Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
Last year proved that intermodal shippers could be a tolerant bunch. Despite a fiasco-filled 2014 on the nation's rail network, noncaptive intermodal users, instead of taking their freight elsewhere, threw more business at the railroads than ever before.
This year will be a test of the railroads' resilience and whether they can vindicate shippers' faith in them. It will also be a test of shippers' fortitude, especially if bad winter weather puts rail service behind the curve again.
Intermodal traffic stood to increase in 2014 by 3 to 5 percent over 2013 levels, according to Intermodal Association of North America (IANA) data in mid-December, when this story was written. Through the end of November, 14.9 million trailers and containers moved in domestic and international service, according to IANA. Barring a December collapse, 2014 volumes will break the 2013 record of 15.5 million units, said Joni Casey, IANA's president and CEO. Through mid-December, intermodal traffic grew at a pace expected to double that of 2014 U.S. gross domestic product, according to Lee A. Clair, partner in the consultancy Zubrod/Clair & Co.
The increases, if they hold through 2014's end, will have come amidst the most chaotic rail operating environment in 10 years. Inclement weather that began in late 2013 intensified during the first quarter, wreaking havoc across the country's northern tier and at the industry's main interchange point in Chicago, where the network froze up as rail and road drayage operations were paralyzed. Not surprisingly, rail velocity and dwell time metrics sagged terribly during the quarter and didn't begin recovering until the end of the year. Carriers were and still are unable to say when complete "fluidity" would be restored to their networks.
Railroads were plagued by shortages of locomotives, crews, and infrastructure. Another season of a bountiful harvest triggered continued surges in grain traffic. A sharp spike in such nontraditional commodities as fracking sand and crude oil forced, notably, BNSF Railway—whose network serves the shale oil fields of the Dakotas—to put energy shipments ahead of other commodities and traffic, including intermodal.
Through the first week of December, BNSF's 2014 intermodal volumes were flat year over year, according to Clair. By contrast, Union Pacific Corp., BNSF's rival whose system wasn't as exposed to the rotten weather and the shale and agricultural booms, posted an 8.3-percent intermodal traffic gain over the same period, he said.
Part of intermodal's gain came from truck shippers who switched because many truck routes were paralyzed during the first quarter (even though the additional demand only worsened the rail capacity problems). But as Anthony B. Hatch, a veteran analyst and consultant, noted, intermodal shippers stuck with the service because, as products of the post-deregulation world, they better understand and accept the turbulence inherent in a market-driven system. Intermodal users also cut their providers slack because they had lived through an eight-year period leading up to the end of 2013 when rail reliability and customer service had strengthened considerably, Hatch said.
Shippers believe the railroads are serious about getting their act together, Hatch said. If money is the benchmark for commitment, then shippers will have little to fret about. Railroads in 2015 are expected to make unprecedented investments in capital improvements. BNSF, which took the hardest hits of any rail last year, plans to spend a record $6 billion in 2015 to add power, track, and labor, all of which will benefit intermodal users. Hatch, who expects the overall service picture to brighten as early as the first half of the year, said shippers would give railroads the benefit of the doubt at least until then.
Clair said that despite the problems, intermodal continues to bring value where big shippers want it, namely in longer-haul transport from their factories to warehouses and distribution centers. These moves provide a wider window for hitting delivery commitments and give a customer's supply chain a bit more breathing room, Clair said. Product that must be expedited direct-to-customer could be funneled to faster truckload services, he added. Intermodal service is in better shape than the rails' traditional carload business, which Clair said remains a major problem with no clear resolution.
A SHORT LEASH
It would be a leap of faith to interpret shipper tolerance as infinite patience, experts said. Even Hatch said that if the situation doesn't appreciably improve by the start of the third quarter, intermodal users will "be as upset as 'ag' shippers are today."
The bad winter weather only amplified problems that have been present for years and which have not abated. The Chicago interchange that intersects six of seven North American Class I railroads remains a mess of delays, disruptions, and backlogs. As was often stated during the year to illustrate the bottlenecks at Chicago, it can take a train more time to get from one end of the city to the other than it takes to run from Los Angeles to Chicago.
Megavessels entering the trans-Pacific trades threaten to overwhelm West Coast port infrastructures, while the creation of vessel-sharing agreements like the 2M alliance between Maersk Line and Mediterranean Shipping Co., which was set to begin in January, could alter freight flows because goods arriving at ports on one vessel will often head for different terminals. This has led to significant congestion and has left the "on-dock rail" model, where railcars must be filled before a train leaves the port area, increasingly prone to delays. The pitched contract battle between coastwide waterfront labor and management, which was still raging at this writing and which has slowed the loading and offloading of vessels since the fall, was a stark reminder of the ongoing risks in an interconnected system.
The cost and availability of drayage services that truck containers between ports, intermodal ramps, and shipping docks remains a significant problem. Port congestion and rail reliability played havoc with dray schedules, forcing drivers to wait longer than normal for loads and cutting into their productivity. Dray has not been immune to the impact of a shortage of commercial drivers. Drayage costs, which for a long-distance round-trip could run over $1,000, can neutralize the benefits of the relatively inexpensive train portion of the overall movement. Shortening dray miles would require the construction of smaller terminals closer to the customer; BNSF said it has terminals within 200 miles of 98 percent of the U.S. importer population.
The silver lining, according to Clair, is that sophisticated and deep-pocketed truckers are entering the space with experienced drivers and cleaner, more fuel-efficient rigs. Their presence should raise the quality and consistency of drayage services, albeit at higher prices than users are accustomed to paying, he said.
Meanwhile, intermodal demand will continue to rise, creating opportunities for the carriers as well as potential headaches in managing growth through the ongoing turbulence. On that score, the industry has been a victim of its own success. Railroads have effectively marketed intermodal as a lower-cost, fuel-miserly, and environmentally friendly alternative to over-the-road truck. In the domestic market, railroads are aggressively competing with trucks on short-haul movements, hoping to convert millions of road shipments to intermodal. Internationally, U.S. imports will keep on coming, maintaining pressure on the intermodal infrastructure to accommodate the flow.
WANTED: A LITTLE CLARITY
Perhaps the biggest challenge for users will be to gain clarity from rail operations people as to when the trains will consistently run on time. According to an intermodal user who asked not to be identified, shippers have been told to re-evaluate their 2015 growth plans because the system in its current state can't handle any growth. The user said there is no accountability at the railroads for the erratic performance, adding that operations people are focused on process, not results.
At this time, all shippers seem to be certain of is that their 2015 rates will increase over 2014's by mid- to high-single-digit levels, the executive said in mid-December. "They're terrified" about the situation, the executive added.
The railroads said the unknowable of first-quarter weather will play a huge role in setting the timetable for back-to-normal service. For example, CSX Corp., the Jacksonville, Fla.-based Eastern railroad, expects to see improvements sometime in the second quarter, according to Melanie Cost, a CSX spokeswoman. The timing will largely depend on the weather, she added.
Ted Prince, a long-time intermodal consultant and chief operating officer of Tiger Cool Express LLC, an Overland Park, Kan.-based company that uses refrigerated intermodal services to move produce eastbound off the West Coast, argued that the problems facing intermodal are more secular. The carriers focus too much on optimizing their individual networks, he said, and lose sight of the fact that intermodal is one national and global system where a yank on one strand sets the whole ball to unraveling. Clair of Zubrod/Clair countered that each railroad is accountable to its owners and its customers, and must develop and execute its individual strategy accordingly.
The railroads are doing what they can. CSX has developed an intermodal hub in the northwest Ohio town of North Baltimore. Western-originating freight headed to destinations east of Ohio is interchanged to CSX at Chicago, then brought to the hub and placed on CSX trains that move the goods to their destinations. The network is being expanded this year to handle 1 million "lifts," according to Cost; one lift is equal to one container being placed on or taken off a railcar. In its first year in 2011, the hub handled 600,000 annual lifts. CSX has added 250 intermodal lanes since the hub opened, she said.
The hub has been hailed by some as the future of intermodal. Instead of Chicago-bound freight's being drayed across town to one of several of CSX's Chicago ramps, the volume flows through in a pure rail-to-rail interchange from Chicago to the Ohio hub. The operation is aimed at avoiding the time-consuming dray at Chicago, thus expediting the discharge of freight from the region.
The hub-and-spoke-like model is "anathema" to traditional linear rail structures, Prince said. However, it offers an innovative way to increase geographic scope and freight density, while easing the pressure on Chicago, he added. Larry Gross, a principal at consultancy FTR Associates specializing in intermodal, called it a "bold experiment" in developing sorting facilities to connect the growing number of Eastern rail facilities. The key to the project's long-term success, Gross said, is to ensure that the benefits of strengthening the network and boosting the density and train size on each of the spokes outweigh the cost and service impacts of sorting containers mid-route.
BNSF, meanwhile, has virtually completed a 10-year, $3 billion initiative to "double-track" its transcontinental route connecting Southern California to the Midwest, according to Katie Farmer, the railroad's group vice president for consumer products. The railroad has launched projects to expand line capacity in the corridor; those efforts will be highly visible throughout 2015, Farmer said in a mid-December e-mail.
A rail-to-rail interchange with CSX that recently opened at Bedford Park, Ill., a small industrial city just southwest of Chicago, has streamlined the handover process between the two rails, easing congestion and boosting on-time metrics along BNSF's transcontinental main line, Farmer said.
Yet in a sign that BNSF has a ways to go, Farmer said the railroad remains "challenged" east and west of Fargo, N.D., due to line capacity projects that require trains to slow down through the respective construction areas.
Sean Webb’s background is in finance, not package engineering, but he sees that as a plus—particularly when it comes to explaining the financial benefits of automated packaging to clients. Webb is currently vice president of national accounts at Sparck Technologies, a company that manufactures automated solutions that produce right-sized packaging, where he is responsible for the sales and operational teams. Prior to joining Sparck, he worked in the financial sector for PEAK6, E*Trade, and ATD, including experience as an equity trader.
Webb holds a bachelor’s degree from Michigan State and an MBA in finance from Western Michigan University.
Q: How would you describe the current state of the packaging industry?
A: The packaging and e-commerce industries are rapidly evolving, driven by shifting consumer preferences, technological advancements, and a heightened focus on sustainability. The packaging sector is increasingly prioritizing eco-friendly materials to reduce waste, while integrating smart technologies and customizable solutions to enhance brand engagement.
The e-commerce industry continues to expand, fueled by the convenience of online shopping and accelerated by the pandemic. Advances in artificial intelligence and augmented reality are enhancing the online shopping experience, while consumer expectations for fast delivery and seamless transactions are reshaping logistics and operations.
In addition, with the growth in environmental and sustainability regulatory initiatives—like Extended Producer Responsibility (EPR) laws and a New Jersey bill that would require retailers to use right-sized shipping boxes—right-sized packaging is playing a crucial role in reducing packaging waste and box volume.
Q: You came from the financial and equity markets. How has that been an advantage in your work as an executive at Sparck?
A: My background has allowed me to effectively communicate the incredible ROI [return on investment] and value that right-size automated packaging provides in a way that financial teams understand. Investment in this technology provides significant labor, transportation, and material savings that typically deliver a positive ROI in six to 18 months.
Q: What are the advantages to using automated right-sized packaging equipment?
A: By automating the packaging process to create right-sized boxes, facilities can boost productivity by streamlining operations and reducing manual handling. This leads to greater operational efficiency as automated systems handle tasks with precision and speed, minimizing downtime.
The use of right-sized packaging also results in substantial labor savings, as less labor is required for packaging tasks. In addition, these systems support scalability, allowing facilities to easily adapt to increased order volumes and evolving needs without compromising performance.
Q: How can automation help ease the labor problems associated with time-consuming pack-out operations?
A: Not only has the cost of labor increased dramatically, but finding a consistent labor force to keep up with the constant fluctuations around peak seasons is very challenging. Typically, one manual laborer can pack at a rate of 20 to 35 packages per hour. Our CVP automated packaging solution can pack up to 1,100 orders per hour utilizing a fully integrated system. This system not only creates a right-sized box, but also accurately weighs it, captures its dimensions, and adds the necessary carrier information.
Q: Beyond material savings, are there other advantages for transportation and warehouse functions in using right-sized packaging?
A: Yes. By creating smaller boxes, right-sizing enables more parcels to fit on a truck, leading to significant shipping and transportation savings. This also results in reduced CO2 emissions, as fewer truckloads are required. In addition, parcels with right-sized packaging are less prone to damage, and automation helps minimize errors.
In a warehouse setting, smaller packages are easier to convey and sort. Using a fully integrated system that combines multiple functions into a smaller footprint can also lead to operational space savings.
Q: Can you share any details on the typical ROI and the savings associated with packaging automation?
A: Three-dimensional right-sized packaging automation boosts productivity significantly, leading to increased overall revenue. Labor savings average 88%, and transportation savings accrue with each right-sized box. In addition, material savings from less wasteful use of corrugated packaging enhance the return on investment for companies. Together, these typically deliver returns in under 18 months, with some projects achieving ROI in as little as six months. These savings can total millions of dollars for businesses.
Q: How can facility managers convince corporate executives that automated packaging technology is a good investment for their operation?
A: We like to take a data-driven approach and utilize the actual data from the customer to understand the right fit. Using those results, we utilize our ROI tool to accurately project the savings, ROI, IRR (internal rate of return), and NPV (net present value) that facility managers can then use to [elicit] the support needed to make a good investment for their operation.
Q: Could you talk a little about the enhancements you’ve recently made to your automated solutions?
A: Sparck has introduced a number of enhancements to its packaging solutions, including fluting corrugate that supports packages of various weights and sizes, allowing the production of ultra-slim boxes with a minimum height of 28mm (1.1 inches). This innovation revolutionizes e-commerce packaging by enabling smaller parcels to fit through most European mailboxes, optimizing space in transit and increasing throughput rates for automated orders.
In addition, Sparck’s new real-time data monitoring tools provide detailed machine performance insights through various software solutions, allowing businesses to manage and optimize their packaging operations. These developments offer significant delivery performance improvements and cost savings globally.
Mid-marketorganizations are confident that adopting AI applications can deliver up to fourfold returns within 12 months, but first they have to get over obstacles like gaps in workforce readiness, data governance, and tech infrastructure, according to a study from Seattle consulting firm Avanade.
The report found that 85% of businesses are expressing concern over losing competitive ground without rapid AI adoption, and 53% of them expect to increase their budgets for gen AI projects by up to 25%. But despite that enthusiasm, nearly half are stuck at business case (48%) or proof of concept (44%) stage.
The results come from “Avanade Trendlines: AI Value Report 2025,” which includes two surveys conducted by the market research firms McGuire Research Services and Vanson Bourne. Conducted in in August and September 2024, they encompass responses from a total of 4,100 IT decision makers and senior business decision makers across Australia, Brazil, France, Germany, Italy, Japan, Netherlands, Spain, UK, and US.
Additional results showed that 76% of respondents state that poor data quality and governance inhibits their AI progress. To overcome that, companies are stepping up investments in that area, with 44% planning to implement new data platforms and 41% setting governance standards. And to support the scaling of AI, budgets will focus on data and analytics (27%), automation (17%), and security and cyber resilience (15%).
"Mid-market leaders are at a defining moment with AI—where investments must not only boost efficiency but ignite future innovation and sustainable growth," Rodrigo Caserta, CEO of Avanade, said in a release. "The tension between cost-cutting and growth ambitions shows the AI value equation is still being worked out. Productivity with AI isn't just about doing things faster; it's about reimagining work itself. People are central to this shift, requiring workforce alignment, clear communication, and new training. Leaders must rethink how they support collaboration, measure productivity, and ultimately, assess the true value AI brings to their organizations."
Editor's note:This article was revised on November 13 to correct the site of Avanade's headquarters; it is located in Seattle.
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Ocean freight liner Hapag-Lloyd has ordered 24 new container ships through $4 billion in contracts with two Chinese shipyards, saying the investment will continue to modernize and decarbonize its fleet.
Half the order will include 12 vessels with a capacity of 16,800 twenty-foot equivalent units (TEU) to be built by Yangzijiang Shipbuilding Group, and will expand the Dutch company’s capacity. The other 12 ships with a capacity of 9,200 TEU each will be made by New Times Shipbuilding Company Ltd. and will replace aging vessels. Hapag-Lloyd’s current fleet includes 287 container ships with a total transport capacity of 2.2 million TEU.
Set for delivery between 2027 and 2029, the ships will all feature low-emission, high-pressure liquefied gas dual-fuel engines that are extremely fuel-efficient, the company said. In addition, these vessels can be operated with ammonia fuel or with biomethane, which can reduce CO2e emissions by up to 95% compared to conventional propulsion systems.
“This investment is one of the largest in the recent history of Hapag-Lloyd, and it represents a significant milestone for our company as it pursues the goals of its Strategy 2030, such as to grow while also modernizing and decarbonizing our fleet. Operating a fleet of more efficient vessels will also enhance our competitive position, and thanks to the increase in capacity, we will continue to offer our customers a global, high-quality product,” Rolf Habben Jansen, CEO of Hapag-Lloyd AG, said in a release.
The company says its Strategy 2030 follows the direction of the 1.5-degree target of the Paris Agreement. It plans to reduce absolute greenhouse gas emissions from fleet operations by around one third by 2030 compared to 2022, and to reach net-zero fleet operation by 2045.
2024 has been a bumpy ride for many parts of the material handling equipment industry. It’s not necessarily that orders have been weak; it’s just that they aren’t up to the levels seen during the heyday of the pandemic-induced warehouse expansions. One of the brighter spots has been the robotics and automation sector, which has benefited from warehouse leaders’ continuing struggles with worker shortages and increased labor costs—both of which can be addressed through the judicious application of automated systems.
As we do every year, we recently gathered experts from the robotics and automation industry to weigh in on both the challenges facing the market and the opportunities that lie ahead. Here’s what they said.
Participants (in alphabetical order):
BART CERA President & Chief Executive Officer Vargo
Q: WHAT DOES 2025 LOOK LIKE FOR THE AUTOMATION INDUSTRY?
Stanislas Normand – Exotec: I expect to see growth in automation investments in 2025 relative to 2024. The reality is that, despite the challenging economic environment, the underlying pressure to automate is still there. Businesses are still challenged by the overreliance on manual labor and growing customer expectations. For many, it is becoming a bottleneck for growth that can no longer be ignored. While it’s true that a lot of 2024 projects ended up being pushed [out], the need for automation is still very high, and we are currently seeing a really strong pipeline of projects in 2025.
Bart Cera – Vargo: 2024 was a “weird” year in that many companies struggled to make decisions to proceed with their investment plans even though the stock market was doing well and corporate earnings were generally up, with positive forecasts for the future. I think the looming inflationary pressures and uncertainty around monetary policy [and] changes to interest rates left a lot of folks sitting on cash and on the sidelines. It’s not too different from the consumer side—it is tough to buy when prices are up, and borrowing is expensive. With inflation softening and seemingly under control and the Fed’s recent interest rate cut, which should be expansionary, our industry should see a significant uptick in automation and larger CapEx project spends for 2025.
Andrea Pongolini – E80: We are seeing robust growth fueled by a strong foundation of repeat customers who continue to trust and rely on our solutions. One of the most prominent trends is the increasing demand for fully integrated end-to-end automation solutions. This demand is not just a North American phenomenon; it is also gaining traction across Europe and other markets. Companies are looking for ways to enhance their supply chain resilience, improve efficiency, and reduce environmental impact—and automation is at the core of these efforts.
Q: HOW WILL LOWER INTEREST RATES HELP SPUR INVESTMENTS IN AUTOMATION?
Ben Gaegauf – Agilox: This will surely help, though it’s not necessarily at the core of our conversations. Productivity, safety, and predictability are still the main conversation drivers. Of course, lower interest rates will help speed up the payback time for capital investments. And overall, just as with most other industries, we expect to benefit from a more favorable business environment in general, which should drive the economy higher.
Robert Humphrey – Element Logic: With the reduced cost of borrowing, we expect more companies will leverage and continue leveraging financing for these investments. Even with higher-than-average interest rates, we’ve still observed a large percentage of companies leveraging financing on automation projects to help preserve capital for investment in other areas of their business to maintain growth.
Chris Coote – Dexory: When interest rates are lower, businesses generally feel more confident about the economy and future profitability. This encourages firms to take on projects such as automation, which are designed to improve operational efficiencies.
For businesses that have already started their automation journeys, lower borrowing costs mean that businesses are able to scale their projects further and look at other areas they can invest in. This can include things like bringing in hardware and software solutions that enhance overall productivity. These projects are easier for businesses to initiate as cheaper debt financing becomes available.
Q: HOW CAN WAREHOUSE LEADERS SELL THEIR COMPANY’S DECISION-MAKERS ON THE ADVANTAGES OF ROBOTIC SOLUTIONS?
Nathan Richter – Movu: The key to convincing decision-makers lies in showing how warehouse automation directly addresses labor shortages and operational bottlenecks, and can thereby increase warehouse performance. With robotics solutions, companies can streamline material handling, improve order accuracy, and scale their operations. A clear ROI [return on investment] analysis that highlights faster throughput, reduced labor costs, and the ability to meet growing demand often seals the deal.
Rick DeFiesta – GeekPlus: When it comes to whether or not to automate, the real question posed to decision-makers should be, “What if we continue to carry on as we have?” You will still continue to struggle with [a shortage of] labor, and the cost of labor will continue to go up. So how will you get products to customers rapidly without making some investments that will offset the lack of labor and higher labor costs?
Ben Gaegauf – Agilox: The market is already well aware of the industry’s shift toward automation and robotics. Our challenge lies in showing customers that they can benefit from participating in this trend now—“What’s in it for me today rather than tomorrow?" We believe that at its core, there are essentially two main drivers that support robotics adoption: increased productivity (operational and financial) and risk reduction (predictability, safety, etc.). Robotic solutions help on both fronts, and the latest technological developments have made it much easier to demonstrate that to the customer.
Q: WHAT DO YOUR CUSTOMERS CONSIDER TO BE AN ACCEPTABLE ROI, AND DOES THAT VARY BY THE TYPE OF PROJECT?
Cody Upp – Zebra Robotics: Our automation solutions are quick to implement and scale as your needs evolve, delivering ROI. They allow you to achieve real-time visibility into workflow progress across your facility, optimizing operations, identifying bottlenecks, and driving continuous improvements—all guided by advanced insights and reporting.
It’s also important to note that for companies opting for the Robots-as-a-Service (RaaS) model, customers should not solely focus on traditional ROI metrics. Instead, they should consider how much free cash flow the investment is creating. The goal is to maximize their internal rates of return, ensuring that the investment contributes positively to their overall financial health and operational efficiency.
Chris Coote – Dexory: ROI can mean different things to people at different levels of the organization. Those in the C-suite might be looking at ROI from the point of view of cost savings, while those working on the warehouse floor might look at it from the perspective of time saved or accuracy improvements. Generally, each ROI case is as unique as each business is. Where the issues they are looking to solve through automation might be similar, the end goals and objectives of each business are going to be vastly different.
Rick DeFiesta – GeekPlus: Today, customers are not as rigid in their thinking about the ROI aspect of a project—meaning they’re not using strictly headcount or using metrics like, say, a two-year payback. They are considering many other factors, like being able to deliver to their growing ranks of customers and to meet their expectations. And in this day and age, if customers don’t receive a product in two days, they’re buying someplace else. So really, it’s a matter of meeting customer demand more than a justification for pure ROI.
Q: FOR A COMPANY WITHOUT ANY ROBOTS, UNDER WHAT CONDITIONS DOES IT MAKE SENSE TO INVEST IN ROBOTICS, AND WHAT IS A GOOD ENTRY POINT?
Robert Humphrey – Element Logic: In most cases, the conditions that make sense for robotics are factors such as labor shortages, high order volumes, the need for improving accuracy, etc. For the robotics systems we offer, we usually find that any company that has at least 5,000 storage locations and at least seven associates working as pickers in their warehouse is large enough to benefit from automation.
Chris Coote – Dexory: An entry point is entirely dependent on the business and its objectives. Generally, we would advise businesses to start by ensuring that they have the necessary intelligence available to them from their warehouses. This can include things like inventory accuracy all the way to optimizing warehouse layout. If you start to deploy picking robots in the first instance but they are going to the wrong locations because of discrepancies in the system, you may have deployed robotics but the solution is unlikely to have the desired impact if you failed to first address the visibility challenges in your operation.
Cody Upp – Zebra Robotics: It makes sense when you can create monthly free cash flow using a more efficient labor force as a saving category on the investment when robotics are used to drive labor efficiency and cost savings. Our automation enables you to achieve real-time visibility across your facility, connect isolated islands of automation, and [free up] employees to perform higher-value tasks, all with the flexibility to automate however you need.
Q: HOW HAS THE ADVENT OF THE ROBOTS-AS-A-SERVICE BUSINESS MODEL AFFECTED ROBOTICS ADOPTION?
Bart Cera – Vargo: One of the major ways RaaS has affected robotics adoption is by reducing the required capital purchase entry point and providing a bundled cost of use. In addition, many RaaS subscription providers offer flexibility to scale robotic operations up or down based on demand, whereas a traditional CapEx robotic purchase would require overinvestment to handle short-term peak operating demand or the deployment of some other work process to [handle the overflow]. Another positive that comes to mind is the ability to conduct an in-facility pilot to prove out the robots’ functionality. And because the robots tend to be quick to deploy, you can realize the benefits of the technology sooner.
Stanislas Normand – Exotec: I think that overall, RaaS will benefit the adoption of robotics. The model effectively brings down the financial barriers to trying out robotics, which can be particularly appealing to smaller or risk-averse organizations. We have even started seeing some early signs that RaaS can help move prospects toward higher-performance CapEx solutions.
Robert Humphrey – Element Logic: RaaS has drastically increased adoption of robotics systems for the industry as a whole. It allows the end-user to greatly improve the ROI timing because it [eliminates the need for a large upfront capital investment] yet typically provides immediate benefits. It has greatly reduced the barrier to entry for many companies. It also provides a flexible approach, which makes growing and/or changing the system to align with the underlying business needs easier.
Q: WHAT CAN TODAY’S ROBOTICS SYSTEMS DO THAT PREPANDEMIC SYSTEMS COULD NOT?
Rick DeFiesta – GeekPlus: Industrial automation is the fastest-growing segment technology-wise. Robotics companies were pushed to solve problems to meet demand at a much faster rate than if the pandemic hadn’t happened. As customer demand for speedier deliveries continues to increase, robotics companies are always working to create smarter and faster automated warehouses.
Nathan Richter – Movu: Postpandemic robotics systems are far more advanced in terms of flexibility, scalability, and intelligence. Today’s robots can integrate seamlessly with warehouse management systems, work alongside human workers in collaborative environments, and adapt to changing workflows in real time. Our robots can now handle a broader range of tasks, from pallet and bin storage, to pallet transport, to bin/eaches picking.
Andrea Pongolini – E80: The capabilities of robotic systems have evolved significantly since the prepandemic era. Today, robotic systems offer advanced integration with digital infrastructures, providing real-time data analysis that enhances decision-making and operational efficiency. They now handle more complex tasks with precision, such as using vision systems for intricate product handling. In addition, modern systems are more adaptable and scalable, allowing businesses to respond to sudden fluctuations in demand more effectively.
Q: HOW WILL ADVANCES IN ARTIFICIAL INTELLIGENCE (AI) AFFECT TOMORROW’S ROBOTICS?
Nathan Richter – Movu: AI will enhance warehouse robotics by making systems more adaptive, predictive, and efficient. Our company is already exploring AI-driven optimization in our robots, enabling smarter decision-making, such as dynamic route planning and predictive maintenance. These advancements will allow tomorrow’s warehouses to operate with even greater efficiency and minimal downtime, driving further innovation in the sector.
Cody Upp – Zebra Robotics: We look for advancements in AI to enable the use of machine learning instead of algorithmic decision-making around order allocation.
Bart Cera – Vargo: Wow, that is a great question—and one that’s hard to answer given the significant AI advances we’ve seen in a relatively short time. I think robotics (with the help of continued increases in computing power) will continue to make stair-step increases in performance speed and the ability to perceive the environment around them, while further expanding their autonomy and possibly even increasing their cognitive abilities to apply reason, plan, and solve problems. Hopefully, it stops, though, before they become self-aware and take over the world (ha ha).
Q: WHAT ONE PROBLEM DO CUSTOMERS MOST WISH TO SOLVE WITH ROBOTICS?
Ben Gaegauf – Agilox: Our customers want to improve their ability to serve their own customers while at the same time improving their productivity and profitability. Efficiency is the name of the game. Our customers want predictability, improved workplace safety, traceability, and, above all, the flexibility to adapt to changes in the market quickly, easily, and independently.
Andrea Pongolini – E80: I’d say the one problem our customers most wish to solve with robotics is improving operational efficiency while reducing costs. Across industries, companies are constantly looking for ways to streamline their production processes, increase throughput, and optimize resource utilization—all without compromising quality or safety. Robotics plays a critical role in addressing these challenges by automating repetitive tasks, improving accuracy, and minimizing the inefficiencies associated with manual work.
Stanislas Normand – Exotec: I would say it’s a blend of two problems: reaching a high level of performance while maintaining operational flexibility. Traditionally, warehouse automation focused purely on performance, which is why many legacy automation solutions leveraged monolithic systems optimized for high throughput. The problem with these systems is that you need to have the ability to accurately forecast your needs years in advance because once these systems are installed, there is no easy way to scale them up or down. This means that most of these projects either overshoot or undershoot with respect to capacity.
That’s where robotics fits in. Because robotic systems are generally lighter weight, have shorter installation times, and can scale after the initial installation, they offer the best of both worlds in terms of their ability to reach high performance without sacrificing the flexibility to grow your operations down the line.