In Großzöberitz, Saxony-Anhalt, door and gate manufacturer Teckentrup produces steel doors and frames on one of Europe’s longest production lines. Around 1,500 to 2,000 doors roll off the production line every week. This requires a logistical masterpiece every single day. A total of 30 Clark electric forklifts, which prove their worth in all areas of the factory, make a significant contribution to this. The Clark fleet is a prime example of how emission-free, low-maintenance handling can be successfully implemented in industrial door production.

Teckentrup GmbH & Co. KG, headquartered in Westphalia and with production facilities in Saxony-Anhalt, is one of the largest manufacturers of doors and gates in Europe. As an expert in customised door and gate solutions, Teckentrup offers high-quality, customer-focused products in the home (garage doors), professional (functional doors) and industrial (industrial doors) sectors. The company works with its partners to develop tailor-made solutions and enjoys both national and international success.

Industrial customers

Teckentrup currently has a high vertical range of manufacture of 90 per cent. With around 900 employees and a network of European subsidiaries and partners, the company has extensive market knowledge and develops doors that are precisely tailored to country-specific requirements. The focus is on the development and production of high-quality industrial doors and functional sheet steel doors, which are specially manufactured for use in fire, sound, burglary and smoke protection. Requirements have increased significantly in recent years due to stricter regulations and an increased need for security.

“As a medium-sized, owner-managed company, we are flexible, provide individual customer service and meet high requirements,” explains Peter Handrich, Head of Supply Chain Management at Teckentrup in Großzöberitz. “We are the market leader in terms of approval depth and technical specifications, especially when it comes to safety issues such as fire protection or special constructions.”

Digitalisation plays an important role in accelerating and streamlining work processes. “Teckentrup is driving forward digital solutions in all areas of the company, with a focus on sales and production,” explains Handrich. “Our online configurator TEO, for example, allows doors and gates to be configured quickly and in a user-friendly manner in accordance with standards, and construction projects to be planned efficiently,” he adds. “A new import function makes it possible to read, analyse and process service specifications at the touch of a button.”

High demands on functional doors

In Zörbig Teckentrup operates a factory built in 1990 and continuously modernised and expanded to produce steel doors – in particular fire doors, tubular frame doors, roller shutters and frames. “Here, industrial doors are manufactured largely automatically in two shifts,” explains Handrich. “Due to rising production figures of around 100,000 doors and 5,000 roller shutters per year, the capacity in the powder coating area at the Großzöberitz plant was expanded in 2023 with a new system and the manufacturing processes were restructured.”

Teckentrup is currently planning two new production lines for frames and a new mat hall for the manufacture of fire doors. Sustainability plays a major role: the roof of the production hall in Großzöberitz is equipped with a PV system with a total capacity of 1000 kWp for generating the company’s own electricity. When the decision was made to purchase new industrial trucks, it was clear that only environmentally friendly electric forklifts would be considered.

Sustainability and safety in the truck fleet

“We tested several competing vehicles, but I liked Clark’s ‘green’ one best and it won us over – not because of the colour,” laughs Handrich, “but because of its good performance data and high user-friendliness.” The close cooperation with Clark’s partner P&H Gabelstapler und Baumaschinen was also a decisive factor. “P&H had already provided us with good advice and support with the Clark gas forklifts,” says Handrich. Marcel Krämer, Head of Maintenance, can only agree: “The Clark forklifts and P&H have become indispensable in our factory.”

Currently, 30 Clark electric forklifts are in use in Großzöberitz – including 27 GEX 20-30 electric forklifts with a load capacity of 2 and 3 tonnes and one GEX 50 electric forklift with a load capacity of 5 tonnes and a special triplex mast with a lifting height of 8.50 metres. The vehicle is mainly used for maintenance work, for example on the PV system. Two new Clark SE20 (48 volt) and SE30 (80 volt) electric forklifts were recently purchased. With a load capacity of 2 and 3 tonnes, these forklifts offer the perfect combination of ergonomics, safety and high handling performance. The compact forklifts are very manoeuvrable and ideal for indoor and outdoor use. With a steering angle of 101° (zero steer turn axle), they prove particularly useful in narrow aisles or space-critical work areas, as they can turn almost on the spot.

Occupational health and safety are high priorities at Teckentrup. Management also listens to its employees. “Our forklift drivers should feel comfortable on their forklifts, because good ergonomics increase productivity,” says Peter Handrich. It was therefore important that the electric forklifts had an ergonomic driver’s seat and intuitive controls. Restraint systems from IWS provide additional safety. The IWS ‘Pilot Protector’ restraint system consists of gas-pressure-sprung swing doors that protect the driver in the event of the vehicle tipping over sideways.

Lead-acid instead of lithium-ion batteries

All Clark electric forklifts are equipped with lead-acid batteries. Teckentrup made a conscious decision against lithium-ion technology. “The use of Li-ion batteries is not cost-effective in our factory,” explains Krämer. “We have the time to charge batteries because our logistics operate on a single shift basis.” The site uses high-frequency charging technology so that vehicles are quickly ready for use when needed. “We have the space for the charging infrastructure. Lead-acid batteries have a long service life – often well over ten years – even with around 1,000 operating hours per year in single-shift operation,” adds Krämer.

Tailored to the task

Clark forklifts are used in all areas of the plant, from goods receipt and dispatch to truck loading and unloading. They distribute goods within the plant and supply the production lines with materials. Raw materials are delivered on coils or pallets and transported to the relevant consumption points. Larger coils are moved by crane; smaller coils and palletised goods are transported to their destination by forklift. The hydraulic fork adjustment ensures that the forks of the forklift can be adjusted from pallet to coil transport.

The material for current production is kept ready to hand at the workstations. Clark forklifts also ensure that supplies are replenished. The lead time from ordering a door solution to delivery is approximately 4-5 weeks for standard solutions. The finished doors are stored in a cantilever trolley in the warehouse or transported by forklift to the shipping department, where they are packaged. The forklifts responsible for picking the goods are equipped with a tablet so that picking can be carried out paperless via the merchandise management system.

“Our goal at our plant in Großzöberitz is to make industrial door and gate production as efficient and sustainable as possible – from resource-saving production and in-house power generation to emission-free and smooth logistics processes. Our partner Clark also makes an important contribution to this,” concludes Handrich.

The post Wheels for Steel appeared first on Logistics Business.

What advice would you give to facilities managers who want to take a more proactive approach to maintenance and repairs this year?

“The key is to not wait for minor issues to become major problems. Seasonal changes, particularly the colder, wetter weather in winter, often leads to damage and hazards. Scheduled inspections and checklists for floors, steps and drainage points can prevent costly accidents and disruption.

“Using the right materials from the outset also makes a huge difference. Durable industrial floor coatings, e.g. Watco’s ‘Epoxy Gloss Coat’ help protect high-traffic areas, while anti slip coatings such as our ‘Safety Coat’ can be applied to the floor around entrances, ramps and wash-down zones to reduce slip risk from surface water. For small areas of surface damage, fast-setting repair solutions allow teams to carry out repairs quickly and get areas back into use with minimal downtime.”

How should warehouse layouts be reviewed to improve safety and flow efficiency? Is zoning essential?

“Warehouse layouts should be reviewed regularly, especially when operations change or new equipment is introduced. Many sites evolve organically over time, which can create pressure points where pedestrians, forklifts and automated vehicles meet. These areas not only slow operations down but also increase the risk of collision accidents.

“I do believe that zoning is essential for safe, smooth-running facilities today. Introducing clear pedestrian paths, and categorising facility areas based on usage e.g. parking bays and storage areas helps to ensure clear boundaries and safer behaviour.

“We offer both paint and tapes for teams to identify whether they want to line mark a boundary on the floor, or paint the whole section in a designated colour for illustrating zones. Watco’s ‘Epoxicote High Build’ and ‘Safety Tapes’ are ideal for defining zones quickly and clearly as they can be applied with minimal operational disruption. Observing how people and vehicles actually move through the warehouse is also important; layouts should reflect real-world use, not just plans on paper.”

How can health & safety costs in warehousing be monitored and evaluated?

“Many operators focus on direct costs such as PPE or training, but the indirect costs can be far greater. Lost time, damaged goods, insurance claims and reputational impact all add up quickly. Tracking near-misses, minor injuries and urgent repair requests provides valuable insight into underlying issues and helps prioritise investment.

“For example, repeated floor repairs in the same location often indicate that a more permanent solution is needed. Logging defects, repairs and associated downtime allows operators to identify trends, justify preventative spend and, over time, reduce both maintenance demands and overall health and safety costs.”

How do you recommend FMs get on top of flooring inspections and repairs?

“The most effective way to get on top of flooring inspections and repairs is to build them into everyday routines. Assigning responsibility for inspections e.g. a checklist that is tackled by a rota, ensures issues are spotted consistently, not just when problems become obvious.

“Inspections should focus on high-traffic routes, loading bays and areas exposed to moisture or chemicals, with findings logged so recurring issues can be tracked and prioritised. Smaller areas of surface damage such as hairline cracks, loose edges or shallow holes should be addressed quickly, before they develop into larger, more disruptive repairs.

“Planning for frequent, small-scale repairs also makes a difference. Using fast-curing repair materials allows work to be carried out in live environments with minimal disruption, which removes one of the main barriers to acting early.”

Warehouse floor paint

We talk a lot about warehouse automation, but many distribution centres are still untidy and cluttered. How can that be avoided?

“Automation doesn’t remove the need for good housekeeping – in fact, it makes it even more critical. Automated systems rely on clear routes, smooth floor conditions, and well-defined zones. Cluttered floors, damaged markings or poorly stored pallets can quickly undermine the benefits of automation.

“Avoiding this comes down to culture and clarity. Visual management, such as clear line markings and signage reinforces expectations. Temporary overflow should not become permanent, and regular audits help maintain standards. When staff understand the ‘why’ behind keeping areas clear, compliance improves and automated systems can deliver maximum value.”

How much downtime is typically involved in line marking, re-painting, matting, and taping work in warehouses?

“Downtime is often the biggest concern, but modern materials and methods have reduced disruption dramatically. Many line marking paints and floor coatings are fast-curing and can withstand traffic within two hours. Work can also be phased or carried out in quieter shifts to minimise operational impact.

“Similarly, high-quality matting and surface treatments can be installed quickly, providing immediate safety and efficiency benefits. The short-term inconvenience is minor compared to the long-term gains: reduced accidents, fewer urgent repairs, and a more productive warehouse.”

The post A Lick of Paint for Warehouses appeared first on Logistics Business.

At the International Robot Exhibition in Tokyo humanoids stole the show once again. Machines that walk, grip, and gesture like us have an undeniable magnetism, part science fiction promise, part genuine engineering marvel. Yet behind the spectacle, logistics leaders are asking whether these machines deliver demonstrable ROI, or if the industry is chasing a compelling idea that cannot yet scale.

Investment banks are certainly bullish. Morgan Stanley forecasts a global humanoid robot market worth $5 trillion by 2050, with deployment rates eventually reaching one machine for every ten humans. Those forecasts may well prove directionally right over decades. But logistics buyers don’t invest on 2050 narratives, they invest based on what can be deployed, integrated, and scaled in the next 12–24 months.

Innovation is only real when scaled

I’ve had countless conversations with CEOs in this industry who express frustration about being trapped in endless pilots and struggling to achieve meaningful traction. The pattern is familiar; exciting technology, impressive demonstrations, but no clear path to the kind of measurable, referenceable customer value that drives genuine adoption. What’s changed in warehouse automation is that customers are no longer rewarding novelty, they’re rewarding repeatable, referenceable outcomes delivered fast, in brownfield sites, under real volatility.

While there has become a hyperfocus on humanoids, most of the attention is driven by the fact that they generate a big reaction. We live in a world where reaction doesn’t equate to return on investment. Tim Tetzlaff, Global Head of Digital Transformation at DHL, captured this dynamic perfectly when he said: “Innovation is only real when scaled. Otherwise, it’s just a nice idea.” Too many robotics companies have compelling ideas but struggle to scale effectively, missing the chance to create meaningful customer impact. In practice, the winners in this cycle are the firms that scale through software-defined flexibility, not the ones chasing the most cinematic demo.

There’s a real risk that funding will dry up as ambitions collide with reality. Training robots through thousands of hours of simulation can produce impressive physical capabilities, but it grants them little genuine understanding of how the real world actually works. Warehouses are messy, stochastic environments: congestion, mixed Stock Keeping Units (SKUs), shifting priorities, human variability, and peak swings that don’t show up in lab conditions. Physical AI only becomes meaningful when systems learn from millions of real tasks in production. Purpose-built fleets do that every day, they don’t just learn how to move, they learn how the operation actually behaves. Purpose-built warehouse robots accumulate vast operational experience in the environments they are designed to serve. They know the warehouse floor because they have worked it.

The Gap Between Demo and Deployment

This gap between demonstration and deployment is the crux of the matter. Promotional videos may show humanoids performing acrobatic feats, but none can yet walk into an unfamiliar warehouse and reliably execute the complex, repetitive tasks that drive logistics operations. The most advanced humanoid models on the market today are still positioned as research platforms rather than production ready solutions. Production environments don’t just need a capable robot, they need an orchestration layer that can integrate with Warehouse Management Systems (WMS), Enterprise Resource Planning (ERP), and Manufacturing Execution Systems (MES), balance priorities in real time, and keep performance stable through peak periods.

As such, I expect 2026 to bring a wave of consolidation across the robotics sector, as companies locked into humanoid development face mounting pressure to demonstrate tangible commercial value. We’ll see the hype start to fade as customers and investors demand real world results, creating an environment where only the purpose built will survive.

The Opportunity in Front of Us

Here’s the reality that often gets lost in the humanoid excitement, we estimate that less than ten percent of warehouses globally have sufficient levels of automation today. The opportunity isn’t to build robots that look like humans. It’s to build the right solutions for the right tasks. That’s also why flexible automation is winning: operators want capability they can deploy in weeks, scale up or down, and reconfigure when volumes or product mix shift. In a world of uncertainty, adaptability is the real throughput advantage.

At Locus Robotics, we’ve moved beyond Person-to-Goods automation to define an entirely new category: Robots-to-Goods. Robots can now autonomously pick, move, and replenish inventory, performing tasks that previously required multiple human touches. But the hardware is only one piece of the puzzle. The real breakthrough comes from integrating Agentic AI with Physical AI to create systems that sense, decide, and act as one. The value isn’t one heroic robot, it’s a software-defined operation that keeps improving because it learns from the work. Warehouses become cohesive ecosystems rather than disconnected islands of automation.

The Financial Times suggests Japan, with its shrinking population and cultural openness to robotics, could become one of the first major democracies to experiment with widescale humanoid adoption. Perhaps. But for logistics leaders making investment decisions today, the question is not whether humanoid robots are impressive, they unquestionably are, but whether they can deliver the demonstrable, referenceable ROI that operations demand. Purpose built robotics already can and already do.

The post Humanoid Hype? Get Real appeared first on Logistics Business.

The intralogistics sector has faced its share of challenges in recent years, 2025 being no exception. Tatsuya Akashi, President of Itoh Denki Europe, described it as “a quite tough year for the industry. We had very sluggish market investment because of France had a problem with the government, and Germany was not doing so well due to energy issues. Overall, it was a tough year.”

Even the UK, he noted, had seen economic efficiency fall, with major Japanese companies relocating their European headquarters to the continent rather than remaining in England. Yet amidst the difficulties, Eastern Europe, particularly Poland, Czechia, and Hungary, had experienced a manufacturing boom. “Poland and some of the Eastern Europe has boomed a lot, kind of becoming the centre of manufacturing of Europe,” he told me. Akashi highlighted that, despite these challenges, Itoh Denki Europe had experienced growth.

“Luckily, we gained back quite a lot of large projects, and we did above 10%… all the other surrounding companies said ‘You’re so lucky that you have 10% growth!’ Industry was pretty bad.”

A major focus for the company is helping customers increase their profitability. Akashi explained: “First of all, increase the value for money for our products. There are a lot of very cheap Chinese brands of motor rollers coming in. But when we look at durability, and also how we are increasing our speed or torque or other specifications, we are selling a much higher quality product at the same price.” He added that the company’s modules, such as the Multi Angle Ball Sorter, had become a driving force in Europe. “Instead of spending huge money on a cross-belt sorter or slidechute sorter, they can make a very simple sorter based on our MABS module… the cost is around half or one-third of having a huge cross-belt sorter,” he said. Maintenance is simple and quick, often just five minutes of downtime, which delivers clear benefits to both integrators and end users.

Competing with Cheap Imports

Local presence and service are equally important in competing with cheaper imports. “In the case of MDR or a slave roller, the cost itself is just around €10 euro. If you buy from China, maybe it’s €7, but then if you have a shortage and have to bring it by air shipment, it costs €50. So with something very cheap and heavy, you shouldn’t do it in China. You should do it somewhere close to Europe,” Akashi explained. Quick delivery, he said, ensures that downtime is eliminated and operations remain smooth. One example he gave was a leading global e-tailer (yes, THAT one!) where a cheaper solution would have caused nearly two days of conveyor stoppage, equating to potential losses of around €2 million. “If they were using ours, they could come back on in 10 minutes,” he said.

Artificial intelligence is also being integrated into Itoh Denki’s operations. “When we design some control software nowadays, we partly use AI… when we want to do preventive maintenance or control the box moving style… we could use AI to better control our programme and make the programme faster,” Akashi said. While AI is currently an enhancer of automation, he sees substantial future potential as more end users shift from manual work to automated solutions.

Carbon Reduction

Sustainability is another priority. Akashi stressed the company’s strength in enabling carbon reduction, not only through more energy-efficient products but by optimising operations. “If they use our motorised roller, because we do the run-on-demand, it means… only three blocks are moving out of 100. Thanks to this run-on-demand technology, you can save up to 60% electricity… using Itoh Denki product, which is the enabler of the final carbon footprint. Here we are very strong pride in our company,” he said.

Akashi (pictured, below) also discussed the heritage of Japanese engineering. “One thing I can say is in the B2B area, especially if it is… common motor, there’s a lot of okay-level cheap Chinese motors. But we are making a dedicated motor for this industry, which is high torque but low speed… Japan is absolutely number one,” he said.

Looking ahead, the company continues to focus on innovation and customer engagement. Its Amsterdam technology centre allows northern European clients to test products with their own totes. Customisation is fast, with minor adjustments taking just two weeks. Akashi also highlighted new developments to be showcased at LogiMAT, including the flexible noise-arrest roller, which can carry smaller products and reduce maintenance demands.

Reflecting on success, Akashi summarised the company’s philosophy:

“We become smiling when our good technology is adopted and contribute to society. It means a big satisfaction of the end user, our OEM partners, but also we can make our business grow and certain level of high profitability can be kept.”

The post Driving Efficiency and Innovation in Conveying appeared first on Logistics Business.

At its National Distribution Centre in Nieuwegein, Jumbo and WITRON unveil a concept that redefines the role of modern logistics hubs. The focus: speed, availability, and agility. Covering 40,000 square meters, the facility supplies over 725 stores in the Netherlands and Belgium with nearly 3,000 different fresh and ultra-fresh items, including dairy products, a wide selection of cheese, meat products, tapas, salads, chilled beverages, and much more. At an ambient temperature of +2 degrees Celsius, more than one million units can be picked daily using OPM (30 COM machines), AIO, and CPS modules. A fully automated shipping buffer ensures just-in-time dispatch of store-friendly stacked roll containers to the markets.

The fresh distribution centre marks the second successful collaboration between Jumbo and WITRON, following a high-performance dry goods facility. Equipped with OPM (31 COM machines), DPS, and CPS, this site can pick up to 565,000 cases on a peak day from a range of 14,300 items.

DC Heart of Supply Chain

The Dutch retail group faced a series of challenges that necessitated the construction of one of Europe’s most ambitious logistics platforms. These challenges included expected labour shortages in the future, expanding assortments in both the dry and fresh food sectors, rising consumer expectations – especially for fresh products – and growing demand for speed in both stores and online channels. Today, the highly automated fresh logistics centre in Nieuwegein, designed and implemented by WITRON as a lifetime partner, serves as the strategic centrepiece of a supply chain that is seamlessly orchestrated, adaptive, and more customer-focused than ever before. Because the consumer is the true pacesetter.

Mechanics and IT

The central distribution centre for fresh products (CDC) is designed for a daily peak capacity of 1.06 million picking units. A modular expansion for future growth has already been considered in the overall concept. All logistics areas are connected by a conveyor network that includes more than 670,000 pallet, tray, and tote storage locations, as well as 120 stacker cranes. Everything is controlled by a highly functional WITRON warehouse management system. All IT and mechanical components have been designed, manufactured, and put into operation by WITRON.

Labour, Range, Freshness

When Jumbo began shaping the future of its supply chain a few years ago, it became clear that existing structures could not meet the challenges ahead. “We expected to face challenges in the labour market, anticipated a growing number of SKUs, and set out to fundamentally redesign our fresh logistics with a clear focus on maximum customer service, freshness and sustainability,” recalls Karel de Jong, Supply Chain Director at Jumbo. The company aimed to broaden its SKU portfolio, sharpen assortment differentiation, and drive greater agility across its fresh logistics operations. At the same time, regional warehouse space became increasingly constrained as the product range continued to expand. The solution developed focused on centralizing, automating, and streamlining processes.

Precise time management is of critical importance, especially in the ultra-fresh segment. Temperature, daily operations, and weather conditions immediately impact volume.

“For us, agility means being able to respond very quickly to changing demands. A shift in weather means a shift in demand, and we need to be ready to respond,” says de Jong. “Freshness must reach the consumer’s table without delay – and not remain in the warehouse.”

The project marked a significant shift in WITRON’s internal approach. The warehouse has evolved from a standalone entity into a seamlessly integrated organ within the supply chain orchestra. Johannes Meissner, WITRON’s Technical Managing Director describes the development as follows: “The DC is no longer an isolated system, but an integral part of our customer’s organism. Only then can supply chains truly be optimized.” This transformation turns the warehouse from a pure consolidation and buffering point into a key control instrument. de Jong adds: “However, the DC does not lead the orchestra. The customer does.” Symbolically, he portrays the warehouse as the ‘first violin’ in a finely tuned supply chain orchestra – vital, leading, and setting the tone, but always part of a greater harmony.

Technology in XXL

The Nieuwegein logistics hub, featuring both dry goods and fresh food distribution centres, ranks among WITRON’s largest projects worldwide. It is equipped with more than 60 COM machines, over 1.1 million pallet, tray, and tote storage locations, approximately 200 stacker cranes, and is designed for a maximum capacity of 1.6 million picks per day. With OPM, AIO, CPS, and the automated shipping buffer, the Upper Palatinate team leverages proven technology. It guarantees peak availability, since the DC is the core of supply for Jumbo customers in the Netherlands and Belgium. An onsite service team ensures seamless operation of all IT and mechanical processes.

Both partners emphasize that success is not a matter of machine count, but of the specific requirements within each area of use. How can the system be balanced? Since all items are delivered to the stores on roll containers, seamless coordination between the subsystems is crucial to achieve maximum consolidation and space utilization. According to de Jong: “Success is not about the next machine. It’s about a perfectly tuned overall concept, with a vital role for the operators and control room team.”

Result in the Store

Automation delivers measurable benefits for the stores:
• More SKUs – with an upward trend
• Automated stacking of goods onto roll containers, tailored to the store’s shelf layout
• Consolidation of cases (picked in OPM and CPS) with pieces and totes (picked in AIO)
• Highly efficient, route-optimized truck loading enabled by advanced optimization processes within the automated shipping buffer

As a result, shelves in the store are replenished more efficiently, faster, and with less handling effort. In addition: processes previously managed via direct delivery – such as fresh fish – are now consolidated via Nieuwegein. And thanks to advanced forecast and replenishment processes, Jumbo delivers exactly what the stores truly need. The outcome for customers is enhanced freshness, a perfectly tailored assortment, and faster availability.

Packaging is a Core Competence

Automated processes require standardization, and this is reflected in the way various types of packaging are managed. “That’s why we have trained colleagues who have developed extensive expertise in this area,” says de Jong. Carton design, adhesive properties, stretch film, as well as cardboard and pallet quality are critical for material flow and load stability. WITRON and Jumbo took early action to identify critical packaging and deliver transparency to suppliers. The outcome is enhanced inbound control, resulting in more stable processes within the DC.

Employees at Jumbo were able to adapt effectively to their new tasks, moving from manual operations to an automated production process. Employees were able to gain detailed insights into future tasks within operated systems and engage in extensive exchanges with experienced users. “With a wealth of experience from projects implemented across Europe, North America, and Australia, we can offer customers comprehensive support in this vital field of change management,” emphasizes Meissner.

Technology can be purchased – culture cannot. Jumbo adopted lean principles with the Jumbo Production System (JPS), including shopfloor transparency, shift stand-ups, and a high degree of autonomous problem-solving by employees. Once a day, a central control meeting is held at the very centre of operations – not in an office, but in the work area. “Here, the colleagues analyse the previous day and review the tasks and goals for the upcoming shift. If this half hour goes well, it will be a good day,” says de Jong with a smile.

What measures can be expected next? Jumbo considers the supply chain to be an end-to-end network structure rather than a set of separate warehouses. Integrating stores, connecting with suppliers, optimizing transport routes, and automating processes – including in e-commerce, which is still handled manually today – are key pillars of the future strategy.

“Automation is not a standalone objective, but a tool applied where needed. Variety in our product range continues to define our corporate philosophy – driven by a clear focus on efficiency and economic viability,” states de Jong. Meissner gets straight to the point: “Automation built the foundation. The next chapter is all about end-to-end optimization.”

The post High-performance Warehouse Automation appeared first on Logistics Business.

Autonomous robots

First up is Dr. Marcus Scheunemann, Head of Autonomy for Dexory, who believes the top trend will be the subject of autonomous robots: “2026 will mark a significant step towards full autonomy for robots. Advances in AI paired with increasingly sophisticated robotic control systems are allowing autonomous machines to interpret their surroundings more precisely and manage unpredictable situations better. As these technologies mature together, we will see a noticeable shift in what autonomous robots can reliably handle without human input.

“This shift will pave the way for organisations to operate entire fleets with far less day-to-day oversight. If this pace continues, it’s fair to say we will reach a point where most routine operational tasks could run independently, with only very unusual scenarios still requiring human support. Achieving this level of autonomy within the next two to three years would set a new standard for how autonomous systems perform in real-world environments and represent a significant milestone for the entire robotics sector.”

Warehouse visibility

Todd Boone, Vice President North America, Dexory picked the issue of visibility in warehouses: “In 2026, true warehouse intelligence based on data rather than assumptions will shift from being a novelty to becoming a standard expectation. Customers will increasingly require insights they can act on, drawn from rich and comprehensive data sets rather than simply faster inventory counts.

“As this shift accelerates, the limitations of drone-based solutions will become more apparent because they do not capture enough of the right data to meaningfully influence operations at scale. As warehouse visibility and analytics mature, organisations will expect full-spectrum intelligence, making partial solutions far less viable.”

Agentic warehouses

Divya Gautam, Head of AI, Dexory focuses on agentic AI: “2026 will be the year the warehouse becomes ‘agentic’. The industry will move beyond passive visibility, where AI surfaces endless unprioritised alerts, to active intelligence where autonomous systems interpret context, reasons, and recommend the next best action. Competitive advantage will shift to warehouses that turn raw data into autonomous decision-support by using AI agents that collaborate with human teams to resolve issues faster and more accurately.”

Collaborative agents

Finally, Oana Jinga, Chief Commercial & Product Officer & Co-Founder of Dexory, opted to discuss collaborative agents: “In 2026, multi-AI agent systems will become the backbone of next-generation warehouse automation. Instead of a single monolithic software controlling operations, warehouses will deploy collaborative AI agents — each specializing in tasks such as real-time inventory perception, traffic optimization, predictive maintenance, labour allocation, and exception handling. These agents will communicate continuously with each other and with fleets of autonomous robots, enabling a fluid, self-optimizing warehouse ecosystem.”

8 Areas to optimise

The warehousing industry is evolving faster than ever. Rising customer expectations, growing SKU complexity and global supply chain pressures demand faster fulfilment, better use of space, and uncompromising safety. Yet for many warehouses, inefficiency persists – lost pallets, underused aisles, and inconsistent data updates. The question is no longer if automation drives ROI, but how fast you can capture it.

That’s where optimisation comes in. High levels of stock integrity mean warehouses can operate with faster, more reliable workflows and optimal use of resources. But once inventory health and visibility are firmly in place, the next step is to unlock the full potential of your operations through targeted, AI-driven optimisation strategies.

By enhancing the flow of goods, maximising space utilisation, and refining processes, operations can keep pace with rising demand with precision and speed. Dexory outlines eight areas for warehouse optimisation – from real-time visibility and block stack digitisation to AI-powered consolidation planning and weight restriction monitoring:

1. Inventory integrity as the cornerstone of efficient operations
   High levels of stock integrity mean warehouses can operate with faster, more reliable workflows and optimal use of resources, while enabling confident decision-making and minimising operational disruptions.
2. Real-time visibility that turns blind spots into insights
   Only 6% of logistics companies report full visibility over their operations. This gap can mean missed opportunities, safety risks, and slower fulfilment.
3. Block stack storage visibility without disruption
   What if you could eliminate the blind spots in deep storage areas? No more guessing, lifting, or forklift repositioning. Just evaluating discrepancies in real time, such as missing, miscounted, or incorrectly placed items.
4. Pick face optimisation for smarter cycle counts
   Every day, the WMS generates a cycle count list. You know most of it is wasted effort, but you still have to check every single location. Instead, how about shrinking the cycle, freeing up resources, and finally getting control of your pick face locations with maximum efficiency?
5. Maximising storage utilisation
   AI-powered consolidation planning can identify opportunities to group compatible items together while avoiding conflicts like mismatched batch codes or incompatible products. This reduces wasted space and unproductive travel time between storage locations. Optimal space utilisation and efficient stock handling bolster long-term reputational gains by showcasing operational excellence and dependability.
6. Improved compliance and safety with advanced slotting verification
   Every warehouse faces risks from incorrect slotting. By aligning slotting with both safety and efficiency, warehouses ensure that they remain audit-ready, compliant, and secure.
7. Faster fulfilment, no picking delays
   Poor replenishment leads to picker delays, slow order fulfilment and reduction in storage efficiency. But with advanced robotics and automation systems, warehouses can achieve faster fulfilment and throughput without extra headcount.
8. Weight restriction monitoring for safer, risk-free warehouses
   Overloaded bays and racks put staff and infrastructure at risk. Manual checks are slow, error-prone, and often inconsistent. At the same time, WMS rules are static, they don’t
   prevent live overloads. With the right use of automation, warehouses can ensure risk-free operations where safety is never compromised.

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The past few years have tested the logistics sector, particularly in Europe. Pointing to geopolitical instability, economic uncertainty and reduced investment by major players, Sascha Goly, Global Business Development Manager at Forbo Movement Systems, says: “Especially in the last three or four years, it was not easy. It was difficult years.”

Speaking exclusively to Logistics Business, he adds: “The big companies were not investing at all, especially Amazon. They were going to the sky during Covid, and after Covid, since all the normal stores are opening again, they were not investing that much.” While this slowdown affected suppliers across the industry, Forbo’s diversified presence in food processing and industrial production helped to cushion the impact.

Despite this, Goly is clear that momentum is returning. “We see light at the end of the tunnel,” he said. E-commerce and parcel logistics are beginning to ramp up again, with companies such as FedEx, UPS, DHL and Amazon re-entering the tendering process, albeit at a more measured pace than during the pandemic. Airports, however, represent the most dynamic growth opportunity. While Europe remains relatively quiet, Goly highlighted strong expansion in Asia-Pacific and the Americas. “India and China are building new airports. Singapore will build a new Terminal 5 at Changi Airport. A lot of things are going on, and we really see that this is something that is growing really fast.”

Belting by Sector

Airport projects also illustrate how belting requirements vary by sector. In conventional parcel logistics, suppliers typically engage directly with end users and OEMs. Aviation is more complex. “You have many more parties involved – consultants, engineering companies, sometimes even local governments,” Goly explained. Products must also meet specific regulatory requirements, including flame retardancy and fire safety standards, making the sales and specification process more involved.

Forbo’s position as a global supplier is central to its ability to serve multinational customers:

“If you would like to do business with global key customers – like the big parcel companies, like airports, like all the OEMs – they would like to work together with a real international, global company. Those companies are also global, and they would like to have contacts all around the world.”

For Goly, it is the combination of global reach, long-term relationships and innovation that customers now expect as standard.

When it comes to innovation, sustainability has become the dominant theme. “The main innovation factor is sustainable products,” Goly said, noting that large end users face increasingly strict carbon reduction roadmaps. Forbo’s energy-saving belts have emerged as a key differentiator. “These energy-saving belts are really saving energy costs on the one side, but also they are reducing the CO₂ amount that is going on in a baggage handling system of an airport, for example.”

Crucially, these claims are not left unquantified. Goly described how customers are increasingly demanding clear ROI evidence. “We have a calculator on our website where you can type in the length, the speed of conveyor, the hours of running per day, and it easily displays the savings of CO₂ and also the savings in money, always compared with a standard belt.” He added that Forbo is the only belting supplier with third-party certification verifying both the calculations and the performance of the belts. “This has been certified from the German TÜV, so this is not just greenwashing or a nice marketing thing.”

Reduced Friction

Energy efficiency also translates into operational benefits beyond electricity bills. Reduced friction lowers wear on belts, bearings and motors, extending the lifespan of entire conveyor systems. “We have examples where the temperature was sometimes going down from 65 to 40°C just by using an energy-saving belt,” Goly said. “If you have a system with thousands of motors, and every motor is reduced by 10 or 20 degrees, you can even reduce the power of the air conditioning. All of that is increasing the lifetime of the complete conveyor systems.”

The technology itself is more sophisticated than many assume. While Goly, Pictured below, jokingly described a belt as “a piece of plastic”, he was quick to explain the science behind the performance. “The secret lies in the underside of the belt,” he said. By integrating a permanent lubricant into the belt fabric during manufacturing, friction is reduced over the entire lifetime of the belt. “It stays there over the lifetime of the belt. Even when the belt was running for eight or nine years, it still feels a little bit slippery.”

Looking ahead, Goly sees smart belting and predictive maintenance as the next frontier, though he is realistic about current limitations. “Customers would love to have it, but we are not at the phase where we can say we already have it.” Early steps include QR codes laser-marked onto belts, allowing technicians to access product data, order replacements and contact service teams instantly, reducing downtime and unnecessary site visits.

Regional differences remain relatively minor, according to Goly, with specifications largely consistent worldwide. Cost sensitivity is higher in Asia-Pacific, while North America places less emphasis on environmental considerations, though this may change. “In general, a belt stays a belt. It doesn’t matter on which continent it is.”

Perhaps the biggest misconception Goly encounters is price-focused procurement. “If you buy cheap, you buy twice,” he said. In the context of billion-pound infrastructure projects, belting represents a small fraction of total investment, yet it has an outsized impact on energy use, uptime and lifetime costs. To address this, Forbo has produced a white paper on energy-efficient package handling, including ROI calculations aimed at shifting conversations beyond initial purchase price.

As energy costs remain volatile and sustainability targets tighten, Goly believes the industry is finally catching up with ideas Forbo has been developing for more than a decade. “Now everyone is looking at saving more energy,” he said. “And that’s where we are in a very, very good position.”

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Let’s start with new products – tell us about the new BG Pouch System with AutoDrop function. Specifically, how will it improve operations for customers, and what benefits can they expect?

BG Pouch System with AutoDrop enables fully automatic and contactless unloading of pouches. It is ideal for single-unit handling, but is also capable of combining items in any desired sequence. This improves distribution and reverse logistics across multiple fulfilment and returns operations.

For example, the system can fulfil store replenishment orders to fit the store’s specific layout, increasing productivity and freeing up staff for customer service. It easily accommodates value-added services, such as placing gift cards or greeting cards in an order. It also achieves fast, automated reworking of returns, making items immediately available for resale and significantly reducing handling time and costs.

BG Pouch System with AutoDrop requires approximately 30% less space than conventional picking systems and can be mounted in the ceiling, saving valuable floor space. The modular design also allows the system to be scaled up quickly and easily as needed.

You’re known for pallet packaging technology. What are the benefits of Beumer‘s Stretch Hood technology?

Our patented Stretch Hood is a custom-designed, automated end-of-line solution for packing pallets economically, safely, and automatically. The technology uses cold-stretchable films, which eliminates heat exposure and air-cooling to achieve very low operating costs. It can be implemented as an integrated or stand-alone system and is suitable for diverse applications, from high-value electronics to construction materials.

It offers security, protection, efficiency and versatility. The seal prevents tampering and pilfering, with any attempt to undo the seal being immediately evident. The technology guards against moisture, dirt ingress, spoilage, and damage during storage and transit. Efficiency results from the repeatable accuracy and consistency enabled by automation, also minimising the scope for human error in the critical final packaging phase.

It also has the versatility to apply transparent film for visibility or opaque film for high-value goods where security is paramount.

You’re bringing an Innovation Corner to LogiMAT in March. What can visitors expect from this?

Our Innovation Corner at LogiMAT will showcase the latest advances in robotics, software, and data analytics. This space highlights how cutting-edge technology and proven products combine to deliver real value for intralogistics.

Visitors can explore scalable solutions for warehouse and distribution operations, gain insights into digital transformation strategies, and engage directly with Beumer experts on future trends. The Innovation Corner reflects our broader Innovation Centre concept, which drives R&D and continuous portfolio development to meet evolving industry needs.

Let’s move on to the Customer Diagnostic Centre and its role in optimisation and predictive maintenance. What does that mean in practice? Can you give specific examples of what it does and how operators can deploy it?

Analysing and interpreting operational data is a complex and resource-intensive task that requires serious investment, which can detract from your core business. Beumer Group’s Customer Diagnostic Centre offers logistics companies access to data-driven services and expertise whenever they need it.

Our diagnostic experts monitor and analyse your operational data, anticipate issues and act proactively, remotely or on-site, to support predictive maintenance, process optimisation, and system diagnostics. Individual services range from an emergency hotline to cybersecurity support and can be used in any combination to meet customer needs.

In one instance, data analysis revealed that a customer had unused capacity of 40%, even though they believed they were at their operational limits. Guided by the results, the customer was able to implement efficiencies and meet continuing demand without the need for a major expansion.

You have recently announced new manufacturing facilities in China and India. Could this negatively impact the perception of Beumer as a premium European manufacturer?

Our China and India facilities have been developed to manufacture in line with Beumer’s global standards, ensuring equally high levels of quality and engineering excellence. The high-tech plants are integrated into our worldwide manufacturing network and run by trained teams, delivering the craftsmanship and reliability customers expect from our brand. These sites bring us closer to regional customers, enabling faster delivery and support.

You describe your strategy as “value-driven.” What does this mean in practice for customers?

Our four values – reliable, down-to-earth, ambitious, collaborative – guide decisions and build trust-based and long-term relationships. We never cut corners: we promise only what we can deliver, so systems perform reliably for years. We prioritise long-term partnerships over one-off deals; our customer support accompanies clients across the entire equipment lifecycle. In short, being value-driven aligns every action to create sustainable success, placing trust, superior quality, and long-term outcomes over quick wins.

What is BEAM and what is it for? Can you tell us about recent success stories and what they bring to the Group?

BEAM, launched in 2018, is Beumer’s startup incubator and innovation engine. It systematically builds new, digital business ideas that complement our intralogistics portfolio. We partner with entrepreneurs and internal experts, providing industry know-how, funding, and a safe space to scale.

Two startups now integrated into Beumer are Codept and Elara. Codept (founded 2019) offers a cloud-based logistics integration platform connecting online retailers with 3PLs, streamlining data exchange across shops and warehouse systems and drastically reducing onboarding time and IT effort. Elara (started 2020) is a cloud-based maintenance management software for centralising assets and service activities, enabling predictive maintenance to prevent downtime, optimise spare parts, and lower operating costs through transparency and data-driven insights. Both expand our digital services portfolio.

I saw an interesting quote from, Dr Christoph Beumer, the former CEO and now chair of the Advisory Board: “As a family business, we think in generations, not quarters”. What does this mean? What decisions can you point to that prove this philosophy to customers and prospects?

We judge major decisions by their decade-long impact on our customers and company. As a family-owned business, we reinvest for sustainable growth and innovation rather than maximise short-term profit. This financial prudence gives us independence to make bold, future-oriented investments, such as new factories in China and India.

‘Thinking in generations’ also shapes relationships: we seek lifetime partnerships, not quick sales. Our customer support team supports every installation for its entire life (and beyond), while customer partnerships and employee development are built on trust and longevity. This approach – proven over more than 90 years – keeps Beumer a reliable, forward-looking partner in a (sometimes) uncertain world, year after year and generation after generation.

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While it may have escaped your attention, more and more companies in have decided to pack it up and ship out to a new and different destination. The commercial real estate industry was upended by the pandemic, with offices clearing out to accommodate the safety and convenience of a new generation of home-based ‘remote’ workers. This mass migration, in turn, triggered a wave of chaotic leasing activity that continues buzzing to this day.

There is well-sourced data from Atlas Van Lines’ recent annual corporate relocation survey, which dates back more than five decades. Among the interesting findings in 2025:

• 63% of respondents shared that they intend to bolster their relocation budgets
• The primary driver of corporate relocations is economic conditions (50%)
• Half of all respondents chose to remain in place rather than consider a move
• Nearly a third of all respondents reported a relocation decision in their immediate future

While some corporate relocations are worthy of splashy headlines, there is an unsung hero working behind the scenes to make it happen – the modern-day moving truck. Noting it’s time for a closer look,
Logistics Business reached out to a company for an up-close and personal look at the workhorse of office moves. Move Solutions, headquartered in Dallas, Texas, is one of the country’s leading corporate relocators, having completed major cross-country transitions for Fortune 500 companies such as Toyota USA, Wells Fargo, and Blue Cross Blue Shield. And it certainly doesn’t hurt that their home base of operations also happens to be the top-rated destination city for HQ relocations.

A Guided Tour…

Kurt Fox, director of operations for Move Solutions, provided us with a thorough overview of their transportation standard-bearer for corporate relocations – the Penske 22’ Commercial Box Truck. There are 41 of these trucks in the company’s combined transportation fleet, which also includes twenty-five 14-person passenger vans, ten 18’ cube vans, two 16’ cube vans, and one max-length 53’ tractor trailer for hauling the really big stuff.

Move Solutions’ vibrant, candy apple red truck cabs seat a crew of five comfortably, and the design is actually patterned after modern-day pump truck-style fire engines for maximum space and efficiency. As for precise specifications, these trucks have body dimension measurements that are 91” high, 102” wide, and interior cargo walls that feature 3/8” plywood lining. They also come standard with a 4000 lb. rail lift, air ride suspension, a double e-track cargo system, interior cargo lighting, and an exhaust regeneration system.

The payload capacity is rated for up to 17,000 lbs., and the trucks feature a 70-gallon diesel fuel tank, with an overall gross vehicle weight of 16.5 tons. As for the engine that powers these beasts, the Penske 22’ Commercial Box Trucks typically operate on a platform that boasts a 6.0-liter V-8 that produce a robust 350hp, rated at 373 lb.-ft of torque, and are capable of getting about 10-12 miles per gallon. Transmissions are six-speed automatic. Despite this awesome display of horsepower and hauling capacity, these trucks are still certified as clean idle vehicles.

Hauling the Mail

When it comes to sheer cargo volume, the Penske 22’ Commercial Box Trucks are capable of hauling up to 10 standard size moving pallets. These are commonly loaded with typical office furnishings such as decommissioned workstations and cubicles, executive desks and task seating, filing systems (with lateral files), IT racks and server cabinets, and other assets.

Corporate relocations are almost always conducted out-of-sight, during off-peak hours where most employees remain blissfully unaware of just how much planning and logistics are involved behind the scenes of your typical office move. Somewhere, some place – perhaps even going on at this moment – a company employing thousands of workers is on the move – stealthily shifting headquarters from Point A to Point B. When it comes to office relocations, Move Solutions CEO Michael Monette likes to describe the process this way:

“We take you out of business. Then put you back in business. And we’ve never failed at that task.”

That task is comprehensive, complex, and every little detail of an office relocation matters, down to the last bookcase, coat rack, and fake plant. But hopefully, you now have a much better idea of the standard-bearing workhorse trucks that make the magic happen in the midst of controlled chaos.

The post Modern-Day Moving Truck appeared first on Logistics Business.

When Maersk set out to transform its e-commerce fulfilment operation for its Danish retailer customer Flying Tiger, it faced a familiar modern logistics dilemma: how to scale rapidly, cope with extreme seasonal peaks, and maintain service levels, all within the constraints of an existing warehouse footprint and with tight implementation timelines.

The answer at its Wrocław facility in southern Poland came in the form of autonomous mobile robotics from Locus Robotics. I was lucky enough to be invited for a tour of this impressive site which, albeit not one of Locus’ largest installations by far, nevertheless highlights in a nutshell what cutting-edge robotics can bring to a project to drive efficiency and cost savings. My visit just so happened to be during the Christmas peak, which gave me particular insight into how well things were going.

The site serves as the central European hub for all of Flying Tiger’s European online orders (retail fulfilment remains out of Copenhagen), shipping orders across the EU from a single 5,700 sqm operation. Since going live in May 2023, it has become a showcase for how robot-assisted picking can deliver speed, flexibility and cost control in a fast-growing retail environment.

High-Growth Under Pressure

Before automation, the pick process was struggling. Manual productivity was running at around 40 order lines per person per hour, well below the 120 lines per hour target. The operation was characterised by long walking distances (up to 20,000 steps per picker per day), aisle congestion, heavy trolleys, long onboarding times and a growing risk of errors and injuries.

With Q4 volumes peaking at five times the average and only 22 weeks before the next peak season, Maersk needed a solution that could be deployed quickly, scaled easily, and funded in a way that avoided heavy capital expenditure.

Bots to the Rescue

After analysing a range of goods-to-person and person-to-goods automation options, Maersk selected a
mobile robot ‘person-to-goods’ RaaS (Robots-as-a-Service) model offered by Locus Robotics. The decision was driven by several key criteria: flexibility, rapid deployment, low upfront cost, ease of integration and the ability to scale both labour and automation in line with demand.

The RaaS commercial model was particularly attractive, for instead of committing to a fixed fleet size,
Maersk can scale robots up and down according to volume. This was an important advantage for a business shaped by influencer-driven spikes and intense seasonal surges. Just as importantly, the solution could be implemented in the existing building, which has a height limit of 12.2 m and no scope for major structural changes.

From decision to go-live took just 16–18 weeks, a timeline that was later recognised by Locus as one of its fastest and best implementations in Europe.

How it Works

At the heart of the operation is a fleet of Locus Origin robots, a nimble autonomous mobile robot designed for collaborative picking. Associates remain in their aisles while robots travel between locations, presenting the next task and carrying multiple totes for batch and multi-order picking.

Orders are orchestrated by the LocusONE platform, which integrates with Maersk’s INFOR WMS and dynamically clusters tasks to optimise pick paths, balance workloads and maintain service level priorities. The system supports multiple workflows, including batch picking, pick-and-pass, and point-to-point transport, enabling Maersk to adapt processes as volumes and profiles change.

Each robot guides the associate through the pick with a clear, multilingual interface (important to have in this region of Europe, close to the Czech/Slovakian borders), product images, tote position indicators and
built-in scanning. Locus’s patented autoidentification technology recognises the worker based on proximity, automatically switching the screen language to the associate’s preferred setting, a major benefit in such a multicultural workforce.

Navigation and fleet management are handled by proprietary AI, which continuously optimises routes,
avoids obstacles and balances robot traffic across the floor. The result is a system that can be deployed in
brownfield environments with minimal infrastructure changes and no fixed conveyors.

Transformational Results

The impact at Wrocław has been dramatic. Pick productivity has increased from 40 to 140 order lines per hour – a 250% improvement, if my maths is right. Onboarding time for new staff has been reduced from three days to just 20 minutes. Average walking distance has dropped from 20,000 steps to around 8,000 per day, significantly reducing fatigue.

The number of active packing stations has been increased from 16 to 40, and despite a reduction in available aisles for picking, overall throughput has increased substantially. Service performance has improved too, with 60–100% of parcels now shipped within 24 hours, and the Christmas cut-off date brought forward by six days compared to 2023. As I stood there watching order pass by in front of me, Flying Tiger seemed to be doing a – pardon the pun – ‘roaring’ trade in seasonal wrapping paper.

From a financial perspective, the results are equally compelling. Maersk has said that the introduction of Locus has significantly reduced pick process costs, equating to a 33% saving even after including the robot service fees. Forecasts for full-year 2025 point to a further 24% cost reduction.

There have also been significant soft benefits. For example, the site has recorded zero push-and-pull
injuries, sick leave has fallen by 15%, and employee retention has improved by 8%, reflecting a more attractive, less physically demanding type of work. I love to hear about those sorts of benefits.

Flexibility and Scale

For Locus, the Wrocław project is a textbook example of its core value proposition, namely unmatched flexibility and unlimited throughput. Unlike fixed automation, the Locus approach allows Maersk to add or remove robots in minutes, introduce new workflows without disruption, scale from dozens to hundreds of robots as volumes grow, and operate across multiple shifts or 24/7 without physical reconfiguration.

The platform has already proven capable of supporting 25,000+ units per hour on a single site and handling 150,000 lines in a single day in other deployments. While the Wrocław operation does not yet operate at those extremes, the architecture ensures that throughput can grow well beyond current requirements.

Crucially for Maersk, this flexibility aligns perfectly with Flying Tiger’s volatile demand profile. Whether
reacting to a viral social media trend or preparing for a Q4 surge, capacity can be adjusted simply by deploying more robots.

European Blueprint

The Wrocław project was Locus’s first major automation deployment in Europe with Maersk and is already being viewed as a blueprint for other sites. The modular nature of the installation makes it easy to replicate in additional warehouses. From Maersk’s perspective, the collaboration has demonstrated that high levels of automation do not require long lead times, heavy CapEx or purpose-built facilities. Instead, robotics can be layered onto existing operations to deliver rapid, measurable improvements.

For Flying Tiger, it means faster order fulfilment, better service levels for customers across Europe, and the confidence that its logistics partner can keep pace with growth.

A Modern Model

As European ecommerce continues to grow, and as labour markets remain tight, the Maersk–Locus–Flying Tiger partnership offers a compelling model for other retailers and 3PLs. By choosing a flexible, rapidly deployable robotic solution, Maersk has transformed a struggling manual process into a highperformance
fulfilment engine capable of absorbing growth, coping with volatility, and delivering measurable financial returns.

For Locus Robotics, Wrocław stands as a high-profile demonstration of how its technology can support complex, high-growth operations in real-world conditions. And for Flying Tiger’s customers across Europe, it simply means their colourful household items, party accessories and impulse buys will arrive faster and more reliably than ever.

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