesting benefit of such systems is the ability to interact with
workers in their native languages, which has helped integrate immigrant workers into the
industry. In some warehouses, voice-picking systems give instructions in more than a
dozen languages.
The promise of wearable computing offers opportunities for improved productivity and
quality for the industry through “augmented reality.” Google Glass and other future
technologies will provide workers real-time, visual, hands-free access to documents,
images, technical drawings, data feeds and even video—the entire Internet will be
available upon speaking a word. The ability to send and receive feedback, call experts
or check the status of another part of the plant or warehouse—all instantaneously and
without interrupting the current flow of work—could transform the modern industrial
workplace.
• By 2025, control and execution systems featuring wearable computing devices should
be developed and widely deployed in transportation, warehousing and manufacturing.
Capability: Motion-sensitive, interactive automation
Recent advances in the electronic game industry suggest that by 2025, entirely new
industrial work environments could be possible. Coupled with new capabilities in
autonomous control, artificial intelligence and robotics, motion- and gesture-sensitive
technologies such as Microsoft Kinect could lead to productivity systems in which
humans, machines and computers interact freely and effectively in completely new ways.
Such work environments could go a long way toward attracting a new generation of tech-
savvy workers.
• By 2025, highly productive systems employing interactive computing devices
and robots should emerge in the industry, particularly in order fulfillment and
manufacturing systems.
Capability: Rapid loading and unloading of truck trailers
In even the most highly automated warehouses in the world, it is common to see workers
at the end of the line manually loading cartons into a truck or loading pallets with a
forklift. For technical and economic reasons, the ability to load and unload trucks cost
effectively has, for the most part, escaped the industry.
Although systems do exist to load and unload trucks today, they are not widely adopted
for cost and speed reasons. True end-to-end automation to support high-speed delivery
systems must include automated loading and unloading capabilities. Such systems could
include radical new designs for tractor-trailers as well.
• By 2025, economical, high-speed automation to load and unload trucks should be
available both at the carton and pallet level.

SUSTAINABILITY
As the initial enthusiasm cools for “all things sustainable,” a new equilibrium is
likely to emerge in which the underlying currents of the sustainability movement
align with the cost and profit interests of corporations. Although there was some
disagreement among participants in the workshops about the details, it is fair to say
that the overall goals of sustainable development are universally shared: The material
handling and logistics industry must operate in a way that leaves the environment
in as good or better shape for our children than it was when we inherited it from our
parents. The same will be true in 2025.
Capability: Assessing environmental impact
Any attempt to reduce the environmental impact of the material handling and
logistics industry requires an accurate assessment of environmental impact itself.
To this end, there is a need: (1) to specify in some unit of measure the relevant
emissions released; and (2) to identify an environmental impact factor that might be
expressed in monetary terms. Consideration of environmental impact could include
effects such as deterioration of human health, loss of wildlife, agricultural effects
and global warming. Any assessment of impact requires substantial care, because
impact depends on the context with respect to the surrounding society and culture.
Life cycle assessment (LCA) tools already exist to help companies assess the impact
of their operations on the environment. These tools should be extended to address
the details of material handling and logistics. The greater challenge, however, is to
spread the word within the industry that such tools already exist.
• By 2025, the industry should have developed and widely deployed standard,
accepted metrics with respect to environmental impact.

BY 2025, LEED-
CERTIFIABLE
BUILDINGS SHOULD
BE COMMONLY
BUILT AND
RENOVATED FOR
MANUFACTURING
AND DISTRIBUTION
Capability: Environmentally conscious transportation
One of the factors that contribute to emissions generated by the material handling
and logistics industry is the long distances traveled by trucks and other vehicles. As
the industry continues to reduce the cost of transportation by reducing miles driven,
the environment will benefit.
But, more can be done. There is a natural tension between shippers, who seek to
consolidate shipments for transportation efficiencies (and perhaps unintentionally
for environmental benefit), and customers who want what they want when they want
it. Through increased awareness or carefully designed pricing strategies, changes in
customer behavior could lead to reduced impact on the environment.
• By 2025, consumers should have a better understanding of the environmental
consequences of their choices.
Capability: Environmentally conscious packaging
A significant amount of solid waste generated by the industry comes in the form of
packaging. There is a need for new approaches to reduce the amount of packaging
required and for new packaging materials and approaches that support future
material handling and logistics requirements. Packaging must be capable of
preventing product degradation due to environmental factors, preventing physical
damage, supporting new material handling equipment, and improving space
utilization within unit load containers.
• By 2025, environmentally sensitive materials should have packaging that prevents
degradation and physical damage. Such packaging should make better use of
space in standard containers.
Capability: Environmentally conscious equipment and facilities
After the energy sector, transportation and logistics is the most visible industry in
the global effort to reduce carbon emissions. To reduce environmental impact, there
is a need to adopt more alternative energy and hybrid vehicles for over-the-road
transportation and for material handling equipment inside facilities.
• By 2025, the transportation industry should have new vehicles that are lighter,
use less energy and run on alternative forms of energy.
• By 2025, the material handling industry should have developed new equipment
that uses less energy.
• By 2025, LEED-certifiable buildings should be commonly built and renovated
for manufacturing and distribution. LEED certification should include scoring for
equipment choices based on the types of services they provide (specific factors for
distribution centers rather than, for example, hospitals).

ADDITIVE
MANUFACTURING
IS LIKELY TO ADD
TO THE TREND
TOWARD “MASS
PERSONALIZATION,”
AS CUSTOMERS
GAIN THE ABILITY
TO CUSTOM-DESIGN
PRODUCTS IN SOME
CASES
Additive Manufacturing
Additive manufacturing (often called “3D printing” in the popular press) is the
process of forming a three-dimensional object from a powder or other raw, bulk
material. The type of object formed is almost arbitrary—as long as it can be
represented in digital form.
The ability to create “almost anything out of almost nothing” understandably has
captured the attention of the public, and the potential implications are profound.
Entire new models of manufacturing could spring up, with “plants” located in
basements and garages everywhere. It is also possible that economics or regulation
would constrain the technology to more traditional, large-scale manufacturing
methods and sites.
Implications for logistics systems
Where this technology will lead by the year 2025 is a matter of speculation, but
some things are pretty certain. First, additive manufacturing is likely to change the
spare parts industry, allowing firms to
eliminate stock of legacy items and to
replace them with digital representations
and the ability to make on demand. For
example, makers of industrial vehicles
such as John Deere and Kubota currently
must hold replacement parts for decades
because the vehicles they produce are in
service for that long. Holding thousands
of part types for hundreds of vehicles over
decades leads to enormous quantities of
slow- and non-moving inventory, much
of which could be eliminated by additive
manufacturing.
Second, additive manufacturing is likely to add to the trend toward “mass
personalization,” as customers gain the ability to custom-design products in some
cases. This trend would increase the demand for B2C distribution channels.
Third, significant additive manufacturing would create the need to handle and
transport bulk raw materials to new points—perhaps many new points—of
manufacture. It is conceivable that many of these new “manufacturing plants” would
be very small, and that bulk replenishment would be in very small batches.
WORTH NOTING

28. American Trucking
Associations, press release,
Oct. 7, 2013.
The Workforce
of Tomorrow
Despite the potential of dramatically improved processes and technology for material
handling and logistics systems in the coming years, much of the work in the industry will
continue to be done by a human workforce in the year 2025. Moreover, other aspects of
this Roadmap, such as mass personalization, will require levels of operational flexibility
that can only be handled by a skilled and creative workforce. In other words, people will
continue to be vital to the industry in 2025.
Currently, the material handling and logistics workforce is being pinched from two
directions—demographics and skill sets.
On one side, the retirement of baby boomers will substantially dampen growth in the
labor force for the next decade. Although not unique to material handling and logistics,
this issue is especially pressing because so many current workers are close to retirement.
There is also the issue of turnover in existing positions. Annual turnover in the
warehousing and distribution industry is estimated to be 25%, and the issue is even more
acute among truck drivers, where turnover is estimated to have been 98% in 2012.28
Growth of the logistics industry makes the problem even more challenging. Total national
logistics costs increased by approximately 3.2% in 2012 in keeping with growth of GDP.
The result is a constant pressure to fill positions. Unless the industry makes significant
changes, the gap between the workforce needed and the workforce available will continue
to grow between now and 2025.

5% OF
MANUFACTURING
JOBS—600,000
POSITIONS
NATIONALLY—GO
UNFILLED FOR
LACK OF QUALIFIED
WORKERS
29. Deloitte and The
Manufacturing Institute,
“Boiling point? The skills
gap in U.S. manufacturing,”
pg. 1, 2011.
30. Material Handling
Logistics, “MHL’s 2013
Annual Salary Survey: Can’t
Get Enough Satisfaction,”
pg. 1, Mar. 20, 2013.
The other pinch point is the lack of necessary skills in the available talent pool. Some
of the imbalance is caused by the retirement of existing workers and loss of their
attendant knowledge base and skills. Unfortunately, the imbalance is compounded
by a noticeable lack of skills among those who are either less experienced in the field
or those who want to join it.
In manufacturing alone, a recent survey shows that 67% of manufacturers report a
severe shortage of qualified workers.29
Furthermore, 56% of respondents expected
that shortage to become worse in the next few years. It was also estimated that 5% of
manufacturing jobs—600,000 positions nationally—go unfilled for lack of qualified
workers.
It is worth noting that these two workforce issues were voiced at all four regional
events held to gather data for this Roadmap. In fact, the participants who met
in Atlanta clearly considered workforce development to be the top priority for the
industry in coming years. And at all four events, workforce was one of the top two or
three priorities.
While those are two significant challenges, the industry has a broad range of
opportunities it can develop to be in a different position by 2025. Not the least of
these opportunities is a growing recognition of the appeal of a career in material
handling and logistics, or supply chain. Fortune, Business Week, and U.S. News
World Report have all identified the field as “hot,” a “top career” or “the next big
thing.”
Traditionally, the demographic profile has not been especially broad. In all
employment sectors—operational, engineering and management—older males
dominate, and not by a small percentage. In many cases, more than 80% are male.30

THE ENTIRE
WORKFORCE WILL
HAVE TO RESPOND
TO A RAPID RATE
OF CHANGE IN
TECHNOLOGIES
AND PRACTICES
REQUIRED TO
HANDLE AND
MOVE GOODS
That imbalance opens the door to a broader demographic profile for the industry
through a range of initiatives. Such an expansion would be based on greater diversity
with regard to gender, age, people with disabilities and veterans, to name a few.
A range of company-based and national programs has already demonstrated the
potential that such programs would unlock.
Regarding the skills issue, there are initiatives underway to educate and train people
for a career in material handling and logistics (e.g., the Technical Career Education
Program, a joint program of MHI and the Material Handling Education Foundation).
Programs range from training young students to retraining people for a new career.
The programs also include on-the-job retraining for those already in the field.
Between now and 2025, the entire workforce will have to respond to a rapid rate
of change in technologies and practices required to handle and move goods. Those
new technologies and practices, discussed in other sections of this Roadmap, will
be essential to meeting many of the challenges in material handling and logistics in
coming years. They will require a much more technically savvy workforce. In turn,
that must result in a range of new education and training programs to develop the
needed skills in the workforce.
The opportunity goes beyond expanding and building out these programs. Most
current programs are one-offs that have little to no linkage to similar efforts
elsewhere. A national initiative is needed to leverage and deploy these programs on
a scale that can meet current and near-future needs as well as those needs that are
unknown today but may emerge by 2025.
PROFILE OF THE MATERIAL HANDLING
AND LOGISTICS WORKFORCE
Employment in the industry falls into three broad sectors: operational, engineering
and management.
Operational jobs fall into two groups, both of which perform the tasks required to
handle, move and transport goods. One group is the people who work within the four
walls of the warehouse, distribution center and manufacturing site. They load and
unload trucks with goods, move goods around the facility, make things and fill orders.
The other group is composed of their counterparts who transport goods between
facilities by truck, air, sea and railroad. These workers drive the trucks and other
vehicles from point A to point B.
Education and training for both groups is typically on the job and occasionally
includes an associate degree or higher. However, many positions do require
certification for a defined set of skills.

31. Bureau of Labor
Statistics, Industries at
a glance—Warehousing
and Storage: NAICS 493,
Earning by Occupation,
2013.
32. Modern Materials
Handling, “Modern’s 5th
annual salary survey,” pg. 1,
Sept. 1, 2012.
33. Material Handling
Logistics, “MHL’s 2013
Annual Salary Survey: Can’t
Get Enough Satisfaction,”
pg. 1, Mar. 20, 2013.
Although some workers remain at a company for long periods of time, workers
in operational jobs generally have high turnover because the work is physically
demanding and, in the case of truck drivers in particular, may require employees to
be away from their families on a regular basis. These are generally not high paying
jobs. According to the Department of Labor, the median annual pay range in 2012
was $28,230 to $30,270.31
Engineering is comprised of the people who design the movement and handling
systems and keep them running on a day-to-day basis both within and outside the
four walls of facilities. Four-year college degrees are essential and commonly include
packaging, industrial, mechanical, electrical and systems engineering, as well as
business logistics. Advanced degrees are not uncommon.
Management is the group that oversees the planning, buying and operation of the
handling and transportation systems, operations and departments. This group is also
responsible for managing the people who move and handle goods. Some carry supply
chain titles. Managers are also responsible for ensuring that the material handling
and logistics systems in use support corporate objectives and priorities. College
degrees for managers are standard (except operational supervisors and managers)
and include business as well as engineering.
Turnover in the engineering and management sectors is generally less than 10%
annually. Pay is also higher, with industry trade magazine salary surveys generally
showing the median to be about $80,000. Job satisfaction was recently put at 98%
by nearly 1,000 respondents to one of those surveys.32
The typical material handling and logistics executive is a white male in his 50s who
has a four-year degree, has been with his current company six to 10 years and has
30 years of experience in the industry.33

WORKFORCE DEMOGRAPHICS:
CHALLENGES AND CAPABILITIES
The material handling and logistics workforce has three major challenges in its
demographic makeup going forward:
• a rapidly changing workforce,
• inadequately defined career paths, and
• lack of appeal to several potential labor pools.
Each of these challenges will lead to a range of new capabilities that need to be
developed in the industry by 2025.
A rapidly changing workforce
Given the workforce profile, it is clear that baby boomer retirements are going to
affect the engineering and management sectors significantly between now and 2025.
High turnover in the operational sector will ensure an even greater level of turnover.
Capability: Active prospecting for future employees
Traditionally, filling a position is not a concern at most companies until there is
a position to fill. In the meantime, there is not much focus on reaching out to
prospective employees. Going forward, companies will have to make employee
prospecting an on-going activity, keeping in touch with potential employees over
time. Competition for people from other fields will make this an imperative.
• By 2025, active, on-going programs and strategies for finding employees should
be standard practice across the industry. Both regional and national recruitment
strategies should be part of this solution.
It is possible that special employment services could arise to meet this need.
Capability: A national, online employment center
Today there are many different electronic employment services, but they are typically
stand alone and not linked to related opportunities in the field. Most of these services
are simple job postings rather than true search engines for material handling and
logistics positions with detailed requirements. Often it is difficult for candidates to
know if they qualify for the job or even what the job entails.
• By 2025, a dedicated national employment center should be the go-to online
source of jobs in all of the material handling and logistics sectors. It should
identify openings as well as where the position fits in a particular, industry-
defined career path.

BY 2025, ACADEMIC
PROGRAMS IN
MATERIAL HANDLING
AND LOGISTICS
IN COMMUNITY
COLLEGES AND HIGH
SCHOOLS SHOULD
BE COMMONPLACE
Capability: Increasing awareness of careers in the field
An industry-wide push to expose students to material handling and logistics earlier
in school is a great need. Today, small numbers of students first hear of material
handling and logistics at the high school level or upon graduation. Others hear of the
field when they enter college. Still others are relatively unaware of the field as a career
path until after graduation. There is no broad promotional campaign to position the
industry before the general public.
• By 2025, the industry should develop, fund and aggressively promote careers in
material handling and logistics to the general public, with a special emphasis
at schools. This program, which would start no later than high school, would be
the cornerstone of a coordinated national effort to make students aware of these
careers as a path to a high standard of living.
• By 2025, academic programs in material handling and logistics in community
colleges and high schools should be commonplace. These programs would not
be confined to operational subjects. They should also introduce students to
engineering and management subjects, helping all to become interested early in
their working lives.
Inadequately defined career paths
As the industry works to bring new people of all ages into its workforce, the challenge
is to overcome a perception that joining it might not result in a career with suitable
rewards. As noted in the previous section, the emphasis is too often on a particular
position rather than on a position as part of a career path.
Increasingly, people want to know up front where a particular job might lead them.
Lack of definition makes it even more difficult to convince prospective employees that
a position is attractive at a time when new people will be essential to the industry.
Capability: Career development programs
• By 2025, there should be a national career development program for the industry.
It would be a partnership of employers, associations and others to make career
paths clear to all those in the industry and looking to join it. Outreach resource
centers would figure prominently. This program would be linked to the national
employment center and to the program to introduce students to the rewards of a
career in the industry.
• By 2025, career development should be a major emphasis at key industry
associations. Programming should not just identify career paths but should help
people plan their careers.

34. Walgreens Next
Generation Distribution
Centers, http://www.
walgreens.com/topic/sr/
distribution_centers.jsp.
Lack of appeal to potential labor pool
The material handling and logistics industry faces a great challenge to become
appealing to groups that have not traditionally been part of its workforce in
significant numbers. To move forward, the industry must appeal to a different profile
of people or else a significant percentage of jobs will go unfilled. Such a shortage
would be in addition to a skills shortage (see next section).
Capability: Outreach to new demographic groups
• By 2025, there should be a significantly different profile of the typical employee
in material handling and logistics. Four groups in particular—women, workers
under 35, people with disabilities, and veterans—should especially be targeted by
the recruitment and career path development programs. There should be a special
focus on mentoring and promoting these individuals.
• By 2025, women should account for a significantly increased percentage of the
material handling and logistics workforce.
• By 2025, workers under the age of 35 should account for a significantly increased
percentage of the workforce. This will require the industry to develop programs
that will first interest these people in the industry and then engage them in its
activities. Today, both of those new capabilities are wide gaps. Also critical will
be broad use of leading-edge technology to reduce or eliminate undesirable and
unappealing activities.
• By 2025, employment of people with disabilities should be commonplace in the
industry. Using pilot programs now in place at Walgreens34
and elsewhere, people
with disabilities should perform at the same level as those without disabilities.
• By 2025, there should be an industry-wide program to recruit and employ
veterans, many of whom are leaving the military with experience in this field.

THERE IS A CRITICAL
NEED TO ADVANCE
THE FIELD THROUGH
UNIVERSITY
RESEARCH RELATED
TO MATERIAL
HANDLING,
LOGISTICS AND
SUPPLY CHAIN
TECHNOLOGIES
WORKFORCE SKILLS: CHALLENGES
AND CAPABILITIES
The material handling and logistics workforce has three significant skills challenges
going forward:
• an undersized training/education network for the projected number of jobs,
• inadequate skills in the existing and entering workforce, and
• a poorly connected training and education network.
Each of these challenges should lead to a range of new capabilities that must be
operationally effective by 2025.
An undersized training/education network for the projected
number of jobs
Despite the need, material handling education at four-year schools is in danger. Of
the top 100 universities that supply this field with graduates, only 40% offer at least
one dedicated course in material handling35
and that number has been declining in
recent years.
Looking ahead to 2025, the education gap is likely to become more pronounced.
In fact, jobs in the field are changing as material handling, logistics and supply
chain receive more recognition in companies. Once seen only as cost centers, these
activities are increasingly, but not universally, seen as strategic assets. “Curiously,
more than 60% of surveyed companies view logistics as ‘nonstrategic.’ At the same
time, however, expectations for near-perfect performance are placing increasing
stress on global logistics organizations.”36
At the same time, a growing number of new job classifications is being developed
as the demands of the field grow and expand. Some of these are the result of new
responsibilities in the supply chain, and others are the result of new technology,
some of which improves work conditions. New job classifications include sustainable
logistics services, compliance, risk management and security.
Capability: A material handling and logistics education consortium
• By 2025, a material handling and logistics education consortium should be
actively working with community/technical colleges and four-year schools. This
should expand the number of schools offering degrees, increase the number of
core courses and the total number of graduates. Strong industry participation
should ensure the most appropriate courses are offered and that graduates arrive
at the workplace ready to contribute on their first day.
35. College Industry Council
on Material Handling
Education, “State of
Material Handling Education
Report 2013.”
36. Gartner, Inc., “Predicts
2012: Global Logistics.”

BY 2025, AN
ONLINE REGISTRY
OF RESOURCES
IN THE FIELD WILL
BE THE CENTRAL
CLEARINGHOUSE
FOR PEOPLE TRYING
TO LAUNCH OR
ADVANCE THEIR
CAREERS
Capability: Formal, recognized job classifications
• By 2025, new curriculum and certifications should be developed to codify
emerging job classifications. The model for this is the National Center for Supply
Chain Technology Education.
Capability: Funding for university research
There is a critical need to advance the field through university research related to
material handling, logistics and supply chain technologies. These advances would
lead to the development of new tools to aid the effectiveness of the workforce.
Improvements could range from worker well-being to elimination of redundant and
dangerous tasks. As a result, people would no longer have to perform tasks that
machines can do better, which would open the door to deploying the available
workforce to jobs that people do better than machines.
• By 2025, there should be a Material Handling and Logistics Research Council
with significant funding for academic research that has a strong potential to affect
the industry.
Inadequate skills in the existing and entering workforce
At all of the data gathering workshops for this Roadmap, participants were broadly
disappointed with the skills quality of job applicants. They were also concerned about
the ability of people already on the job to keep pace with technological change in the
field. This was true across all three sectors of the field: operational, engineering and
management.
Other concerns included problem-solving abilities, situational response skills and
abstract reasoning. Few were aware of companies investing significantly to close the
gap. However, they have high expectations that employees arrive at work ready and
able to keep pace with the rate of change over time.
The rate of change is especially critical as the field continues to rely increasingly
on technology to reduce and eliminate unnecessary physical demands on people.
Technology is also a tool being used to organize, streamline and share various
activities in the field.
Most disappointingly, participants did not see today’s educational institutions and
certification programs as positioned to close the skills gap.

BY 2025, AN
ONLINE REGISTRY
OF RESOURCES
IN THE FIELD WILL
BE THE CENTRAL
CLEARINGHOUSE
FOR PEOPLE TRYING
TO LAUNCH OR
ADVANCE THEIR
CAREERS
Capability: A national skills center to address the skills gap
On-the-job training will be required of companies in any feasible long-term solution.
Nevertheless, there is a need to build a network of certifying bodies to incorporate
certifications from associations and related programs in place today. It would also
generate a range of new, valuable certifications for the industry. Industry would also
recognize these certificates as valuable to an individual’s career advancement and
reward them financially for achieving a nationally recognized skill set.
• By 2025, a national skills center for material handling and logistics should be
generating 50,000 certificates a year for people in the industry or those who are
seeking to enter it.
• By 2025, the national skills center should be working in close partnership with
the national education consortium (previous section) to develop a cohesive
program that standardizes expected skills and abilities nationally.
Capability: Retraining workers from other fields
• By 2025, a program dedicated to retraining people from other work fields should
be generating 20,000 certificates annually.
Poorly connected education network
As mentioned in the introduction to this section, there is too little interconnection
between many of the field’s educational institutions and programs. Many programs
are one-offs, many are very local, and few have much synergy with others.
In some cases, this is just the nature of how education has developed in the field. In
other cases, it is purely accidental.
Some of the capabilities mentioned earlier will make strides to address the need to
more fully integrate these programs. The following capability would add still another
dimension to changing the current profile of the education network.
Capability: An online registry of resources
• By 2025, an online registry of resources in the field will be the central
clearinghouse for people trying to launch or advance their careers. It will tie
together the centers and consortiums and other national efforts already discussed.

OUR COMPETITION-
BASED ECONOMY
RELIES ON
INDIVIDUALS
AND COMPANIES
TO PROVIDE
INNOVATIONS THAT
MEET MARKET NEEDS
Where Do We Go
From Here?
The goal of the Roadmap is not to prescribe solutions to future problems, but rather
to point the way by describing the conditions the industry is likely to face in the years
up to 2025. As such, the Roadmap avoids detailed recommendations, which the
many stakeholders in the industry will address. Nevertheless, a few broad suggestions
for “next steps” seem clear.
Many of the issues in the Roadmap involve technology, which is advancing at a pace
few can comprehend. During the writing of this document, for example, Amazon
announced its Prime Air experiment with small, autonomous quad-copters. By 2025,
such innovations will either be viewed as crazy ideas that failed, or they will be part
of the daily fabric of our economy. No one knows. And so it is with many ideas we
currently label “futuristic.” The marketplace will determine their contributions.
Our competition-based economy relies on individuals and companies to provide
innovations that meet market needs. Consequently, many of the technology issues
identified in the Roadmap will be addressed by individual entities. It is the editors’
hope that the Roadmap will serve as a catalyst that sparks the imagination of those
developing tomorrow’s products and services.

THE ROADMAP
IDENTIFIES
MANY WAYS THE
INDUSTRY CAN
BEGIN TO ADDRESS
WORKFORCE
DEVELOPMENT.
PARTICIPANTS AT
THE WORKSHOPS
BELIEVED THIS IS
ALREADY A MAJOR
AREA OF CONCERN,
WITH MORE
TROUBLE AHEAD IF
POSITIVE ACTION IS
NOT TAKEN SOON
There are other problems, however, with solutions that are beyond the abilities of a
single company or organization. The Roadmap identifies three broad categories that
will require many actors to come together in new ways:
Collaboration
Workshop participants felt strongly that significant cost savings are possible if
companies can work together to share information and assets they currently view
as private. Empty truck miles and low warehouse utilization are invitations for
companies, associations and governments to work together for mutually beneficial
solutions.
Standardization
It is natural for companies to want to differentiate their product offerings, but
customers often suffer when physical and information systems do not work together
as well as they could. Workshop participants, particularly end users, expressed a
desire for standardized systems that “just work together.” For progress to be made
on this front, companies and their associations must begin new initiatives that bring
together end users, suppliers and others to work for the greater good.
Workforce development
The Roadmap identifies many ways the industry can begin to address this vital area.
Participants at the workshops believed this is already a major area of concern, with
more trouble ahead if positive action is not taken soon. All members of the industry
have an interest in making progress here.
Government also has a role, both with regard to regulation and to funding pre-
competitive research. Participants at the workshops acknowledged a gap between
university research and industry needs, and many pointed to German universities as
a model for government sponsorship of applied research that has a significant impact
on the industry. In the United States, the National Science Foundation has long been
the agency supporting university research at the federal level, but the Foundation by
its nature funds research on basic scientific questions rather than applied questions.
Germany has an equivalent organization, but it also funds 60 Institutes of the
Fraunhofer Society to conduct applied research tied directly to industry. The
government provides approximately 30% of the funding for the society, with the
remaining 70% coming from industry sponsors. Because the government funding is
long term, Institutes of the Society are able to take on large-scale projects over many
years, rather than focusing on more narrow questions in a series of competitively
awarded projects. Such a long-term commitment to applied research would go far
toward allowing the material handling and logistics industry to answer many of its
most pressing questions.

How the Roadmap
was Written
THE PROCESS
Workshops to develop content for this Roadmap were held in the summer of 2013
in Atlanta; Washington, D.C.; Los Angeles and Chicago. Participants represented
a variety of backgrounds within the industry: end-users, suppliers, consultants,
academics and representatives from government and NGOs.
Participants spent approximately eight hours over two days discussing trends,
challenges and capabilities that will determine the industry’s future in 2025.
Discussions were held in facilitated groups of six to eight participants. Scribes
documented the results of these table discussions in digital documents, which were
later compiled and synthesized into a summary (one for each workshop). Summary
documents were sent to participants for validation.
After the final workshop, a small team of writers assembled for a one-day
interpretation and synthesis session. The writing team identified major trends
and needed capabilities, and then developed the basic structure of the Roadmap
document. Writers developed separate portions of the document, which were
assembled and edited by the editor-in-chief.
Two drafts of the Roadmap were posted for industry comment and feedback for
periods of two weeks each. Comments were incorporated into the final draft.
WRITING TEAM
Kevin Gue, Auburn University (Editor-in-Chief)
Elif Akcali, University of Florida
Alan Erera, Georgia Tech
Bill Ferrell, Clemson University
Gary Forger, MHI
The writing team would like to thank Henrik Christensen (Georgia Tech) for
invaluable guidance throughout the process of developing the Roadmap. We also
thank Mike Ogle (University of North Carolina, Charlotte) and Benoit Montreuil (Laval
University) for making significant contributions to portions of the document.

Mike Adams, NACCO
Material Handling
Tom Andel, Material
Handling Logistics
Jim Barbee, Gwinnett
County Schools
John Bartholdi,
Georgia Tech
Rick Borman, Genuine
Parts Co.
Roger Bostelman, National
Institute of Standards
and Technology
Jim Bowes, Peach State
Bob Bowman, Supply
Chain Brain
Yavuz Bozer, University
of Michigan
Randolph Bradley,
The Boeing Co.
Chaille Brindley,
Industrial Reporting
Nick Byers, CEVA
Logistics
Bryan Carey, Starrco Co.
Henrik Christensen,
Georgia Tech
Tom Coyne, System
Logistics
Patrice Deneault,
The Coca-Cola Co.
Joe Denembo,
Nature’s Best
Laurie Denham, American
Society of Transportation
Logistics
Kimberly Ellis, Virginia
Tech
Sal Fateen, Seizmic Inc.
Tim Feemster, Foremost
Quality Logistics
Bill Ferrell, Clemson
University
Rick Fox, Fox IV
Technologies
Matthew Gambill, Georgia
Association for Career and
Technical Education
Don Gillman, Rock Hill
School District
Dan Gilmore, Supply
Chain Digest
Steven Harrod, University
of Dayton
Gordon Hellberg, SSI
Schaefer
Sunderesh Heragu,
University of Louisville
John Hill, St. Onge
Company
Ian Hobkirk,
Commonwealth Supply
Chain Advisors
Trey Hollingsworth,
Genuine Parts Co.
Steve Hopper, StoneCross
Group
Seth Hostetler, Geisinger
Health System
Rebekah Hutton,
Manufacturing Skill
Standards Council
Jim Indelicato, DC
Velocity
Phil Kaminsky, University
of California – Berkeley
Brian Keiger, Grenzebach
Maschinenbau GmbH
Bob Kennedy, DMLogic
LLC
Jan Klevis, Lehigh Career
Technical Institute
Bob Klimko, ORBIS
Wayne Kline, Polk State
College
Edward Knab, Productivity
Constructs
Chelsea Krause,
Babbleware
Rob Kriewaldt, Warehouse
Specialists Inc.
Bill Leber, Swisslog
Mike Levans, Logistics
Management, Modern
Materials Handling
Dave Lippert, Hamilton
Caster
Mitch MacDonald,
DC Velocity
Gary Master, DC Velocity
Brent McClendon,
National Wooden Pallet
and Container Association
Dennis McDonough,
Weber Logistics
Leon McGinnis, Georgia
Tech
Brian McNamara,
Southworth Products Co.
Josef Mentzer, KNAPP
Logistics Automation
Jock Menzies, Terminal
Corp.
Michael Mikitka,
Warehousing Education
and Research Council
(WERC)
Doug Mills, Geographic
Information Services Inc.
Mark Milovich, Lift Atlanta
Benoit Montreuil,
L’Université Laval
Kris Morris, The Coca-Cola
Co.
Catherine Morris, ATI
Industrial Automation
Brian Neuwirth, Unex
Manufacturing
Jim Noble, University of
Missouri
Michael Noblit, Samsung
Laurent Noel, Reed
Exhibitions
Joe O’Reilly, Inbound
Logistics
Bob Pertierra, Metro
Atlanta Chamber
Michael Peshkin,
Northwestern University
Brett Peters, University of
Wisconsin – Milwaukee
Eric Peters, Foodlink
George Prest, MHI
Dan Quinn, Liberty
Technologies
Jonathan Rader, FedEx
SmartPost
H. Don Ratliff,
Georgia Tech
Leo Reddy, Manufacturing
Skill Standards Council
John Reichert, Tecsys
Liz Richards, Material
Handling Equipment
Distributors Association
Mark Richards, Associated
Warehouses
Ron Riggin, Acuity Global
Jason Robke, University
of Missouri
Isaac Rodgers, Smith Drug
Ed Romaine, Integrated
Systems Design
Mike Romano, Associated
Allied
Manuel Rossetti,
University of Arkansas
John Sarinick, Beumer
Rich Schieler,
TranSystems
Volker Schmitz, Schmalz
Tom Shepherd, Driscoll’s
Page Siplon, Georgia
Center of Innovation
for Logistics
Bruce Strahan, The
Progress Group
David Steele, The
Walt Disney Co.
Larry Sweet, Symbotic
John Swenby, 9BLOC
Joe Tillman, Supply
Chain Visions
George Walters,
Norco College
Rob Walters, Archway
Jerry Weidmann,
Wisconsin Lift Truck
Matt Weinberg, Nestlé
Mark Westover, Hoj
Engineering
Chris Wetle, Papé Material
Handling
Michael Wohlwend, SAP
Jeff Woroniecki, MHI
Dave Young, EGA
Products
Kathy Zepaltas, Kendall-
Jackson
Tom Zhao, Advanced
Technology
Research Corp.
PARTICIPANTSROADMAP
ASSOCIATION
PARTNERS
American Society of
Transportation and
Logistics (ASTL)
Center for Excellence
in Logistics and
Distribution (CELDi)
College Industry Council
on Material Handling
Education (CICMHE)
Material Handling
Equipment Distributors
Association (MHEDA)
MHI
Warehousing Education
and Research Council
(WERC)
ROADMAP MEDIA/
PUBLICATION
PARTNERS
CSCMP’s Supply Chain
Quarterly
DC Velocity
Inbound Logistics
Logistics Management
Material Handling
Logistics
Modern Materials
Handling
Supply Chain Brain
Supply Chain
Management Review

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