Recent advances in technology have renewed the buzz about dark, or "lights-out," warehouses, where machines fill orders without human intervention. But not everybody's ready to flip the switch.
Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Warehouse automation has come a long way in recent years, as distribution centers turn to technology in their effort to meet the demands of fast fulfillment.
Today it's increasingly common to find warehouses deploying sophisticated automated equipment, such as self-guided forklifts, vision-guided robots, automated storage and retrieval systems (AS/RS), robotic palletizers, and high-speed conveyors, in their daily operations.
These systems can deliver speed and accuracy in a complex material handling environment, but some businesses say the best is yet to come. Combine all these ingredients together, they say, and the result could be a fully automated facility that operates without any human labor at all.
Also known as a "dark warehouse" or a "lights-out facility," this vision promises swift, error-free fulfillment operations, enabled by key technologies such as automated material handling equipment, warehouse execution systems, and automatic identification (auto ID).
Candidates for this sort of fully automated operation include cold storage or freezer warehouses, such as those used in the food and beverage or pharmaceutical sectors. There are a couple of reasons for that. For one thing, replacing humans with machines eliminates the need for people to work in adverse conditions like sub-zero temperatures.
For another, automation helps reduce the amount of traffic in and out of the refrigerated chamber, thereby enhancing climate control, said Matt Engle, director of ID products marketing and logistics at Cognex Corp., a company that specializes in machine vision technology and industrial bar-code readers. Excluding workers from the refrigerated room helps prevent humidity from entering the chamber when people enter and exit the area for shift changes and coffee breaks, Engle said. Too much humidity can create frost buildup on goods and equipment, damaging materials and requiring extra maintenance, he explained.
Engle adds that the lights-out approach is best suited to "low-variability" operations that process the same sized items all the time. That's because highly tailored material handling systems can be thrown off when confronted by items of a wide variety of dimensions. Processing diverse goods can lead to high failure rates on tasks like aligning parcels on a conveyor or distinguishing between similar stock-keeping units (SKUs).
"A lights-out facility is more possible in less-variable parts of logistics, where people are moving a large portion of the same types of objects," Engle said. Examples of these dark warehouse operations would be a facility that distributes standard-sized packages of processed foods or a soda bottling plant that processes identical 12-packs of cans.
HURDLES INCLUDES COST, FLEXIBILITY
Still, many challenges remain to building an entirely dark facility capable of running without human intervention. "People are talking about the dark warehouse," Engle said. "It's a great goal—if we could achieve that, it would have a massive impact on operations and cost structure—but it's a very challenging quest."
For example, in a conventional warehouse, mislabeled packages or torn boxes can be rerouted to a conveyor's "hospital lane," where they are directed to workers who can repair the damage, he said. That type of workaround becomes much harder in a building without people. For that reason, current installations of dark warehouse technology are usually found in corners of larger facilities, where they can run independently but still draw on human help for the occasional error.
When it comes to the widespread adoption of the dark warehouse approach, however, perhaps the biggest hurdle is cost, as facilities strive to balance the investment in automation with the value of the goods they handle.
"You need to ask the question: Is the automation of every activity going to lead to an efficient warehouse?" said John Ashodian, marketing manager for logistics automation at Sick Inc., a company that produces sensors and sensor solutions for industrial automation applications. "You could fully automate with robotics and other equipment, but is that a cost-effective way to automate the supply chain?"
Many industries handling high-value goods have achieved precision read-rates for identifying goods. Manufacturing applications in the pharmaceutical, automotive, and electronics industries achieve read-rates at a Six-Sigma level of precision, a strategy of eliminating defects to a high statistical level.
In contrast, this degree of sophistication may be harder to justify in logistics, where workers handle lower-value items and operations are held to tight profit margins. A critical step in closing that gap in any lights-out facility is choosing the most reliable auto ID technology from a growing menu of options that includes radio-frequency identification (RFID), one-dimensional (linear) and two-dimensional (matrix) bar codes, image-based data capture, and optical character recognition (OCR) for reading printed or handwritten labels.
"A dark facility or warehouse is the holy grail right now," Ashodian said. "People are looking to automate certain processes, and auto ID is a crucial part of that vision, to enable track and trace."
BALANCING FLEXIBILITY AND AUTOMATION
Another barrier to the wider adoption of light-out technology is the need for many DCs to remain flexible. Building a fully automated facility to handle a specific type of goods would not make sense for e-commerce fulfillment centers that ship a wide variety of items for online retailers or for third-party logistics companies (3PLs) that serve a constantly changing roster of clients.
Instead of committing to build a fully dark facility, these types of operations might instead create zones of automation, adding dark capabilities only for certain material handling tasks.
"There are already dark functions within the warehouse, such as AS/RS and systems that move materials from pickup spots to racks," Ashodian said. "Each of those is like a dark facility within a facility."
PATHS TO FUTURE GROWTH
As warehouse operators look to expand these islands of automation into full-scale lights-out facilities, they are focusing on three critical technologies that act as the muscles and the brain of automated DCs:
Automated storage and retrieval systems. Automated storage and retrieval systems are "lights-out'" by design, since their intricate patterns of conveyors, bins, and racks leave no room for a human operator to get inside a functioning machine, Cognex's Engle said. AS/RS installations work best in distribution or manufacturing facilities that handle high volumes of inventory moving in and out of storage. Some of these can even sort, sequence, and buffer goods for tasks such as goods-to-person picking, order fulfillment, and temporary or long-term storage.
High-speed sorting equipment. Another warehouse tool appropriate for lights-out processes is high-speed sorting equipment. These machines whisk goods and materials to different locations in the facility. Operating independently of human control, these sorters usually need human help only to tend to the placement of objects on the inbound end or to monitor the reject lane and other output locations, Engle said.
Warehouse robotics. One of the most recent growth areas for dark warehouse operations is robotics. Deployed for decades in manufacturing environments such as automotive production, they have been expanding in recent years into a variety of logistics applications. DCs have relied on stationary robotic palletizers and depalletizers for some time, but recent advances in technology have allowed warehouse robots to become mobile. Guided by wireless instructions from a warehouse management system (WMS) or warehouse execution system (WES) and navigating by laser-based vision systems, these robots can ferry pallets and cases of goods around a bustling warehouse without human intervention.
As supply chain leaders continue to wrestle with these challenges, it's likely that DC operations will move only gradually toward the ultimate ideal of a dark warehouse. By continuing their investment in auto ID, robotics, and warehouse automation gear, they can expand the dark zones that already exist at some sites.
Even under pressure to meet rising demands for e-commerce fulfillment and next-day delivery, the hurdles of building the lights-out warehouse of the future still loom large.
"There is a lot of change in the wind, such as the Internet of Things and new fulfillment strategies like decentralized structures that get product closer to the customer," Sick's Ashodian said. "But as to building the fully automated, dark facility, we're not there ... yet."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."