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.
There’s no shortage of robotic material handling technology on the market today, and many organizations find themselves bombarded with solutions at trade shows and in other venues, enticing them toward automation, “Industry 4.0,” and the “smart” warehouse. The technological advances are impressive and the appeal great, leading many to seek out and implement robotic technology on a variety of levels.
But once a company decides to implement a particular robotic solution in its warehouse or distribution center—whether for picking, palletizing, automated truck unloading, or another task—it faces a critical next step: figuring out how to integrate that solution into its operation as part of a larger system. The technology will need to work with other equipment and infrastructure, including a longtime workhorse of the warehouse: conveyors.
Blending the tried-and-true with the up-and-coming is something conveyor manufacturers and systems integrators say is becoming a more important part of material handling system design.
“They must work hand in hand,” Tim Kraus, product manager for logistics and material handling at conveyor manufacturer Intralox, says of conveyors and robotics. “Even the most sophisticated lights-out order fulfillment designs have some supporting conveyor. The most cost-effective means to transport items—full cases, totes, individual items, packaged orders—in a consistent path is a simple conveyor.”
Kraus and other conveyor professionals say the convergence of robotics and conveyors can lead to increased productivity and quality while reducing error rates—factors that help improve a company’s competitiveness in today’s marketplace.
“If you look at all of those factors, the idea of integrating robots and conveyors has many benefits,” says Kevin Reader, director of business development and marketing for logistics solutions provider Knapp, pointing to software, design, and other technologies as keys to making it all work.
WORKING HAND IN HAND
Conveyor manufacturers are finding many ways to integrate with the plethora of robotic solutions on the market. As one example, Kraus says Intralox is working with e-commerce and parcel end-users and their integrators to “optimize the presentation of orders” to a robot—that is, conveying items to a robotic picking arm or sorter in a way that maximizes efficiency, accuracy, and, ultimately, payback of the robotic investment, which can be considerable.
“If a conveying system can optimize the conveying to that robot, it’s a huge opportunity” for customers, Kraus explains. “In some cases, you can see where an articulated arm is picking up an item, and if our conveyors and sorters can help singulate an item, presenting one thing at a time instead of a pile of items, that makes it easier for the robot.”
Barry Miller, integrator and subsystems manager for material handling equipment maker Interroll, agrees and adds that controlling the precise movement of a box on a conveyor helps in this regard as well. Advanced conveyor control systems make this possible, giving the systems integrator or robotics provider the ability to communicate efficiently with all aspects of the conveyor system so that items can be placed in the same spot over and over again to accommodate the robotic solution in use.
“Robots thrive off of repetition,” Miller explains. “So, if we can stop that box in the same location every time and make it easy for the integrator to do, then we’ve provided a proven solution” that can maximize productivity and efficiency.
FINDING COMMON GROUND
Palletizing is one of the most common applications in which conveyors and robotics converge, Miller adds, explaining that products are conveyed to a robot that then builds the pallets. In more complex applications, systems can feed cases of products to robots for picking and palletizing, and then convey the pallets farther down the line to forklift operators for truck loading. He says some integrators are blending conveyors and automated guided vehicles (AGVs) in unique ways as well.
Kraus agrees and offers additional examples of ways in which the technologies could work together. For instance:
A robotic operation to piece-pick individual items for order fulfillment out of totes might need a storage and retrieval system and supporting conveyor with right-angle transfers that can quickly deliver and exchange totes. If the supporting conveyor system can’t operate fast enough, it may require more robots to achieve the required throughput during peak seasons.
A robotic operation designed to pick up completed e-commerce orders for sortation will operate faster and with greater accuracy if the orders can be presented individually rather than in a large pile. It’s often cost and space prohibitive to keep orders completely singulated when they’re being conveyed to the robot, but conveyors and sorters can thin out this bulk flow and present it to the robot in a way that, again, keeps the robot working efficiently and optimizes the investment.
Traditionally, nonconveyable items that are large, irregularly packaged, or unstable eat up a disproportionate amount of labor in a material handling system. Many operations are looking for ways to reduce this labor, and they are looking at mobile robotics as an option. But getting these nonconveyable items to and from the robots can still be a manual-intensive process, Kraus says. Customers are looking for ways in which a conveyor system can work in conjunction with these systems to help minimize the strain and stress on a reduced available labor pool. The conveyor systems might be designed to feed or take items away from the robot.
Simplicity of operation is also an important factor. Reader adds that integrating the various software and controls involved in a material handling system becomes even more complex when robotics enter the mix; despite that challenge, every system must be streamlined and simple in its execution.
“This is not a trivial integration,” Reader says of robotics and material handling in general. “In order to make it streamlined and simple, the core technology behind it is quite complex. But it needs to be simple to execute from a customer perspective. That’s the challenge.”
Such challenges are likely to intensify as robotics take on a larger role in the warehouse and DC, Miller adds.
“Over the last few years, robots have become a major player in automation—in collaboration with conveyors and conveyor equipment,” he says. “As we move into what everyone calls ‘Industry 4.0’ and automating more things, you see more and more robots. And those robots are no good without equipment to feed them.”
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.