In our continuing series of discussions with top supply-chain company executives, Michael Larsson discusses robotics, how artificial intelligence is affecting automation design, and the rise of flexible fulfillment.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
Michael Larsson’s career in automation and robotics has spanned more than three decades. Today, he is president of Dematic, with responsibility for Dematic Americas and Kion Industrial Truck Services for the Americas, and serves on the executive board of Kion Group, Dematic’s parent company. Before joining Dematic as executive vice president in 2021, Larsson was senior vice president and managing director of ABB’s Robotics and Discrete Automation business unit. He has worked with clients globally, including those in the electronics, automotive, aerospace, and consumer goods industries. Larsson holds a Bachelor of Business Administration degree from Stockholm University School of Economics in Sweden.
Q: How would you describe the current state of our supply chains?
A: The state of the global supply chain remains complex, marked by ongoing challenges stemming from the Covid-19 pandemic, geopolitical tensions, shifting consumer demands, and higher interest rates. However, amidst these challenges, the industry exhibits resilience and adaptability. Companies are proactively reassessing their supply chain strategies, considering reshoring production, and diversifying their supplier base to mitigate risks.
In addition, advancements in technology, particularly the rapid adoption of AI, are revolutionizing supply chain operations. These technological innovations foster agility, enable data-driven decision-making, and enhance supply chain visibility and efficiency. Sustainability considerations are gaining prominence, reflecting a growing commitment to responsible business practices. Despite the ongoing labor shortages, supply chain leaders are prioritizing resilience and leveraging data and AI-driven insights to navigate uncertainties and drive future growth.
Q: Are you seeing any other notable trends in automation?
A:As a general trend, we’re seeing a rise in flexible fulfillment. Rather than a traditional warehouse with conveyors, racking, shuttles, etc., that are fixed in place, we are shifting toward technologies such as automated guided vehicles (AGVs) and autonomous mobile robots (AMRs). These solutions enable users to program them to move around a distribution center floor autonomously. They can run 24/7, even in a dark warehouse, and provide increased efficiency and labor optimization for our customers.
Powered by software, these technologies optimize operations, ensuring users have insights into all areas of their distribution center. With this access, users can also manage throughput, adjust to peak, and provide data on how equipment is running.
Q: How have newer technologies like robotics changed automation design during the past 10 years?
A:Advancements in robotics have not only introduced greater efficiency but also fostered the development of more versatile and interactive automated storage solutions. These next-generation systems represent a paradigm shift, offering enhanced capabilities to handle a diverse range of inventory configurations and support various order fulfillment activities.
For instance, integrated installations combining multiple forms of automated storage, robotics, and manual pick cells have become increasingly prevalent. This trend has resulted in improvements such as increased throughput, enhanced storage density, and streamlined processes, ultimately revolutionizing the way warehouses operate and adapt to evolving demands.
Q: In what ways is artificial intelligence being applied to automation?
A:AI is revolutionizing automation by enabling data-driven decision-making processes. At Dematic, AI plays a critical role in leveraging data to optimize throughput, manage inventory surges, identify vendor risks, and navigate unexpected peaks. By analyzing diverse data sources, AI can proactively predict disruptions throughout the supply chain, giving managers more time to react and prepare, thereby minimizing downtime and preserving profits.
Looking ahead, AI will become increasingly indispensable, with autonomous, connected, intelligent supply chains poised to become universally adopted. This transformative technology allows businesses to make informed decisions and streamline operations, ultimately enhancing efficiency and competitiveness in the evolving landscape of automation. In a recent report from MHI and Deloitte, 87% of survey respondents predicted autonomous, connected, and intelligent supply chains would be the norm by 2027, while only 5% said the industry was there today.
Q: Do you see autonomous mobile robots as competition for traditional conveying systems and forklifts?
A: AMRs offer advantages in warehouse automation, showcasing flexibility, adaptability, and safety features. However, it’s essential to recognize that conveyors remain a fundamental component of warehouse operations, serving as the backbone for material movement in virtually every facility. While AMRs excel in dynamic environments and offer benefits like freeing up labor, quick implementation, and enhanced safety features, conveyors provide consistent and reliable transport, especially for high-volume and repetitive tasks.
Ideally, both systems work collaboratively to optimize warehouse flow, with AMRs navigating around obstacles and complementing conveyor systems to ensure seamless operations. This integrated approach allows warehouses to leverage the strengths of each technology, ultimately enhancing productivity, efficiency, and safety while adapting to evolving industry demands.
Q: You oversee both the Dematic and Kion brands. Is there an advantage for customers to work with a large company like yours that offers a wide range of solutions?
A:Yes, because we’re part of the Kion group, our customers gain distinct advantages extending beyond our global presence and wide-ranging solutions. While Dematic specializes in the supply chain sector, the Kion portfolio of brands encompasses the world’s leading providers of forklift trucks and warehouse equipment. Anything a customer needs to ensure the smooth flow of materials through their facilities, we have within the Kion umbrella. That partnership enables another layer of innovation, agility, and flexibility, too, because the brands are working together in harmony to make better end-to-end solutions for our customers.
Generative AI (GenAI) is being deployed by 72% of supply chain organizations, but most are experiencing just middling results for productivity and ROI, according to a survey by Gartner, Inc.
That’s because productivity gains from the use of GenAI for individual, desk-based workers are not translating to greater team-level productivity. Additionally, the deployment of GenAI tools is increasing anxiety among many employees, providing a dampening effect on their productivity, Gartner found.
To solve those problems, chief supply chain officers (CSCOs) deploying GenAI need to shift from a sole focus on efficiency to a strategy that incorporates full organizational productivity. This strategy must better incorporate frontline workers, assuage growing employee anxieties from the use of GenAI tools, and focus on use-cases that promote creativity and innovation, rather than only on saving time.
"Early GenAI deployments within supply chain reveal a productivity paradox," Sam Berndt, Senior Director in Gartner’s Supply Chain practice, said in the report. "While its use has enhanced individual productivity for desk-based roles, these gains are not cascading through the rest of the function and are actually making the overall working environment worse for many employees. CSCOs need to retool their deployment strategies to address these negative outcomes.”
As part of the research, Gartner surveyed 265 global respondents in August 2024 to assess the impact of GenAI in supply chain organizations. In addition to the survey, Gartner conducted 75 qualitative interviews with supply chain leaders to gain deeper insights into the deployment and impact of GenAI on productivity, ROI, and employee experience, focusing on both desk-based and frontline workers.
Gartner’s data showed an increase in productivity from GenAI for desk-based workers, with GenAI tools saving 4.11 hours of time weekly for these employees. The time saved also correlated to increased output and higher quality work. However, these gains decreased when assessing team-level productivity. The amount of time saved declined to 1.5 hours per team member weekly, and there was no correlation to either improved output or higher quality of work.
Additional negative organizational impacts of GenAI deployments include:
Frontline workers have failed to make similar productivity gains as their desk-based counterparts, despite recording a similar amount of time savings from the use of GenAI tools.
Employees report higher levels of anxiety as they are exposed to a growing number of GenAI tools at work, with the average supply chain employee now utilizing 3.6 GenAI tools on average.
Higher anxiety among employees correlates to lower levels of overall productivity.
“In their pursuit of efficiency and time savings, CSCOs may be inadvertently creating a productivity ‘doom loop,’ whereby they continuously pilot new GenAI tools, increasing employee anxiety, which leads to lower levels of productivity,” said Berndt. “Rather than introducing even more GenAI tools into the work environment, CSCOs need to reexamine their overall strategy.”
According to Gartner, three ways to better boost organizational productivity through GenAI are: find creativity-based GenAI use cases to unlock benefits beyond mere time savings; train employees how to make use of the time they are saving from the use GenAI tools; and shift the focus from measuring automation to measuring innovation.
According to Arvato, it made the move in order to better serve the U.S. e-commerce sector, which has experienced high growth rates in recent years and is expected to grow year-on-year by 5% within the next five years.
The two acquisitions follow Arvato’s purchase three months ago of ATC Computer Transport & Logistics, an Irish firm that specializes in high-security transport and technical services in the data center industry. Following the latest deals, Arvato will have a total U.S. network of 16 warehouses with about seven million square feet of space.
Terms of the deal were not disclosed.
Carbel is a Florida-based 3PL with a strong focus on fashion and retail. It offers custom warehousing, distribution, storage, and transportation services, operating out of six facilities in the U.S., with a footprint of 1.6 million square feet of warehouse space in Florida (2), Pennsylvania (2), California, and New York.
Florida-based United Customs Services offers import and export solutions, specializing in remote location filing across the U.S., customs clearance, and trade compliance. CTPAT-certified since 2007, United Customs Services says it is known for simplifying global trade processes that help streamline operations for clients in international markets.
“With deep expertise in retail and apparel logistics services, Carbel and United Customs Services are the perfect partners to strengthen our ability to provide even more tailored solutions to our clients. Our combined knowledge and our joint commitment to excellence will drive our growth within the US and open new opportunities,” Arvato CEO Frank Schirrmeister said in a release.
And many of them will have a budget to do it, since 51% of supply chain professionals with existing innovation budgets saw an increase earmarked for 2025, suggesting an even greater emphasis on investing in new technologies to meet rising demand, Kenco said in its “2025 Supply Chain Innovation” survey.
One of the biggest targets for innovation spending will artificial intelligence, as supply chain leaders look to use AI to automate time-consuming tasks. The survey showed that 41% are making AI a key part of their innovation strategy, with a third already leveraging it for data visibility, 29% for quality control, and 26% for labor optimization.
Still, lingering concerns around how to effectively and securely implement AI are leading some companies to sidestep the technology altogether. More than a third – 35% – said they’re largely prevented from using AI because of company policy, leaving an opportunity to streamline operations on the table.
“Avoiding AI entirely is no longer an option. Implementing it strategically can give supply chain-focused companies a serious competitive advantage,” Kristi Montgomery, Vice President, Innovation, Research & Development at Kenco, said in a release. “Now’s the time for organizations to explore and experiment with the tech, especially for automating data-heavy operations such as demand planning, shipping, and receiving to optimize your operations and unlock true efficiency.”
Among the survey’s other top findings:
there was essentially three-way tie for which physical automation tools professionals are looking to adopt in the coming year: robotics (43%), sensors and automatic identification (40%), and 3D printing (40%).
professionals tend to select a proven developer for providing supply chain innovation, but many also pick start-ups. Forty-five percent said they work with a mix of new and established developers, compared to 39% who work with established technologies only.
there’s room to grow in partnering with 3PLs for innovation: only 13% said their 3PL identified a need for innovation, and just 8% partnered with a 3PL to bring a technology to life.
Volvo Autonomous Solutions will form a strategic partnership with autonomous driving technology and generative AI provider Waabi to jointly develop and deploy autonomous trucks, with testing scheduled to begin later this year.
The announcement came two weeks after autonomous truck developer Kodiak Robotics said it had become the first company in the industry to launch commercial driverless trucking operations. That milestone came as oil company Atlas Energy Solutions Inc. used two RoboTrucks—which are semi-trucks equipped with the Kodiak Driver self-driving system—to deliver 100 loads of fracking material on routes in the Permian Basin in West Texas and Eastern New Mexico.
Atlas now intends to scale up its RoboTruck deployment “considerably” over the course of 2025, with multiple RoboTruck deployments expected throughout the year. In support of that, Kodiak has established a 12-person office in Odessa, Texas, that is projected to grow to approximately 20 people by the end of Q1 2025.
Women are significantly underrepresented in the global transport sector workforce, comprising only 12% of transportation and storage workers worldwide as they face hurdles such as unfavorable workplace policies and significant gender gaps in operational, technical and leadership roles, a study from the World Bank Group shows.
This underrepresentation limits diverse perspectives in service design and decision-making, negatively affects businesses and undermines economic growth, according to the report, “Addressing Barriers to Women’s Participation in Transport.” The paper—which covers global trends and provides in-depth analysis of the women’s role in the transport sector in Europe and Central Asia (ECA) and Middle East and North Africa (MENA)—was prepared jointly by the World Bank Group, the Asian Development Bank (ADB), the German Agency for International Cooperation (GIZ), the European Investment Bank (EIB), and the International Transport Forum (ITF).
The slim proportion of women in the sector comes at a cost, since increasing female participation and leadership can drive innovation, enhance team performance, and improve service delivery for diverse users, while boosting GDP and addressing critical labor shortages, researchers said.
To drive solutions, the researchers today unveiled the Women in Transport (WiT) Network, which is designed to bring together transport stakeholders dedicated to empowering women across all facets and levels of the transport sector, and to serve as a forum for networking, recruitment, information exchange, training, and mentorship opportunities for women.
Initially, the WiT network will cover only the Europe and Central Asia and the Middle East and North Africa regions, but it is expected to gradually expand into a global initiative.
“When transport services are inclusive, economies thrive. Yet, as this joint report and our work at the EIB reveal, few transport companies fully leverage policies to better attract, retain and promote women,” Laura Piovesan, the European Investment Bank (EIB)’s Director General of the Projects Directorate, said in a release. “The Women in Transport Network enables us to unite efforts and scale impactful solutions - benefiting women, employers, communities and the climate.”