Warehouse automation projects are spurring demand for industrial work platforms as facilities require more space and access to complex material handling systems.
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.
Industrial work platforms haven’t changed much in the past 10 or 20 years, but that doesn’t mean these warehouse staples should be an afterthought in today’s modern workspaces. On the contrary, as warehouses and distribution centers (DCs) become more automated, experts say demand is on the rise for steel support structures that can be integrated with the latest material handling technologies.
“The trend toward automation has really increased the need for platforms—and we’re seeing it at a much larger scale,” says John Murphy, key account sales manager for Waukesha, Wisconsin-based Wildeck, which makes steel work platforms, industrial lifts, and related material handling equipment. “[Today’s] DCs are huge; we’re talking a million square feet sometimes. The larger footprint creates a greater need for our projects.”
That's because work platforms, also called mezzanines, can support personnel and the increasing array of automated equipment in those large facilities while also providing access to the equipment and systems for service and routine maintenance.This is especially helpful in e-commerce environments, where companies are storing more products, processing orders at a higher rate, and striving to get packages out the door faster than ever before.
“Companies have [high] throughput goals, and automation is helping with that,” Murphy adds, emphasizing the growing demand for platforms that support conveyors, automated storage and retrieval systems (AS/RS), and robotic picking solutions that are augmenting human labor in the warehouse. “In many cases, you’re dealing with a small labor pool, so it’s important to automate. I definitely see this as a trend—and something that is driving growth in our business.”
MAKING SPACE FOR WORK
Mezzanines have long been used for basic needs in the warehouse: providing extra space for shelving, connecting catwalks throughout a facility, or supporting more racking solutions, including pick modules. They continue to fill those roles, simultaneously helping companies take advantage of ceiling height to maximize storage space and create clearance for work to be done underneath. Today, mezzanines and platforms are commonly used to create multilevel pick zones in a warehouse or DC and to support conveyors throughout a facility. And increasingly, they are being used to support robotic picking operations, especially those that incorporate autonomous mobile robots (AMRs).
Daniel Aguirre, sales manager for steel rack manufacturer Nucor Warehouse Systems, offers one example: Small AMRs that resemble Kiva- or Roomba-style robots are often combined with mobile shelving units to form a goods-to-person picking system, he says. The robots are programmed to move orders directly to workers by traveling through the aisles of a warehouse storage area, identifying the correct shelf of products, positioning themselves under the shelf, and then transporting the shelf to a picking station, where human workers fill orders. Aguirre explains that many companies are finding it easy to add mezzanines to the system to support the robots and shelf units, opening up floor space below for additional picking and other tasks.
“[This is] where we’re headed, and what we’re seeing more of,” Aguirre explains.
French warehouse automation company Scallog says customers are beginning to use its goods-to-person AMR solution in this way, creating up to 30% more picking space in a facility and tripling worker productivity. The system can be implemented either above or below a mezzanine: Scallog’s “Boby” robots, shelving units, and picking stations can be housed either on the main floor (with storage above, on the mezzanine) or on the mezzanine itself, with storage and additional picking space below. In both cases, the two levels are connected by a vertical conveyor. Scallog has implemented about a dozen such solutions to date, according to Remi Badaroux, the company’s international business developer.
Variations of this configuration are widely used in large DCs, primarily due to their scalability and because they don’t require major infrastructure changes. The equipment doesn’t need to be anchored to the ground, so the system can be installed easily using the space-saving platforms and mezzanines.
“This is definitely a growing space, especially with labor costs going up and infrastructure costs going up,” Aguirre says, referring to automation in general and the accompanying demand for racking, storage, and platforms to support it. “The return on the investment in automation systems is more validated [today]. So we are seeing more Fortune 500 companies looking to implement these systems in the next one to five years.”
PROVIDING ACCESS FOR MAINTENANCE
Work platforms are also commonly used to provide maintenance access to machinery and equipment in a facility, especially in manufacturing environments. The arrival of automated high-tech material handling systems is making this a more common application in the warehouse and DC as well. Automated storage and retrieval systems are a case in point: These high-density storage solutions are a mixture of software, controls, robotics, and hardware that shuttle products to picking stations for order fulfillment. Although they are programmed to run like a well-oiled machine, the systems require regular maintenance and occasional troubleshooting. And because the systems can take up considerable vertical space in a building—the grid-based AutoStore AS/RS can stand as high as 25 feet, for instance—they need support structures that can grant access to technicians and provide workspace for system monitoring.
“With some of the robotic systems we’re seeing—like AutoStore—our platforms are primarily service-access platforms,” Murphy, of Wildeck, explains. “We’ve done a lot of these recently, along with more comprehensive conveyor layouts.”
Mezzanines are frequently used to support conveyors and other equipment running through a warehouse or DC, for both safety and space-saving reasons, Murphy adds. They can be custom-built to support a project—some can be thousands of square feet in size—and they essentially put the conveyor system above the main floor of a facility, creating more workspace below and keeping workers from coming into contact with the machinery. Only those employees who need to access the automated equipment can get to it.
“Our systems support conveyors, scanners, sortation systems—and we’re seeing so much more of it, especially since Covid,” Murphy says, pointing to the acceleration of e-commerce over the past three years and the resulting demand for more automation in those ever-larger DCs that companies like Amazon, Walmart, and Target have built.
Wildeck recently moved into a 330,000-square-foot headquarters and manufacturing facility in Waukesha—which is three times the size of the company’s previous facility—to accommodate growing demand for its products.
“We’re at an exciting time in our industry,” Murphy says. “Many companies are working to set themselves up for future demand, and we see the automation trend continuing to grow [as a result]. And we’re happy to be a part of it.”
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."