An economic activity index for the material handling sector showed mixed results in December, following strong reports in October and November, according to a release from business forecasting firm Prestige Economics.
Specifically, the most recent version of the MHI Business Activity Index (BAI) showed December contractions in the areas of capacity utilization, shipments, unfilled orders, inventories, and exports. But on the upside, there were expansions in business activity, new orders, and future new orders.
The report gave an array of reasons for those quantitative results, judging by respondents’ accompanying “qualitative responses.” That part of the survey included positive references to lower interest rates, the clear outcome of the election, and improved abilities to retain workers. But those were counterweighed by downside mentions featuring multiple references to tariffs, reflecting broad skepticism in the business community to trade threats made by the incoming Trump administration.
Looking into the future, forecasts for a drop in interest rates and a likely accompanying drop in the dollar are likely to support material handling and manufacturing, which have been held back in recent quarters by high interest rates and a strong dollar, the report from Austin, Texas-based Prestige Economics found.
Likewise, hiring ease was strong in the survey, as a record high 81% of respondents reported hiring in December was “easier” than in November. That improved ease of hiring will be particularly important as the “new orders” category is likely to rise in the year ahead, the report found.
Atlanta, GA, Feb 6, 2025 - Today Exotec®︎, a global warehouse robotics provider, announced the commercial launch of the Next Generation of Skypod®︎ system with higher performance, improved storage density, and advanced software features.
The Next Generation of Skypod comes with a number of design improvements including a new and more compact Skypod robot, a workstation for robot-to-robot picking, high-throughput Exchanger, and denser storage. These redesigns combined with new software features improve the throughput at a single workstation by 50% while also enhancing storage density up to 30% compared to the previous generation.
The key differentiator for the Next Generation of Skypod is the ability to handle both each and case picking, positioning Exotec to better address multichannel needs with a single solution. The system also natively supports a number of value-added logistics features that traditionally require external equipment and complex subsystems. This not only enables customers to simplify the flow of goods through the warehouse, but also significantly shrinks the system footprint by cutting down the need for conveyors, sorters, external storage, and packing stations.
Specifically, the Next Generation of Skypod supports:
Integrated Buffer: Next-Gen Skypod handles buffering within the system. Following order preparation at the Workstation, completed or semi-completed orders get automatically stored inside the racks until they are ready for outbound, or further consolidation. This helps reduce the need for staging areas or any other external buffer systems.
Perfect Sequencing: Next-Gen Skypod handles strict outbound sequencing prior to ejecting orders by using robots and the Exchanger. The robots group orders and deliver them in a specific arrangement to the Exchanger, which then routes the orders to outbound. This enables precise loading of pallets, containers, or trucks based on delivery routes, store planograms, or other unloading requirements, all without the need for external sorting equipment.
Pick-and-Pack: Next-Gen Skypod handles packing as an integrated part of the picking process. Operators pick directly into fulfillment containers, removing the need for manual packing operations downstream. This functionality pairs extremely well with right-size packaging solutions. These solutions can be integrated with Next-Gen Skypod to enable picking into right-size containers, significantly cutting last-mile costs.
“When designing the Next Generation Skypod, our goal was to create a solution that would set the industry standard of operational excellence and elegance for the next decade and beyond," said Romain Moulin, CEO and co-founder of Exotec. “We’re already seeing our customers reimagine their entire supply chain around the transformative capabilities of this innovation, from combining case and each picking operations to leveraging outbound sequencing to improve transportation costs. Witnessing this level of impact has been incredibly rewarding.”
Exotec developed the Next Generation of Skypod in response to evolving market needs and feedback from the existing customer base, which increasingly demands warehouse robotics to address a wider range of processes within the warehouse walls. Over the past two years, Exotec has sold and deployed the Next Generation Skypod system globally in stealth mode. The company has successfully secured over 20 projects worldwide, totaling $400M to customers including Oxford Industries (Tommy Bahama, Lilly Pulitzer, Southern Tide, etc.), Grainger, and E.Leclerc to strengthen their supply chain operations.
“We chose Exotec for its storage density and its operational flexibility. Robotic advancements have enabled us to set up a larger buffer area for prepared orders within the system,” said Maxence Maurice, CEO E. Leclerc Seclin. “Previously, I estimated that the customer journey, from arriving at the drive to leaving with their groceries, took between 10 and 15 minutes. Today, with the Exotec solution, it takes less than 5 minutes.”
For more information on the Next Generation of Skypod system, please visit www.exotec.com.
###
About Exotec Exotec is a global warehouse robotics company powering the world's largest brands. The company combines the best of hardware and software to offer elegant warehouse robotic systems that drive operational efficiency, add resiliency, and improve working conditions for warehouse operators. 50+ industry-leading brands including Gap Inc., Carrefour, Decathlon, and UNIQLO trust Exotec to improve their operations across 100+ sites worldwide.
As commodities go, furniture presents its share of manufacturing and distribution challenges. For one thing, it's bulky. Second, its main components—wood and cloth—are easily damaged in transit. Third, much of it is manufactured overseas, making for some very long supply chains with all the associated risks. And finally, completed pieces can sit on the showroom floor for weeks or months, tying up inventory dollars and valuable retail space.
In other words, the furniture market is ripe for disruption. And John "Jay" Rogers wants to be the catalyst. In 2022, he cofounded a company that takes a whole new approach to furniture manufacturing—one that leverages the power of 3D printing and robotics. Rogers serves as CEO of that company, Haddy, which essentially aims to transform how furniture—and all elements of the "built environment"—are designed, manufactured, distributed, and, ultimately, recycled.
Rogers graduated from Princeton University and went to work for a medical device startup in China before moving to a hedge fund company, where he became a Chartered Financial Analyst (CFA). After that, he joined the U.S. Marine Corps, serving eight years in the infantry. Following two combat tours, he earned an MBA from the Harvard Business School and became a consultant for McKinsey & Co.
During this time, he founded Local Motors, a next-generation vehicle manufacturer that launched the world's first 3D-printed car, the Strati, in 2014. In 2021, he brought the technology to the furniture industry to launch Haddy. The father of four boys, Rogers is also a director of the RBR Foundation, a philanthropic organization focused on education and health care.
Rogers spoke recently with DC Velocity Group Editorial Director David Maloney on an episode of the "Logistics Matters" podcast.
Q: Could you tell us about Haddy and how this unique company came to be?
A: Absolutely. We have believed in the future of distributed digital manufacturing for a long time. The world has gone from being heavily globalized to one where lengthy supply chains are a liability—thanks to factors like the growing risk of terrorist attacks and the threat of tariffs. At the same time, there are more capabilities to produce things locally. Haddy is an outgrowth of those general trends.
Adoption of the technologies used in 3D printing has been decidedly uneven, although we do hear about applications like tissue bioprinting and food printing as well as the printing of trays for dental aligners. At Haddy, we saw an opportunity to take advantage of large-scale structural printing to approach the furniture and furnishings industry. The technology and software that make this possible are already here.
Q: Furniture is a very mature market. Why did you see this as a market that was ripe for disruption?
A:The furniture market has actually been disrupted many times in the last 200 years. The manufacturing of furniture for U.S. consumption originally took place in England. It then moved to Boston and from there to New Amsterdam, the Midwest, and North Carolina. Eventually, it went to Taiwan, then China, and now Vietnam, Indonesia, and Thailand. And each of those moves brought some type of disruption.
Other disruptions have been based on design. You can look at things like the advent of glue-laminated wood with Herman Miller, MillerKnoll, and the Eames [furniture design and manufacturing] movement. And you can look at changes in the way manufacturing is powered—the move from manual operations to machine-driven operations powered by steam and electricity. So the furniture industry has been continuously disrupted, sometimes by labor markets and sometimes by machines and methods.
What's happening now is that we're seeing changes in the way that labor is applied in furniture manufacturing. Furniture has traditionally been put together by human hands. But today, we have an opportunity to reassign those hands to processes that take place around the edges of furniture production. The hands are now directing robotics through programming and design; they're not actually making the furniture.
And so, we see this mature market as being one that's been continuously disrupted during the last 200 years. And this disruption now has a lot to do with changing the way that labor interacts with the making of furniture.
Q: How do your 3D printers actually create the furniture?
A:All 3D printing is not the same. The 3D printers we use are so-called "hybrid" systems. When we say hybrid, what we mean is that they're not just printers—they are holders, printers, polishers, and cutters, and they also do milling and things like that. We measure things and then print things, which is the additive portion. Then we can do subtractive and polishing work—re-measuring, moving, and printing parts again. And so, these hybrid systems are the actual makers of the furniture.
Q: What types of products are you making?
A: We've started with hardline or case goods, as they're sometimes known, for both residential and commercial use—cabinets, wall bookshelves, freestanding bookshelves, tables, rigid chairs, planters, and the like. Basically, we've been concentrating on products that don't have upholstery.
It's not that upholstery isn't necessary in furniture, as it is used in many pieces. But right now, we have found that digital furniture manufacturing becomes analog again when you have to factor in the sewing process. And so, to move quickly and fully leverage the advantages of digital manufacturing, we're sticking to the hardline groups, except for a couple of pieces that we have debuted that have 3D-printed cushions, which are super cool.
Q: Of course, 3D printers create objects in layers. What types of materials are you running through your 3D printers to create this furniture?
A: We use recycled materials, primarily polymer composites—a bio-compostable polymer or a synthetic polymer. We look for either recycled or bio-compostable [materials], which we then reinforce with fibers and fillers, and that's what makes them composites. To create the bio-compostables, we marry them with bio-fibers, such as hemp or bamboo. For synthetic materials, we marry them with things like glass or carbon fibers.
Q: Does producing goods via 3D printing allow you to customize products easily?
A: Absolutely. The real problem in the furniture and furnishings industries is that when you tool up to make something with a jig, a fixture, or a mold, you tend to be less creative because you now feel you have to make and sell a lot of that item to justify the investment.
One of the great promises of 3D printing is that it doesn't have a mold and doesn't require tooling. It exists in the digital realm before it becomes physical, and so customization is part and parcel of the process.
I would also add that people aren't necessarily looking for one-off furniture. Just because we can customize doesn't mean we're telling customers that once we've delivered a product, we break the digital mold, so to speak. We still feel that people like styles and trends created by designers, but the customization really allows enterprise clients—like businesses, retailers, and architects—to think more freely.
Customization is most useful in allowing people to "iterate" quickly. Our designers can do something digitally first without having to build a tool, which frees them to be more creative. Plus, because our material is fully recyclable, if we print something for the first time and find it doesn't work, we can just recycle it. So there's really no penalty for a failed first printing—in fact, those failures bring their own rewards in the form of lessons we can apply in future digital and physical iterations.
Q: You currently produce your furniture in an automated microfactory in Florida, with plans to set up several more. Could you talk a little about what your microfactory looks like and how you distribute the finished goods?
A: Our microfactory is a 30,000-square-foot box that mainly contains the robots that make our furniture along with shipping docks. But we don't intend for our microfactories to be storage warehouses and trans-shipment facilities like the kind you'd typically see in the furniture industry—all of the trappings of a global supply chain. Instead, a microfactory is meant to be a site where you print the product, put it on a dock, and then ship it out. So a microfactory is essentially an enabler of regional manufacturing and distribution.
Q: Do you manufacture your products on a print-to-order basis as opposed to a print-to-stock model?
A: No. We may someday get to the point where we receive an order digitally, print it, and then send it out on a truck the next day. But right now, we aren't set up to do a mini-delivery to one customer out of a microfactory.
We are an enterprise company that partners with architects, designers, builders, and retailers, who then distribute our furnishings to their customers. We are not trying to go direct-to-consumer at this stage. It's not the way a microfactory is set up to distribute goods.
Q: You've mentioned your company's use of recycled materials. Could you talk a little bit about other ways you're looking to reduce waste and help support a circular economy?
A: Yes. Sustainability and a circular economy are really something that you have to plan for. In our case, our plans call for moving toward a distributed digital manufacturing model, where we establish microfactories in various regions around the world to serve customers within a 10-hour driving radius of the factory. That is a pretty large area, so we could cover the United States with just four or five microfactories.
That also means that we can credibly build our recycling network as part of our microfactory setup. As I mentioned, we use recycled polymer stock in our production, so we're keeping that material out of a landfill. And then we tell our enterprise customers that while the furniture they're buying is extremely durable, when they're ready to run a special and offer customers a credit for turning in their used furniture, we'll buy back the material. Buying back that material actually reduces our costs because it's already been composited and created and recaptured. So our microfactory network is well designed for circularity in concert with our enterprise customers.
A lithium refinery that broke ground this week on construction of a $1.2 billion plant in Oklahoma will soon become one of the nation’s largest factories for producing materials for batteries, according to officials with Connecticut-based Stardust Power Inc.
In December 2024, the company said it had acquired the 66-acre site for the refinery in Muskogee, Oklahoma, as well as the right of first refusal for future expansion on an adjacent 40-acre parcel of land. In choosing those plots, it cited the location’s proximity to the country’s largest inland waterway system, robust road and rail networks, and a skilled workforce rooted in the oil and gas sector.
Up next, the project will be developed in two phases, with the first phase focused on constructing a production line capable of producing up to 25,000 metric tons per annum. The second phase will add a second production line, bringing the total capacity to 50,000 metric tons per annum.
As it moves into the construction stage of the project, the company said it would follow sustainable standards, including responsible corporate practices, climate action, and the energy transition. “Our lithium refinery will be crucial for addressing U.S. national security and supply chain risks. By onshoring critical mineral manufacturing, we are helping to sustain America’s energy leadership,” Stardust Power Founder and CEO, Roshan Pujari, said in a release. “At a time when foreign entities of concern are attempting to consolidate critical minerals, Stardust Power is proud to play a key role in safeguarding American interests and supporting Oklahoma’s local economy,” Pujari said.
Local officials cheered the project for the hundreds of jobs it is projected to create once fully operational, and for its role in helping strengthen the U.S. supply chain for critical minerals by reducing the nation’s reliance on China for the production of critical rare earth elements.
The new cranes are part of the latest upgrades to the Port of Savannah’s Ocean Terminal, which is currently in a renovation phase, although freight operations have continued throughout the work. Another one of those upgrades is a $29 million exit ramp running from the terminal directly to local highways, allowing trucks direct highway transit to Atlanta without any traffic lights until entering Atlanta. The ramp project is 60% complete and is designed with the local community in mind to keep container trucks off local neighborhood roads.
"The completion of this project in 2028 will enable Ocean Terminal to accommodate the largest vessels serving the U.S. East Coast," Ed McCarthy, Chief Operating Officer of Georgia Ports, said in a release. "Our goal is to ensure customers have the future berth capacity for their larger vessels’ first port of calls with the fastest U.S. inland connectivity to compete in world markets."
"We want our ocean carrier customers to see us as the port they can bring their ships and make up valuable time in their sailing schedule using our big ship berths. Our crane productivity and 24-hour rail transit to inland markets is industry-leading," Susan Gardner, Vice President of Operations at Georgia Ports, said.
Chad Hartley has had a long and successful career in industrial sales and marketing. He is currently senior vice president and general manager, conveyance solutions at Regal Rexnord, a provider of power transmission and motion control products, particularly for conveyor systems. Hartley originally joined Regal Rexnord in February 2015 and worked in various positions before assuming his current role last January. Prior to that, he spent 14 years with Emerson in a variety of supply chain jobs. Hartley holds an undergraduate degree from Wright State University in Ohio and an MBA from the University of Dayton.
Q: HOW WOULD YOU DESCRIBE THE CURRENT STATE OF THE SUPPLY CHAIN?
A: While still not back to pre-pandemic norms, the supply chain is stabilizing after a few years of unprecedented challenges. Automation is becoming extremely important. Due to supply chain demands, coupled with workforce retention challenges, we’re seeing more of an openness to adopting automated conveyors [and] introducing automation through collaborative robots. Speed and efficiency, along with reliability of the systems, is what it’s all about.
Q: PEOPLE MAY NOT BE FAMILIAR WITH THE PRODUCTS OFFERED BY REGAL REXNORD. HOW WOULD YOU SUMMARIZE THE ROLE YOUR COMPANY PLAYS IN THE INDUSTRY?
A: Our purpose statement says a lot about how we think about our place in the world: Regal Rexnord Creates a Better Tomorrow with sustainable solutions that power, transmit, and control motion. That is the essence of everything we do.
Q: WAREHOUSES ARE TRYING TO REDUCE COSTS BY BECOMING MORE SUSTAINABLE. HOW HAS THIS TREND INFLUENCED REGAL REXNORD’S APPROACH TO SOLUTIONS?
A: Our technologies are at the heart of the industrial powertrain. Creating sustainable solutions alongside our industry partners is a core of what drives our technology advancement. For example, in our gearing division, Bauer Gear Motor’s Permanent Magnet Synchronous Motor technology can increase torque output with less upfront energy, and in a more compact, space-saving design. The ModSort Divert and Transfer Module is a fully electric conveying solution, running on only 24V and quiet enough to have a conversation around.
Q: WHAT ARE YOU DOING TO PROMOTE SUSTAINABILITY AT YOUR OWN COMPANY?
A: We’re very conscious of our own carbon footprint. We see a trend with our customers wanting to do business with companies that are sustainable. We have ESG initiatives in place to ensure we’re being as responsible as we can. We set a goal in 2023 to [achieve] a 10% year-over-year (YOY) reduction in our Scope 1 and 2 greenhouse gas emissions. I’m proud to share that we actually saw a 15.5% YOY reduction. We also retrofitted two manufacturing sites in Europe with solar panels and built a new facility in Mexico with energy-efficiency measures in mind.
Q: MANY COMPANIES HELD ONTO THEIR CASH IN 2024, WAITING TO SEE ABOUT THE ECONOMY AND THE ELECTION. DO YOU THINK MORE COMPANIES WILL LOOK TO UPGRADE THEIR SYSTEMS IN 2025?
A: Many of our industries have been under capital constraints for the past two to three years. I believe that this will have to change over the coming one to two years. There is a lot of pent-up demand, and as interest rates drop, this will help spur that investment.