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.
Grocery shoppers at select IGA, Price Less, and Food Giant stores will soon be able to use an upgraded in-store digital commerce experience, since store chain operator Houchens Food Group said it would deploy technology from eGrowcery, provider of a retail food industry white-label digital commerce platform.
Kentucky-based Houchens Food Group, which owns and operates more than 400 grocery, convenience, hardware/DIY, and foodservice locations in 15 states, said the move would empower retailers to rethink how and when to engage their shoppers best.
“At HFG we are focused on technology vendors that allow for highly targeted and personalized customer experiences, data-driven decision making, and e-commerce capabilities that do not interrupt day to day customer service at store level. We are thrilled to partner with eGrowcery to assist us in targeting the right audience with the right message at the right time,” Craig Knies, Chief Marketing Officer of Houchens Food Group, said in a release.
Michigan-based eGrowcery, which operates both in the United States and abroad, says it gives retail groups like Houchens Food Group the ability to provide a white-label e-commerce platform to the retailers it supplies, and integrate the program into the company’s overall technology offering. “Houchens Food Group is a great example of an organization that is working hard to simultaneously enhance its technology offering, engage shoppers through more channels and alleviate some of the administrative burden for its staff,” Patrick Hughes, CEO of eGrowcery, said.
The 40-acre solar facility in Gentry, Arkansas, includes nearly 18,000 solar panels and 10,000-plus bi-facial solar modules to capture sunlight, which is then converted to electricity and transmitted to a nearby electric grid for Carroll County Electric. The facility will produce approximately 9.3M kWh annually and utilize net metering, which helps transfer surplus power onto the power grid.
Construction of the facility began in 2024. The project was managed by NextEra Energy and completed by Verogy. Both Trio (formerly Edison Energy) and Carroll Electric Cooperative Corporation provided ongoing consultation throughout planning and development.
“By commissioning this solar facility, J.B. Hunt is demonstrating our commitment to enhancing the communities we serve and to investing in economically viable practices aimed at creating a more sustainable supply chain,” Greer Woodruff, executive vice president of safety, sustainability and maintenance at J.B. Hunt, said in a release. “The annual amount of clean energy generated by the J.B. Hunt Solar Facility will be equivalent to that used by nearly 1,200 homes. And, by drawing power from the sun and not a carbon-based source, the carbon dioxide kept from entering the atmosphere will be equivalent to eliminating 1,400 passenger vehicles from the road each year.”
As a contract provider of warehousing, logistics, and supply chain solutions, Geodis often has to provide customized services for clients.
That was the case recently when one of its customers asked Geodis to up its inventory monitoring game—specifically, to begin conducting quarterly cycle counts of the goods it stored at a Geodis site. Trouble was, performing more frequent counts would be something of a burden for the facility, which still conducted inventory counts manually—a process that was tedious and, depending on what else the team needed to accomplish, sometimes required overtime.
So Levallois, France-based Geodis launched a search for a technology solution that would both meet the customer’s demand and make its inventory monitoring more efficient overall, hoping to save time, labor, and money in the process.
SCAN AND DELIVER
Geodis found a solution with Gather AI, a Pittsburgh-based firm that automates inventory monitoring by deploying small drones to fly through a warehouse autonomously scanning pallets and cases. The system’s machine learning (ML) algorithm analyzes the resulting inventory pictures to identify barcodes, lot codes, text, and expiration dates; count boxes; and estimate occupancy, gathering information that warehouse operators need and comparing it with what’s in the warehouse management system (WMS).
Among other benefits, this means employees no longer have to spend long hours doing manual inventory counts with order-picker forklifts. On top of that, the warehouse manager is able to view inventory data in real time from a web dashboard and identify and address inventory exceptions.
But perhaps the biggest benefit of all is the speed at which it all happens. Gather AI’s drones perform those scans up to 15 times faster than traditional methods, the company says. To that point, it notes that before the drones were deployed at the Geodis site, four manual counters could complete approximately 800 counts in a day. By contrast, the drones are able to scan 1,200 locations per day.
FLEXIBLE FLYERS
Although Geodis had a number of options when it came to tech vendors, there were a couple of factors that tipped the odds in Gather AI’s favor, the partners said. One was its close cultural fit with Geodis. “Probably most important during that vetting process was understanding the cultural fit between Geodis and that vendor. We truly wanted to form a relationship with the company we selected,” Geodis Senior Director of Innovation Andy Johnston said in a release.
Speaking to this cultural fit, Johnston added, “Gather AI understood our business, our challenges, and the course of business throughout our day. They trained our personnel to get them comfortable with the technology and provided them with a tool that would truly make their job easier. This is pretty advanced technology, but the Gather AI user interface allowed our staff to see inventory variances intuitively, and they picked it up quickly. This shows me that Gather AI understood what we needed.”
Another factor in Gather AI’s favor was the prospect of a quick and easy deployment: Because the drones can conduct their missions without GPS or Wi-Fi, the supplier would be able to get its solution up and running quickly. In the words of Geodis Industrial Engineer Trent McDermott, “The Gather AI implementation process was efficient. There were no IT infrastructure or layout changes needed, and Gather AI was flexible with the installation to not disrupt peak hours for the operations team.”
QUICK RESULTS
Once the drones were in the air, Geodis saw immediate improvements in cycle counting speed, according to Gather AI. But that wasn’t the only benefit: Geodis was also able to more easily find misplaced pallets.
“Previously, we would research the inventory’s systemic license plate number (LPN),” McDermott explained. “We could narrow it down to a portion or a section of the warehouse where we thought that LPN was, but there was still a lot of ambiguity. So we would send an operator out on a mission to go hunt and find that LPN,” a process that could take a day or two to complete. But the days of scouring the facility for lost pallets are over. With Gather AI, the team can simply search in the dashboard to find the last location where the pallet was scanned.
And about that customer who wanted more frequent inventory counts? Geodis reports that it completed its first quarterly count for the client in half the time it had previously taken, with no overtime needed. “It’s a huge win for us to trim that time down,” McDermott said. “Just two weeks into the new quarter, we were able to have 40% of the warehouse completed.”
Trade and transportation groups are congratulating Sean Duffy today for winning confirmation in a U.S. Senate vote to become the country’s next Secretary of Transportation.
Once he’s sworn in, Duffy will become the nation’s 20th person to hold that post, succeeding the recently departed Pete Buttigieg.
Transportation groups quickly called on Duffy to work on continuing the burst of long-overdue infrastructure spending that was a hallmark of the Biden Administration’s passing of the bipartisan infrastructure law, known formally as the Infrastructure Investment and Jobs Act (IIJA).
But according to industry associations such as the Coalition for America’s Gateways and Trade Corridors (CAGTC), federal spending is critical for funding large freight projects that sustain U.S. supply chains. “[Duffy] will direct the Department at an important time, implementing the remaining two years of the Infrastructure Investment and Jobs Act, and charting a course for the next surface transportation reauthorization,” CAGTC Executive Director Elaine Nessle said in a release. “During his confirmation hearing, Secretary Duffy shared the new Administration’s goal to invest in large, durable projects that connect the nation and commerce. CAGTC shares this goal and is eager to work with Secretary Duffy to ensure that nationally and regionally significant freight projects are advanced swiftly and funded robustly.”
A similar message came from the International Foodservice Distributors Association (IFDA). “A safe, efficient, and reliable transportation network is essential to our industry, enabling 33 million cases of food and related products to reach professional kitchens every day. We look forward to working with Secretary Duffy to strengthen America’s transportation infrastructure and workforce to support the safe and seamless movement of ingredients that make meals away from home possible,” IFDA President and CEO Mark S. Allen said in a release.
And the truck drivers’ group the Owner-Operator Independent Drivers Association (OOIDA) likewise called for continued investment in projects like creating new parking spaces for Class 8 trucks. “OOIDA and the 150,000 small business truckers we represent congratulate Secretary Sean Duffy on his confirmation to lead the U.S. Department of Transportation,” OOIDA President Todd Spencer said in a release. “We look forward to continue working with him in advancing the priorities of small business truckers across America, including expanding truck parking, fighting freight fraud, and rolling back burdensome, unnecessary regulations.”
With the new Trump Administration continuing to threaten steep tariffs on Mexico, Canada, and China as early as February 1, supply chain organizations preparing for that economic shock must be prepared to make strategic responses that go beyond either absorbing new costs or passing them on to customers, according to Gartner Inc.
But even as they face what would be the most significant tariff changes proposed in the past 50 years, some enterprises could use the potential market volatility to drive a competitive advantage against their rivals, the analyst group said.
Gartner experts said the risks of acting too early to proposed tariffs—and anticipated countermeasures by trading partners—are as acute as acting too late. Chief supply chain officers (CSCOs) should be projecting ahead to potential countermeasures, escalations and de-escalations as part of their current scenario planning activities.
“CSCOs who anticipate that current tariff volatility will persist for years, rather than months, should also recognize that their business operations will not emerge successful by remaining static or purely on the defensive,” Brian Whitlock, Senior Research Director in Gartner’s supply chain practice, said in a release.
“The long-term winners will reinvent or reinvigorate their business strategies, developing new capabilities that drive competitive advantage. In almost all cases, this will require material business investment and should be a focal point of current scenario planning,” Whitlock said.
Gartner listed five possible pathways for CSCOs and other leaders to consider when faced with new tariff policy changes:
Retire certain products: Tariff volatility will stress some specific products, or even organizations, to a breaking point, so some enterprises may have to accept that worsening geopolitical conditions should force the retirement of that product.
Renovate products to adjust: New tariffs could prompt renovations (adjustments) to products that were overdue, as businesses will need to take a hard look at the viability of raising or absorbing costs in a still price-sensitive environment.
Rebalance: Additional volatility should be factored into future demand planning, as early winners and losers from initial tariff policies must both be prepared for potential countermeasures, policy escalations and de-escalations, and competitor responses.
Reinvent: As tariff volatility persists, some companies should consider investing in new projects in markets that are not impacted or that align with new geopolitical incentives. Others may pivot and repurpose existing facilities to serve local markets.
Reinvigorate: Early winners of announced tariffs should seek opportunities to extend competitive advantages. For example, they could look to expand existing US-based or domestic manufacturing capacity or reposition themselves within the market by lowering their prices to take market share and drive business growth.