So you finally got an AMR for your warehouse? Great, but without some crucial attachments, it’s unlikely to reach its full potential. Here are some options for getting the most from your investment.
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.
Perhaps thebiggest story in the world of warehouse automation over the past five years has been the rise of the robot—specifically, the autonomous mobile robot, or AMR. Thanks to the robots’ remarkable ability to navigate safely around chaotic distribution centers, these diminutive electric vehicles have had an outsized impact on DC operations. Working alone or in fleets, they can speed up processes like picking and fulfillment, easing the pressure on companies struggling to keep up with e-commerce orders amid a shortage of workers.
But at its core, an AMR is just an intelligent vehicle. Most models operate much like a city bus, weaving their way through traffic as they travel between stops on their route, but lacking the tools needed to autonomously pick up or drop off passengers—or in this case, material—at each stop.
In the early days of AMRs, systems integrators filled that gap by designing specialized hardware to bolt onto the robots for each individual client. Those gadgets did the trick, but they also gained a reputation for being expensive and unreliable, according to Mayuran Ponnampalam, sales manager at Nord Modules, a Danish company that makes AMR “top modules,” a catch-all term for attachments or accessories that expand the robots’ functionality.
“Historically, systems integrators built one-off, customized solutions, which were actually just prototypes. They [were of] low quality, so they gained a bad name in the market; after a year or half a year, it would break down,” Ponnampalam says.
To meet the market’s need for better attachments, several former executives from the AMR developer Mobile Industrial Robots (MiR) founded Nord Modules in 2017. Today, the company makes four types of products: lift modules (lifting mechanisms that resemble the roof racks on cars), conveyor modules (roller tops that allow a pallet to slide onto an AMR), station modules (shelves that hold a package off the ground so it can be picked up by the lift module), and accessories (like wheeled racks that can be pushed around by AMRs). In the company’s own words, “An AMR moves from A to B, but we do what happens when it’s actually at A or B.”
Nord Modules isn’t alone. A number of attachment makers have jumped into the market in recent years. These providers argue that they can leverage their large scale to offer AMR accessories that are better designed, more thoroughly tested, and lower priced than one-off solutions. We should note here that while some AMR suppliers do make top modules for their own equipment, many prefer to leave that to third parties so they can focus their R&D efforts on enhancements to the mobile robot itself.
CUSTOM-TAILORED SUITS
Like many of those AMR accessory makers, Nord Modules builds devices for specific robot models—in this case, MiR, Omron, and Otto robots—and sells its accessories through integrators or distributors. Because of that tight relationship, attachment makers are able to build top modules that are fitted so precisely to each AMR that most end-users have no idea that they’re made by separate companies.
“You wouldn’t necessarily know the provider of a cart is different from the provider of the AMR, because it’s seamless in form, fit, and function,” says Dan Gannaway, director of marketing at another top module maker, Jtec Industries.
East Peoria, Illinois-based Jtec started out making cart systems that were pulled by human-driven tuggers, typically in heavy manufacturing applications. But in recent years, the company started noticing that clients were using automated guided vehicles (AGVs)—and eventually, AMRs—to move the carts. “We saw a gap in the market; these new machines really don’t move materials themselves. So now we want to own everything from the tugger back,” Gannaway says. The company makes several devices that fit onto Otto-brand AMRs, such as powered roller tops that can move boxes to the front or the side, and scissor lifts that can pick up a custom-built cart.
TOP MODULES GET SMART
In order to navigate safely, AMRs come outfitted with many of the same sensors that are found on autonomous cars. But as top modules take on an expanded role in warehouse operations—like exchanging loads with other pieces of moving equipment—they increasingly need intelligence of their own, says Carsten Sørensen, head of sales at Roeq, a Danish maker of mobile robotic equipment (MRE) for MiR, Omron, and Continental AMRs.
“It’s one thing to look at an AMR, but you also need to look at the MRE,” Sørensen says. “You take a mobile robot that can move around, and that’s neat. But in order to take on goods, pick them up, and deliver them, you need the MRE to make this fancy AMR useful.”
The Danish company makes three types of equipment: “move it” cart solutions, “roll it” conveyors, and “lift it” lifters. In each case, the top module needs to communicate with other warehouse equipment around it—for example, exchanging data with a static conveyor to identify the right position and direction to engage its top roller before discharging a load.
“The AMR is bringing our equipment from point A to point B. That’s where our top module takes over and interacts with the environment,” Sørensen says. “That answers the question: How do I get my goods moved around with just a ‘naked robot’?”
The Port of Oakland has been awarded $50 million from the U.S. Department of Transportation’s Maritime Administration (MARAD) to modernize wharves and terminal infrastructure at its Outer Harbor facility, the port said today.
Those upgrades would enable the Outer Harbor to accommodate Ultra Large Container Vessels (ULCVs), which are now a regular part of the shipping fleet calling on West Coast ports. Each of these ships has a handling capacity of up to 24,000 TEUs (20-foot containers) but are currently restricted at portions of Oakland’s Outer Harbor by aging wharves which were originally designed for smaller ships.
According to the port, those changes will let it handle newer, larger vessels, which are more efficient, cost effective, and environmentally cleaner to operate than older ships. Specific investments for the project will include: wharf strengthening, structural repairs, replacing container crane rails, adding support piles, strengthening support beams, and replacing electrical bus bar system to accommodate larger ship-to-shore cranes.
The Florida logistics technology startup OneRail has raised $42 million in venture backing to lift the fulfillment software company its next level of growth, the company said today.
The “series C” round was led by Los Angeles-based Aliment Capital, with additional participation from new investors eGateway Capital and Florida Opportunity Fund, as well as current investors Arsenal Growth Equity, Piva Capital, Bullpen Capital, Las Olas Venture Capital, Chicago Ventures, Gaingels and Mana Ventures. According to OneRail, the funding comes amidst a challenging funding environment where venture capital funding in the logistics sector has seen a 90% decline over the past two years.
The latest infusion follows the firm’s $33 million Series B round in 2022, and its move earlier in 2024 to acquire the Vancouver, Canada-based company Orderbot, a provider of enterprise inventory and distributed order management (DOM) software.
Orlando-based OneRail says its omnichannel fulfillment solution pairs its OmniPoint cloud software with a logistics as a service platform and a real-time, connected network of 12 million drivers. The firm says that its OmniPointsoftware automates fulfillment orchestration and last mile logistics, intelligently selecting the right place to fulfill inventory from, the right shipping mode, and the right carrier to optimize every order.
“This new funding round enables us to deepen our decision logic upstream in the order process to help solve some of the acute challenges facing retailers and wholesalers, such as order sourcing logic defaulting to closest store to customer to fulfill inventory from, which leads to split orders, out-of-stocks, or worse, cancelled orders,” OneRail Founder and CEO Bill Catania said in a release. “OneRail has revolutionized that process with a dynamic fulfillment solution that quickly finds available inventory in full, from an array of stores or warehouses within a localized radius of the customer, to meet the delivery promise, which ultimately transforms the end-customer experience.”
Commercial fleet operators are steadily increasing their use of GPS fleet tracking, in-cab video solutions, and predictive analytics, driven by rising costs, evolving regulations, and competitive pressures, according to an industry report from Verizon Connect.
Those conclusions come from the company’s fifth annual “Fleet Technology Trends Report,” conducted in partnership with Bobit Business Media, and based on responses from 543 fleet management professionals.
The study showed that for five consecutive years, at least four out of five respondents have reported using at least one form of fleet technology, said Atlanta-based Verizon Connect, which provides fleet and mobile workforce management software platforms, embedded OEM hardware, and a connected vehicle device called Hum by Verizon.
The most commonly used of those technologies is GPS fleet tracking, with 69% of fleets across industries reporting its use, the survey showed. Of those users, 72% find it extremely or very beneficial, citing improved efficiency (62%) and a reduction in harsh driving/speeding events (49%).
Respondents also reported a focus on safety, with 57% of respondents citing improved driver safety as a key benefit of GPS fleet tracking. And 68% of users said in-cab video solutions are extremely or very beneficial. Together, those technologies help reduce distracted driving incidents, improve coaching sessions, and help reduce accident and insurance costs, Verizon Connect said.
Looking at the future, fleet management software is evolving to meet emerging challenges, including sustainability and electrification, the company said. "The findings from this year's Fleet Technology Trends Report highlight a strong commitment across industries to embracing fleet technology, with GPS tracking and in-cab video solutions consistently delivering measurable results,” Peter Mitchell, General Manager, Verizon Connect, said in a release. “As fleets face rising costs and increased regulatory pressures, these technologies are proving to be indispensable in helping organizations optimize their operations, reduce expenses, and navigate the path toward a more sustainable future.”
Businesses engaged in international trade face three major supply chain hurdles as they head into 2025: the disruptions caused by Chinese New Year (CNY), the looming threat of potential tariffs on foreign-made products that could be imposed by the incoming Trump Administration, and the unresolved contract negotiations between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX), according to an analysis from trucking and logistics provider Averitt.
Each of those factors could lead to significant shipping delays, production slowdowns, and increased costs, Averitt said.
First, Chinese New Year 2025 begins on January 29, prompting factories across China and other regions to shut down for weeks, typically causing production to halt and freight demand to skyrocket. The ripple effects can range from increased shipping costs to extended lead times, disrupting even the most well-planned operations. To prepare for that event, shippers should place orders early, build inventory buffers, secure freight space in advance, diversify shipping modes, and communicate with logistics providers, Averitt said.
Second, new or increased tariffs on foreign-made goods could drive up the cost of imports, disrupt established supply chains, and create uncertainty in the marketplace. In turn, shippers may face freight rate volatility and capacity constraints as businesses rush to stockpile inventory ahead of tariff deadlines. To navigate these challenges, shippers should prepare advance shipments and inventory stockpiling, diversity sourcing, negotiate supplier agreements, explore domestic production, and leverage financial strategies.
Third, unresolved contract negotiations between the ILA and the USMX will come to a head by January 15, when the current contract expires. Labor action or strikes could cause severe disruptions at East and Gulf Coast ports, triggering widespread delays and bottlenecks across the supply chain. To prepare for the worst, shippers should adopt a similar strategy to the other potential January threats: collaborate early, secure freight, diversify supply chains, and monitor policy changes.
According to Averitt, companies can cushion the impact of all three challenges by deploying a seamless, end-to-end solution covering the entire path from customs clearance to final-mile delivery. That strategy can help businesses to store inventory closer to their customers, mitigate delays, and reduce costs associated with supply chain disruptions. And combined with proactive communication and real-time visibility tools, the approach allows companies to maintain control and keep their supply chains resilient in the face of global uncertainties, Averitt said.
A move by federal regulators to reinforce requirements for broker transparency in freight transactions is stirring debate among transportation groups, after the Federal Motor Carrier Safety Administration (FMCSA) published a “notice of proposed rulemaking” this week.
According to FMCSA, its draft rule would strive to make broker transparency more common, requiring greater sharing of the material information necessary for transportation industry parties to make informed business decisions and to support the efficient resolution of disputes.
The proposed rule titled “Transparency in Property Broker Transactions” would address what FMCSA calls the lack of access to information among shippers and motor carriers that can impact the fairness and efficiency of the transportation system, and would reframe broker transparency as a regulatory duty imposed on brokers, with the goal of deterring non-compliance. Specifically, the move would require brokers to keep electronic records, and require brokers to provide transaction records to motor carriers and shippers upon request and within 48 hours of that request.
Under federal regulatory processes, public comments on the move are due by January 21, 2025. However, transportation groups are not waiting on the sidelines to voice their opinions.
According to the Transportation Intermediaries Association (TIA), an industry group representing the third-party logistics (3PL) industry, the potential rule is “misguided overreach” that fails to address the more pressing issue of freight fraud. In TIA’s view, broker transparency regulation is “obsolete and un-American,” and has no place in today’s “highly transparent” marketplace. “This proposal represents a misguided focus on outdated and unnecessary regulations rather than tackling issues that genuinely threaten the safety and efficiency of our nation’s supply chains,” TIA said.
But trucker trade group the Owner-Operator Independent Drivers Association (OOIDA) welcomed the proposed rule, which it said would ensure that brokers finally play by the rules. “We appreciate that FMCSA incorporated input from our petition, including a requirement to make records available electronically and emphasizing that brokers have a duty to comply with regulations. As FMCSA noted, broker transparency is necessary for a fair, efficient transportation system, and is especially important to help carriers defend themselves against alleged claims on a shipment,” OOIDA President Todd Spencer said in a statement.
Additional pushback came from the Small Business in Transportation Coalition (SBTC), a network of transportation professionals in small business, which said the potential rule didn’t go far enough. “This is too little too late and is disappointing. It preserves the status quo, which caters to Big Broker & TIA. There is no question now that FMCSA has been captured by Big Broker. Truckers and carriers must now come out in droves and file comments in full force against this starting tomorrow,” SBTC executive director James Lamb said in a LinkedIn post.