Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
Advanced picking technologies that incorporate robotics and vision systems are revolutionizing the way warehouses and distribution centers pick, pack, and ship orders—allowing companies to get those orders out the door faster than ever before. Nowhere was this more evident than at the recent Modex 2020 conference and expo, a showcase of logistics and material handling solutions held in Atlanta in March. The show featured a plethora of advanced picking technologies from both industry leaders and up-and-comers that offered a clear view of how the industry continues to automate as a way to boost productivity, address labor challenges, and streamline operations. Here’s a look at just a few new and updated offerings from companies that are outside the mainstream radar, but are nonetheless working to transform picking via robotic goods-to-person, piece-picking, and pick-by-vision solutions.
ELEVATING GOODS-TO-PERSON SOLUTIONS
French logistics technology firm Exotec showcased a goods-to-person picking system that uses a fleet of mobile robots able to move in three dimensions, all while eliminating much of the infrastructure typically involved in similar automated systems. Called Skypod, Exotec’s system can be used for picking and replenishment; its Skypod robots convey and store totes containing items in racks up to 10 meters (30-plus feet) high. The robots move through the warehouse without any guiding infrastructure, and there is no mechanization in the racks, creating an open and free-flowing system designed especially for e-commerce, retail, and similar operations, according to Exotec Sales Director Gilles Baulard.
The growth of e-commerce worldwide makes this a perfect time for Exotec to move into the U.S. market, Baulard adds, noting that the company is working with a handful of integrators to establish a presence here, including Arkansas- and Tennessee-based S&H Systems. Baulard says he anticipates having two Skypod systems running in the United States by the end of 2020. The company has systems running across Europe and in Japan, and counts French grocery retailer Carrefour and Japanese apparel retailer Uniqlo among its biggest customers. Baulard adds that small systems can be up and running in as little as six weeks but notes that typical system installations run between five and eight months.
He adds that Exotec’s software, which uses computer modeling and mathematical algorithms to expedite order preparation, is a key differentiator as well.
“This is a pure goods-to-person system,” Baulard said during a demonstration of the system at Modex. “There is no batch or wave picking. The next order is the most important one.”
Baulard explains that Exotec’s software evaluates and schedules orders every two to three minutes, based on customers’ pre-set parameters and priorities. In picking operations, the robots travel to the racking structure, where they attach to the uprights and move vertically to retrieve items stored in totes. The Skypod robots then move freely to the designated picking area, where workers pick items from the totes for individual orders.
Baulard says the system is unique and differs from typical shuttle-based systems in a few key ways. For one thing, the lack of mechanization in the racks saves space and allows companies to scale up easily, adding racks as demand increases. For another, the system is designed to eliminate bottlenecks; if a robot is down, you simply take it out of the system and continue working. There’s no need for the entire system to be shut down for maintenance.
The Skypod system is also faster than a typical shuttle system, according to Baulard, who says it’s capable of moving between 800 and 900 totes per hour.
But it doesn’t have to work that fast. Baulard emphasizes that the system is versatile and designed to adjust to higher or lower volumes as needed. Along those lines, the company is developing a rental program that will allow customers to temporarily add robots to the system to accommodate peak-season demands.
FINE-TUNING THE PIECE-PICK
RightHand Robotics; RightPick2 system uses machine learning and artificial intelligence.
Robotic piece-picking solutions are gaining steam as well, and many companies displayed the latest advances they’re bringing to the table during Modex 2020. Massachusetts-based RightHand Robotics (RHR) was one of them, showcasing its RightPick2 piece-picking solution for order fulfillment. The newest iteration of the system includes RHR’s fifth-generation intelligent gripper as well as artificial intelligence (AI)-based vision processing software and machine learning. The solution, which includes a commercial robotic picking arm, picks and places individual items using a combination of gripping and suction technology.
One example of the new technology RHR is bringing to the table: a side camera that helps the robotic arm adjust to how an item is situated in a tote so that it can more accurately pick and place the item to avoid damage—just as a human would do.
“We’re developing next-level skills,” explains RHR’s Vince Martinelli, head of product and marketing. He points to the firm’s RightPick Control Center as yet another example of next-level advances. The software program integrates with any commercial warehouse management system (WMS), he explains, to help customers monitor and manage their fleet of RightPick robots. The program’s fleet management dashboard allows customers to drill down into fulfillment exceptions and then pinpoint inefficiencies such as an empty stock tote, a missing receiving tote, or items that can’t be picked through automation.
“More and more of our time is [spent] on the challenges of managing fleets of robots,” Martinelli explains, adding that RHR continues to work closely with WMS providers and integrators to ensure seamless integration into a wider range of material handling systems.
PERFECTING PICK-BY-VISION
German pick-by-vision solutions provider Picavi introduced its Picavi Cockpit business intelligence solution during the Modex conference, showcasing the system’s ability to provide a “smart guide” that can help users better manage and utilize Picavi’s “smart glasses” technology.
“With Picavi Cockpit, we are taking the next step in vision warehousing. The solution provides features for the generation of smart data as well as the uncomplicated administration and maintenance of smart glasses,” according to Johanna Bellenberg, Picavi’s director of marketing and communications.
Essentially, Picavi Cockpit is a digital enhancement to the company’s pick-by-vision system, which uses Google Glass technology to guide workers through the picking process. Wearing a pair of lightweight glasses, workers remain hands-free, receiving real-time order information via the glasses, which show them where to pick, scan, and place items. The system can also incorporate “ring scanners” for use in environments where items are hard to access or far away. Worn on the worker’s finger, the ring scanners are connected to the smart glasses via Bluetooth technology, and they likewise indicate where to pick, scan, and place items.
Picavi Cockpit takes the system to the next level by incorporating analytics and data-gathering tools that allow managers to monitor the use of the glasses and improve operations and productivity. For example, the system’s mobile device management (MDM) feature allows users to quickly and easily add new smart glasses to their fleet and make software updates to the system wirelessly. A “screen cast” function helps speed employee training by projecting the glasses’ display, in real time, onto computer monitors for simulation and practice.
The analytics function converts big data into smart data, as Picavi explains it. Essentially, sensors on the glasses collect information that can be evaluated in real time, producing customer-specific data such as picks per hour and picks per location, and tracking the movement of order pickers through the distribution center. The information is relayed via Picavi Cockpit’s dashboards so that managers can analyze and act on it.
“This gives you the ability to maximize everything,” Bellenberg explains, adding that Picavi’s goal is to support the human being’s role in the DC as much as possible.
“With automation and robotics, there is still so much to figure out—and it’s a big investment,” she says, emphasizing the importance of the human/machine connection in logistics. “We know that we process 80% of information through our eyes. [This makes] pick-by-vision an ideal combination of technology and natural movements.”
HERE TO STAY
No matter which route a company chooses, it’s clear that applying technology to the picking process is a trend that’s here to stay. DHL Supply Chain was among the many ca represented at Modex that are already using some of the newest systems and solutions on the market. The contract logistics services provider applies a range of technology solutions to picking across its 2,000 global locations, according to Tim Tetzlaff, global head of program and product for DHL’s accelerated digitalization team. He says the large labor element involved in picking makes it the perfect place to apply a wide range of solutions.
“We are working closely with many vendors, [applying] a combination of hardware and software to picking,” explains Tetzlaff, adding that DHL brings those solutions together in a “platform” that can be rolled out and applied to its various locations based on customer need.
Some customers may benefit most from wearable solutions that allow hands-free picking, while others will benefit from more advanced robotic solutions, he says. But they all benefit from a focused approach to applying technology that maximizes the picking function.
“It’s not a one-size-fits-all approach. We have to look at where we spend the most on labor” and adopt solutions that address those challenges, Tetzlaff explains.
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.