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.
It’s hard to find workers these days, especially in the ultra-labor-intensive warehouse. Many companies are turning to technology to solve the problem, implementing various automated warehouse solutions to narrow the resource gap—from robotic goods-to-person picking systems to cycle-counting drones and everything in between. Many are also looking to their forklift fleets as potential sources of labor optimization, finding that advances in automated guided vehicles (AGVs) and autonomous mobile robots (AMRs) can help boost productivity and reduce worker fatigue, ultimately allowing them to reallocate scarce labor to other warehouse tasks.
“I talk to operations managers for different customers [and] facilities all the time, and some of them say they are buying this equipment because they just cannot get enough people to get product out the door,” explains Martin Buena-Franco, manager of product marketing for automation at The Raymond Corp., which manufactures a wide range of material handling equipment, including AGVs. “It’s not an exaggeration. They’re in a situation where they need bodies, people, help. Labor shortages, in some areas, are very real. They’re trying to figure out ways to move product through the facility.”
Norm Saenz, partner and managing director at material handling consulting firm St. Onge Co., agrees and adds that labor optimization via automation is a major part of most facility design projects these days.
“The big difference in the last few years is automation being [included] on almost every project—and the idea of really trying to put AMRs or AGVs in existing facilities to remove labor,” Saenz says.
That trend is likely to continue as equipment gets better and better. Improved mapping and navigation systems, the application of artificial intelligence (AI) and machine learning (ML), and greater ease of integration into warehouse IT systems are some of the attributes that are making automated forklifts an attractive solution to today’s labor and throughput problems.
MARKET TRENDS DRIVE DEMAND
It’s no surprise that interest in automated forklifts is growing. More than three-quarters of supply chain and logistics leaders say they are experiencing “notable workforce shortages in their operations,” according to a survey of 1,000 industry business leaders published in January by supply chain technology company Descartes Systems Group. Nearly 40% of those surveyed say they would characterize the situation as “extreme,” with more than half—56%—citing the warehouse as one of the areas most affected by labor shortages, second only to transportation operations (61%).
Those numbers help explain why industry watchers expect to see an increase in demand for automated warehouse equipment and systems over the next few years. This follows a recent pullback from the heavy investments companies made during 2020 and 2021, when the Covid-19 pandemic created labor shortages and soaring e-commerce activity that spurred a buying spree among many companies. The research firm Interact Analysissaid last year it expects investments in warehouse automation, including mobile robotics such as AMRs and AGVs, to increase slightly this year and return to high growth rates in 2025 and beyond.
Anecdotally, Buena-Franco says warehousing and logistics has suffered the least from the automation pullback of 2022 and 2023, noting that Raymond has been seeing a steady rise in demand for AGVs among that customer base since before the pandemic. He says robotics suppliers are sounding more upbeat as well, noting that those attending a January meeting of the Association for Advancing Automation (A3) were optimistic that sales will increase this year. A3 is a trade group representing companies in the robotics, machine vision, motion control, and industrial AI industries.
Together, these labor and automation trends are making AGVs and AMRs an increasingly attractive option for warehouse managers looking to get the most out of their workforce and keep operations humming. In fact, a separate 2023 study from research firm Statista estimates that the U.S. AGV market will grow at a compound annual growth rate of nearly 7% between 2022 and 2027, reaching a size of more than $3 billion.
“[Worker] shortages are not the totality of it. Some companies are looking for ways to optimize efficiencies,” Buena-Franco observes, noting that AGVs run more consistently than manually operated trucks, so the switch can give warehouses an immediate increase in throughput and productivity. “AGVs operate, if not 24/7, pretty close to that. … Our experience with manually operated trucks [is that] a truck running an eight-hour shift isn’t running for eight hours.”
Tightening up those forklift operations can create a domino effect that leads to even more efficiencies within the four walls of the warehouse.
“Implementing a fleet [of automated forklifts] in a given area opens up opportunity to take people [who were] working on that task and reallocate them upstream or downstream to smooth out bottlenecks,” Buena-Franco adds.
One sticking point with adopting automated equipment is the return on investment (ROI). Many companies find it difficult to justify the high cost of the vehicles and related installation and maintenance costs, especially given today’s high interest rates.
But there’s an often-overlooked factor in calculating ROI that may make a difference. Buena-Franco points to hiring and training expenses and the often-high employee turnover rates in warehousing and logistics—factors that can cost companies big in both investment dollars and lost productivity. He says automation can offset some of those expenses in the long run.
SMARTER EQUIPMENT, EASIER INTEGRATION
There’s another reason behind the growing interest in automated material handling equipment: Advanced technologies are making automated and self-driving forklifts safer and easier to use. Both AGVs (which operate on a predetermined path) and AMRs (which move independently throughout a facility) are getting better thanks to the use of telematics—which allows managers to collect and analyze data from fleets of vehicles—and the application of AI and machine learning.
“What really stands out for me is that the navigation and mapping continue to get better every day,” Buena-Franco says. “You have better fields for detecting [objects] and a lot more data points [to analyze].”
That’s because robotics companies and equipment manufacturers are employing the latest sensors and light-detection technologies, which allow users to create better digital maps of the warehouse environment. That makes it easier for the forklifts to avoid obstacles and adapt to changing conditions on the floor. On top of that, the addition of AI and machine learning algorithms allows the equipment to learn from experience and, thus, get “smarter” all the time.
Today’s automated forklifts can also more easily integrate with a facility’s warehouse management system (WMS) or labor management software, allowing for better orchestration of all the equipment and systems running throughout the facility. Such broad integration can help companies better allocate warehouse tasks, such as sending the right work order to the right vehicle at the right time or deploying people to certain areas of the warehouse when needed—all of which promotes a more efficient, smoother-running operation.
“We have so many clients looking at automation, and we’re building pretty good business cases” for it, Saenz, of St. Onge Co., adds. “There are more vendors, more options, and prices are more competitive. [Companies] want automation, and they want advancement. And the demand for removing labor is real.”
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.