Today’s warehouse robots can autonomously navigate through a crowded fulfillment center, avoiding collisions with workers and equipment. But how exactly does it happen?
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.
Visit a classic-car show and you’re guaranteed to see groups of onlookers gathered around the shiny vehicles, asking their proud owners, “So, what’ve you got under the hood?” Ask a gearhead that question, and you’d better settle in for a long answer.
But walk into a distribution center that’s buzzing with autonomous mobile robots (AMRs) and ask the same question, and you’d probably get a quick shrug in response, even as the robot drove itself off to fetch a specific tote a hundred yards away.
So what makes AMRs work? We asked robot vendors, electronics suppliers, and industry analysts that question. They told us it all comes down to motors, software, and sensors.
SLOW AND STEADY WINS THE RACE
One of the first things you learn when you look closely at an AMR is that these machines are not built for speed, with zero-to-60 acceleration. Rather, warehouse robots are designed to be slow and steady, toting inventory from point A to point B at a moderate pace, while avoiding collisions with racks, forklifts, and, above all, pedestrians. Safety is job one, so most loaded AMRs—like Locus Robotics’ Origin bot—cruise along at a poky 2.5 mph.
As for their payload capacity, some models have more muscle than others. For example, the capacity of Geek Plus’s P40 model tops out at 88 pounds (40 kilograms), while the company’s P1200 series AMRs can handle loads of up to 2,645 pounds (1,200 kilograms).
When it comes to the “power plant” that enables all this activity, most AMRs run on one or two rechargeable lithium-ion batteries. These are essentially heavier, higher-voltage versions of the lithium-ion batteries used in most smartphones—which makes sense when you consider that AMRs need plenty of juice in order to carry payloads, power their sensors, and hold enough charge to run for an eight-hour shift. And when their batteries get low, the AMRs will steer themselves over to a charging station for a quick refresh—known as “opportunity charging”—or, alternatively, charge up all at once overnight or during a lengthy break between shifts.
That ability to monitor their own power levels comes courtesy of another critical component found inside an AMR: its onboard computer. In addition to monitoring power levels, that computer communicates with the facility’s warehouse management system (WMS) or other software platform, retrieving the AMR’s “marching orders” and enabling the robot to report back again when it has completed each task. These computers typically connect to the facility’s wireless network via Wi-Fi antennas on the AMR.
At the same time, AMRs manage other calculations directly on the vehicle itself, without a wireless link. These tend to be safety-critical calculations like those associated with navigation or collision avoidance, where systems can’t run the risk of losing connectivity through a “dropped call” or a power outage.
HOW SENSITIVE IS YOUR AMR?
If you continue to poke around under the hood of an AMR, you’ll find there’s more technology inside than just the battery, computer, and antennas. There’s also an impressive array of sensors, which essentially act as the machine’s eyes and ears.
These sensors vary greatly in sophistication. On a simpler machine like an automated guided vehicle (AGV), the sensors will probably be inexpensive units—ones that rely on external infrastructure for navigation. In other words, these are sensors that require some sort of “street signs” to give them their bearings, whether it’s infrared beacons on racks and walls, stripes painted on the floor, or quick-response (QR) codes that identify specific locations.
On a more sophisticated vehicle like an AMR, the sensors will likely be higher-end units that allow for autonomous navigation, says Kent Kjaer, sales engineer at the Danish AMR developer Mobile Industrial Robots ApS (MiR). “An AMR won’t just stop dead if it detects a hand truck on the floor but will route [itself] around it, or even back up and take another route. So it needs LIDAR scanners and 3D cameras,” he says.
A LIDAR (light detection and ranging) sensor sees the world in a two-dimensional (2D) plane at a height of about eight inches off the ground. That’s enough to allow a robot to determine where it is in relation to its physical surroundings, including walls, doors, and racks—a process known as localization. But it’s not enough to provide a failsafe collision-avoidance solution: The robot still might miss a pallet lying on the floor or a pair of lift-truck forks extended above its detection range.
So AMR developers typically add another sensor called a three-dimensional (3D) camera that maps the robot’s surroundings roughly from floor level up to a height of five or six feet. MiR, for example, combines a forward-looking 3D camera with a 270-degree field of view (FOV) with a similar one looking backward, and combines the two inputs for a full, 360-degree picture, Kjaer says.
MiR also adds proximity sensors in each corner of the AMR to detect any nearby objects that the cameras may have missed (like an object someone just placed on the ground). As an AMR moves through its environment, it fuses those multiple sensor inputs into a single image that refreshes many times per second, helping it avoid collisions and find its way through a process called simultaneous localization and mapping (SLAM).
A SENSOR FOR EVERY APPLICATION?
Compared to years past, today’s engineers have an unprecedented array of specialized sensors to choose from when designing an AMR, says Tyler Glieden, a market product manager at SICK Inc., a German sensor manufacturer.
For example, they can opt for a mechanical LIDAR sensor, which works by shooting a laser beam that reflects off a spinning mirror in different directions, and then measures the time of flight (TOF) as the laser light reflects off its surroundings. Newer models achieve the same end with solid-state LIDAR that works without moving parts. Either way, as a robot rolls faster, it can adjust those sensors to “look” farther down the road, giving it more advance warning of obstacles and ensuring it has enough time to stop even while carrying a heavy load.
They also have their pick of LIDAR sensors that are rated for outdoor use—meaning they allow a robot that moves between buildings to navigate in low-visibility conditions, like rain, snow, and fog. Still other models are designed for robots that work in refrigerated storage areas and freezers, with features that prevent them from fogging up as the temperature changes.
To manage all those variables, SICK also offers the “Sick Safety System,” which collects laser scanner data and analyzes it using software on board the AMR. That approach helps the robot avoid collisions and downtime by adjusting its driving speed to the situation.
As AMR applications evolve, robot developers continue to gussy up their offerings with new sensors and features. Some robots now incorporate digital cameras that let them take pictures of bar codes and inventory, while others feature “height sensors” that help them fetch totes off high shelves. Still other models come equipped with the equivalent of an automobile’s headlights and horn, enabling them to honk and flash before turning a corner to alert warehouse workers to their presence.
And there’s no indication that this R&D work will stop anytime soon. AMR manufacturers will continue “souping up” their robots with improved sensors, batteries, and computers, creating virtual muscle cars that can keep pace with changing logistics demands.
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.”
DAT Freight & Analytics has acquired Trucker Tools, calling the deal a strategic move designed to combine Trucker Tools' approach to load tracking and carrier sourcing with DAT’s experience providing freight solutions.
Beaverton, Oregon-based DAT operates what it calls the largest truckload freight marketplace and truckload freight data analytics service in North America. Terms of the deal were not disclosed, but DAT is a business unit of the publicly traded, Fortune 1000-company Roper Technologies.
Following the deal, DAT said that brokers will continue to get load visibility and capacity tools for every load they manage, but now with greater resources for an enhanced suite of broker tools. And in turn, carriers will get the same lifestyle features as before—like weigh scales and fuel optimizers—but will also gain access to one of the largest networks of loads, making it easier for carriers to find the loads they want.
Trucker Tools CEO Kary Jablonski praised the deal, saying the firms are aligned in their goals to simplify and enhance the lives of brokers and carriers. “Through our strategic partnership with DAT, we are amplifying this mission on a greater scale, delivering enhanced solutions and transformative insights to our customers. This collaboration unlocks opportunities for speed, efficiency, and innovation for the freight industry. We are thrilled to align with DAT to advance their vision of eliminating uncertainty in the freight industry,” Jablonski said.
Global trade will see a moderate rebound in 2025, likely growing by 3.6% in volume terms, helped by companies restocking and households renewing purchases of durable goods while reducing spending on services, according to a forecast from trade credit insurer Allianz Trade.
The end of the year for 2024 will also likely be supported by companies rushing to ship goods in anticipation of the higher tariffs likely to be imposed by the coming Trump administration, and other potential disruptions in the coming quarters, the report said.
However, that tailwind for global trade will likely shift to a headwind once the effects of a renewed but contained trade war are felt from the second half of 2025 and in full in 2026. As a result, Allianz Trade has throttled back its predictions, saying that global trade in volume will grow by 2.8% in 2025 (reduced by 0.2 percentage points vs. its previous forecast) and 2.3% in 2026 (reduced by 0.5 percentage points).
The same logic applies to Allianz Trade’s forecast for export prices in U.S. dollars, which the firm has now revised downward to predict growth reaching 2.3% in 2025 (reduced by 1.7 percentage points) and 4.1% in 2026 (reduced by 0.8 percentage points).
In the meantime, the rush to frontload imports into the U.S. is giving freight carriers an early Christmas present. According to Allianz Trade, data released last week showed Chinese exports rising by a robust 6.7% y/y in November. And imports of some consumer goods that have been threatened with a likely 25% tariff under the new Trump administration have outperformed even more, growing by nearly 20% y/y on average between July and September.