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.”
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."