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."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.