Robots/Automated Equipment Archives - Material Handling Wholesaler

What Forklift Dealers should know before customers invest in Automation

Mon, 20 Apr 2026 05:00:06 +0000

Warehouse automation is having a moment. Goods-to-person systems, automated storage and retrieval systems (ASRS), autonomous mobile robots (AMRs), and robotic picking solutions are becoming more common. The case studies are compelling, and in the right operation, the payback is real. Before committing to that level of investment, it helps to step back and look at how the current operation runs. In many facilities, there is still meaningful room to improve performance by tightening slotting, forward pick design, and replenishment logic. These are not new ideas, but they are often underdeveloped. When they are supported with the right data, they reduce travel, limit firefighting, and bring more consistency to the floor. Walk through most distribution centers, and the same patterns show up. Pickers cover more distance than necessary because fast movers are not positioned well. Work gets interrupted when pick faces run empty during peak periods. Supervisors spend time managing shortages, expediting replenishment, and adjusting slots throughout the day. Over time, those issues blend into the routine, even though they continue to chip away at productivity. Stabilizing forward pick and replenishment tends to produce faster gains than adding new equipment. It also creates a more predictable operation, which becomes important when automation enters the discussion. Start with a forward pick design, not the equipment list Forward pick sets expectations for the picker. The SKU is in place, the quantity is sufficient, and the location is easy to understand. When that breaks down, the cost shows up immediately in extra travel, search time, and exception handling. Slotting decisions are often based on averages. Average demand, average lines, average movement. Those numbers are easy to calculate, but they rarely reflect how work actually arrives. A more reliable approach examines actual demand patterns, case pack constraints, and how demand shifts over time. Shipped units and order line frequency often tell different stories. Some SKUs do not move the most volume but still drive a large share of picks, which makes their placement more important than their size might suggest. Replenishment also happens in full cases. When pick faces are not sized with that in mind, the team ends up making constant partial-case decisions that slow execution. Variability tends to be the breaking point. Layouts that hold up during steady periods can struggle during promotions or seasonal spikes, which is when the operation is already under pressure. Designing around those conditions reduces the need for constant adjustments later. Replenishment rules should reflect the real workload Replenishment logic is often built around minimum and maximum inventory thresholds. Once the inventory drops below a level, a task is triggered. Once it is refilled, the task ends. That structure leaves out what is happening across the floor at the time the task is created. When replenishment is triggered without considering workload or available labor, it competes directly with picking. The result is familiar. Work builds up in multiple areas, priorities shift, and service levels become harder to maintain. Bringing workload into the equation changes how replenishment behaves. Open picks, wave timing, and labor availability all influence when a task should be created and how it should be sequenced. Time-to-empty calculations can help anticipate when a location will run out based on expected picks rather than on current inventory alone. Grouping replenishment work by aisle or zone reduces unnecessary movement and helps limit congestion in high traffic areas. With these adjustments, replenishment becomes easier to plan and less disruptive to the rest of the operation. Use expiry awareness where it matters Date-sensitive inventory tends to expose slotting issues quickly. Without some level of expiry awareness in forward pick, avoidable write-offs and handling issues begin to appear. First-expired, first-out (FEFO) should influence more than just how items are picked. It should be considered when deciding where inventory sits and how it is replenished. Items with tighter dating often benefit from smaller pick faces that turn more frequently. Keeping inventory with similar expiry dates together reduces confusion during picking. Limiting unnecessary handling also lowers the chance of errors. Even in less regulated environments, the same idea applies. Forward pick works better when it reduces exceptions rather than creates them. Keep slotting aligned with how the business actually moves Slotting tends to drift as product mix and demand patterns change. Layouts that once worked well can gradually fall out of sync with how workflows through the facility. Using heatmaps based on pick frequency and travel patterns provides a clearer view of where activity is concentrated. Looking at different periods across the year helps identify where those patterns shift, whether due to seasonality or broader changes in demand. Rather than redesigning the entire layout, targeted updates focused on the SKUs that have changed the most are usually enough to bring performance back in line. This limits disruption while keeping slotting aligned with current conditions. Why this work matters before automation Automation depends on consistency. If pick faces run empty, automated systems wait. If replenishment is uneven, flow becomes harder to manage. If slotting is misaligned, inefficiencies carry forward. Addressing forward pick and replenishment first tends to simplify what comes next. Travel requirements become easier to manage, replenishment becomes more predictable, and the data used for modeling becomes more reliable. Before investing in new equipment, focus on the mechanics that shape day-to-day performance. Fix the pick faces. Revisit replenishment triggers. Align slotting with how the business actually moves. From there, automation decisions become clearer and easier to execute. About the Author Vee Srithayakumar is a product leader in warehouse management at Tecsys, driving innovation through AI-driven and advanced warehouse execution system initiatives. His contributions to the supply chain industry earned him recognition as a 2024 Supply & Demand Chain Executive “Pros to Know.”

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Every dealer is becoming a Tech Company—Ready or Not

Mon, 20 Apr 2026 05:00:02 +0000

Last month, I outlined what turned out to be the first four pages of the AI 2030 Strategic Framework. I covered a basic summary of where the industry currently stands and how distributors feel about the process and the opportunity. This month, we will move on to next four pages, which further covers steps to take to produce a workable plan to produce meaningful steps and personnel to guide management through the process and eventually to the decision making of how to invest in AI as well and execute and generate a tech investment that will pay off and keep the company in line with their competition. But, before we dive into the details, I would like to share some data I have received over the last month that is meaningful in our current financial environment. I sent these docs to Dean, and he has them saved and available if you want to read them. Two BDO papers on accounting for tariff transactions. A confusing topic where it would be nice to have support if you have a potential refund available. Another paper from BDO covering the current M&A market, whether you are a buyer or seller. AI issues will drive a number of transactions, and this provides all the steps you will need to address if you are a player. An article entitled WHAT YOU’RE NOT BEING TOLD ABOUT THE ECONOMY. The best article to date that makes sense, with parts of the conclusion dealing with the M&A issue. (FYI, I was an audit partner at BDO) Moving on to the Strategic Framework for AI, it seems someone has to lead the charge to keep the process on track. These could all be internal people, or a tech company with the experience of getting your company from point A to point B, producing a workable, profitable new system to lower costs and improve margins. The issues that need to be addressed Skill gaps. Tech gaps. Training before any pilot launches. Invest in training as necessary. Executive participation a must. Begin with HIGH -ROI applications. Those are the easiest to attain. Keep scalability in mind. Move up to advanced applications. Engage current system providers to ensure outcomes align with expectations. Make sure upside potential is available. Invest in skills and partnerships. These are the folks who fill that “WHO” need for a partner who can guide the process and help with investment spend and decision-making. They can also help educate employees to ensure they can support this AI effort. Management change programs are a must. Educate all employees about what is going on. Engage in role-playing before launch and thereafter until all systems are synced, providing the data needed. Review and update all data creation and movement processes. Audit the data from each department, list any problem areas, and adjust as necessary. Be especially careful regarding data flow between existing revenue silos. This will be a tough assignment requiring assistance from your conversion partners. Determine ROI performance against the original plan. Devise a plan to calculate the returns. Use ROI metrics to track results. Measure ROI over a 3–5-year period. Here again, your partner should help prepare the metrics used in the calculation. A long-term plan is helpful and can be compared to financial data on a quarterly basis against the original plan and prior quarters, with adjustments made as necessary to meet goals. I would suggest that your partner should drive this process and offer suggestions for improvement. Management should also question operating results against the plan, their competitors, and industry data available. Having a performance group to assist with this process will help identify departments needing adjustments. This gets me to page 8 of the program. More next month. As a result of this AI work, I made it a point to try to find a PARTNER a dealer could use who has experience and can guide the process to ensure your investment produces what you need to run your business. After numerous discussions with folks, I received a call from Columbus Global, which has a small number of experienced leaders who can help set up a program and guide you through it. Columbus Global is prepared to produce a white paper based on dealer activities that cover. The Problem- A four-pillar framework to get it done. AI Governance and what Dealers need to know. Measuring AI return – A scorecard for Dealer Operations. What they need, however, is some volunteers to participate in the program. In other words, they will work with the volunteers and then highlight how the process could apply to lift truck dealers. No participant information would be disclosed. These are folks who do this for a living. If we can get some volunteers to help out, the white paper would help dealers decide how to move ahead regarding these issues. Maybe an OEM would be interested in this information. No matter what, every dealer needs to go through this process or decide if private equity is a better option. In other words, if you do not participate in a process such as this in the near future, chances are an exit program will be more likely. As you have probably heard, the Tech conventions have recently taken place. And guess what? Jensen Huang stated that eventually every industrial company will become a robotics company. Manufacturers are projected to more than double their use of AI and automation by 2030. Think about helping out with the AI transition program. You will help yourself and the industry. About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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BlueBotics to highlight fleet manager standardization and advanced obstacle avoidance for AGVs/AMRs at MODEX 2026

Tue, 14 Apr 2026 14:21:10 +0000

The Swiss navigation leader will share expertise on unified fleet management, efficient AGV and AMR operation, and advanced obstacle avoidance, highlighting how its ANT technology supports predictable, scalable mobile robot operations. Autonomous navigation and fleet management leader BlueBotics will highlight fleet manager standardization, obstacle avoidance, and vehicle navigation at MODEX 2026, taking place April 13–16 in Atlanta, Georgia, through on-stand educational sessions, expert discussions, and a joint seminar with Kohler focused on unified fleet management. At booth C13394, BlueBotics will present its ANT navigation and fleet management technology, including SmartPass, a new innovation that enables automated guided vehicles (AGVs) and autonomous mobile robots (AMRs) to overcome path obstructions efficiently while maintaining the structured, predictable behavior required in industrial environments. “Industrial users don’t just need autonomous vehicles — they need systems that remain predictable, coordinated, and scalable as operations grow,” said Dr. Nicola Tomatis, CEO of BlueBotics. “At MODEX, we look forward to discussing how bounded autonomy allows fleets to handle obstacles more intelligently while maintaining smooth, predictable operations.” Fleet manager standardization seminar with Kohler BlueBotics will place fleet manager standardization at the center of its MODEX presence through a joint seminar with kitchen and bath leader Kohler titled The Power of One: Unlocking AGV/AMR Efficiency Through Unified Fleet Management. The session will take place on Tuesday, April 14, from 12:30 PM to 1:15 PM at the Supply Chain Resiliency Theater. During the session, BlueBotics CEO Dr. Nicola Tomatis and Brian Gruzdis, Senior Staff Engineer – Warehouse Automation Lead at Kohler, will discuss the benefits of standardizing an AGV/AMR fleet manager, the potential risks involved, and best practices for selecting a fleet manager partner and deploying fleet management enterprise-wide. Drawing on real-world experience, Gruzdis will explain how standardizing Kohler’s AGV software platform has supported the company’s global AGV and AMR operations by accelerating deployments, reducing integration risk, and enabling greater flexibility in deploying different vehicle types across multiple production sites. On-stand expertise and live knowledge sharing Throughout the show, BlueBotics’ experts will host short on-stand educational sessions, offering visitors practical insights into key automation challenges and solutions. Topics will include the pros and cons of obstacle avoidance, mobile robot interoperability, fleet manager standardization, and best practices for integrating automated vehicles into complex industrial environments. Visitors will also have the opportunity to discuss their specific automation projects with the BlueBotics team, from vehicle development to system integration and fleet manager standardization. Driving efficient, scalable fleet operations By combining structured navigation with controlled obstacle avoidance, BlueBotics enables fleets to maintain efficient material flow while minimizing disruption and reducing the risk of deadlocks. Its ecosystem of “ANT-driven” vehicles spans a wide range of vehicle types, all of which can be managed through a unified fleet management platform based on BlueBotics’ ANT server fleet manager. This approach reflects a growing industry focus on system-level performance, where predictability, interoperability, and centralized control are essential to scaling automation successfully across sites and applications. Visit BlueBotics at MODEX 2026 Visitors can meet the BlueBotics team at booth C13394 to attend on-stand sessions, explore key autonomous vehicle topics, and discuss their specific projects with the company’s experts.

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SYNAOS and OTTO by Rockwell Automation Announce Collaboration to Accelerate Interoperable Mobile Robotics

Sat, 11 Apr 2026 12:00:42 +0000

Successful VDA 5050 certification of OTTO AMRs enables seamless integration into the SYNAOS Intralogistics Platform, empowering customers to scale heterogeneous fleets across use case scenarios and deployments. SYNAOS has announced a strategic collaboration with OTTO by Rockwell Automation. The collaboration marks a significant milestone in the adoption of the VDA 5050 interoperability standard, particularly in the North American market, where multi-vendor automation is rapidly becoming the industry norm. Following a rigorous ten-stage onboarding process, the OTTO 100, OTTO 600, OTTO 1200, and OTTO 1500 autonomous mobile robots (AMRs) have been officially certified for the SYNAOS Intralogistics Platform. This integration allows manufacturers and logistics providers to seamlessly orchestrate OTTO AMRs alongside other VDA 5050-compliant vehicles, forklifts, and manual operations within a single, centralized system. As industrial facilities increasingly deploy diverse robotic solutions to address specific workflow requirements, the need for standardized, vendor-agnostic fleet management has never been more critical. The SYNAOS IMP addresses this challenge by providing top-level intelligence that optimizes routes, prevents deadlocks, and dynamically allocates tasks across heterogeneous fleets. “The integration of OTTO AMRs into our partner ecosystem is a powerful validation of the VDA 5050 standard’s growing global footprint, especially in North America,” said Dr. Philipp Schäfers, Head of Partner Management & Business Development at SYNAOS. “By combining OTTO’s robust, production-proven hardware with our advanced orchestration capabilities, we are providing our customers with the flexibility to select the best robots for their specific needs without sacrificing centralized control or operational efficiency. This is what future-proof intralogistics looks like.” By operating under the SYNAOS Intralogistics Platform, OTTO AMRs can now collaborate seamlessly within mixed mobile robot fleets, eliminating the siloed control systems that have traditionally hindered large-scale automation deployments. “Manufacturers are increasingly seeking interoperable solutions as they scale mobile robotics applications across their factory floors,” said Jay Judkowitz, Director of AMR Product Development at OTTO by Rockwell Automation. “Our commitment to open standards like VDA 5050 reflects our belief in an open ecosystem where different technologies can work together. Collaborating with SYNAOS gives our customers greater flexibility in how they manage diverse robot fleets as their operations evolve.” The collaboration highlights a shared vision for the future of industrial automation: an open, interoperable ecosystem where different technologies operate together without custom interfaces. This approach not only reduces integration complexity and costs but also enables companies to scale their automation initiatives more rapidly. Industry professionals can learn more about this collaboration and the future of interoperable fleets at MODEX 2026 in Atlanta (April 13-16). SYNAOS will be exhibiting at Booth A1106, while OTTO by Rockwell Automation will showcase its autonomous operations solutions at Booth B13723.

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HOJ Innovations Announces New Addition to AMR Demo Lineup

Fri, 10 Apr 2026 16:06:55 +0000

Customers will now be able to test a first of its kind low-profile autonomous pallet jack HOJ Innovations has announced the addition of a new model to its next-generation Autonomous Mobile Robot (AMR) demo fleet, Seer’s SPT-1500UL. Customers can now interact with these AMRs in real time at the company’s dedicated demo center located in Salt Lake City. The SPT-1500UL will join HOJ’s current demo fleet of eight AMRs including counterbalance forklifts, lifting and rotating tops, conveyor tops and autonomous pallet jacks. Watch the SPT-1500UL in action here “HOJ strives to stay on the leading edge of technology and identify what we can offer to help our customers increase fulfillment capabilities and efficiency while maintaining industry safety standards. The technology is now at a point where these machines have not only been proven safe and efficient, but have also become economically feasible, and we see them solving longstanding challenges in both warehouse/distribution and manufacturing facilities,” said HOJ Innovations CEO, Tim Hoj. The SPT-1500 UL is an innovative low-profile autonomous pallet jack that is compatible with a vast array of pallet types, including GMA, without the need for a pick-up and delivery stand. With a weight capacity of 3,300 pounds and a 51×65 in footprint, these units help to maximize warehouse workflow efficiency and flexibility with the ability to be smoothly delivered and staged in a facility without manual intervention. Equipped with AI deep learning, it adaptively recognizes pallets and objects with various specifications from multiple angles. This model has also achieved full UL certification, meeting rigorous North American safety regulations.

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SVT Robotics introduces SOFTBOT® Intelligence; Powering the data backbone for enterprise and physical AI

Thu, 09 Apr 2026 20:32:04 +0000

New capability captures and contextualizes real-time execution data to enable AI-driven performance and optimization— debuting at MODEX 2026 SVT Robotics has announced the launch of SOFTBOT® Intelligence, a new data capability that transforms how organizations see and leverage performance data across live automation environments. Built on the SOFTBOT Platform, SOFTBOT Intelligence captures and contextualizes real-time execution data as it flows through integrated technologies, creating the high-fidelity data backbone required for reliable, AI-driven outcomes. As the SOFTBOT Platform orchestrates execution events across robotics, software, and enterprise systems, SOFTBOT Intelligence continuously captures and correlates these events with millisecond-level precision—revealing relationships, dependencies, and cause-and-effect between technologies. It transforms fragmented system activity into contextualized, actionable insight and gives IT and operations leaders a unified, real-time view of how automation and software technologies perform in production. “Companies have no shortage of data. But without context in real time, that data has limited value—especially for AI,” said A.K. Schultz, CEO and Co-Founder of SVT Robotics. “SOFTBOT Intelligence changes that by normalizing raw system transactions into AI-ready information that reflects how software and robotic technologies behave together. It gives organizations the high-fidelity data required to maximize AI’s effectiveness and the visibility they need to optimize performance.” “In industrial environments, performance issues often don’t live inside a specific, individual system; they happen within the interactions occurring between technologies,” said Jim Hodson, Senior VP of Customer Operations and Co-Founder at SVT Robotics. “SOFTBOT Intelligence gives teams the contextualized view they need to uncover those constraints earlier and act on them faster so they can optimize now and utilize AI at scale with confidence.” SOFTBOT Intelligence provides a unified, dependable data layer purpose-built for enterprise and physical AI. By correlating execution events as they occur, organizations provide AI with the context it needs to generate accurate predictions, uncover hidden performance constraints, and drive continuous optimization in real time. With a complete view of the automation environment, AI can deliver more precise recommendations and operational impact. “What we’re delivering with SOFTBOT Intelligence is a level of functional visibility that hasn’t been possible until now,” explained Nick Leonard, Senior VP of Product at SVT Robotics. “At MODEX, we’ll show how teams can move beyond isolated metrics to a complete, cross-system understanding of performance that enables faster optimization and harvesting of reliable data AI can trust.” SVT Robotics will be at MODEX 2026 in Atlanta, April 13–16, at booth A2314, where attendees can explore SOFTBOT Intelligence with SVT experts and see how contextualized automation data can improve system performance and create a scalable foundation for logistics AI.

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SUN Automation Group welcomes Dawn Wittkopf

Wed, 01 Apr 2026 14:19:34 +0000

SUN Automation Group has announced the appointment of Dawn Wittkopf as West Coast Capital Equipment Sales Manager, strengthening the company’s presence and support for customers throughout the western United States. In this role, Wittkopf will focus on developing new opportunities for SUN’s capital equipment solutions while providing strategic guidance and industry expertise to corrugated manufacturers across the region. Wittkopf brings a strong technical and commercial background to SUN. She holds a Bachelor’s Degree in Mechanical Engineering from Eastern Washington University and previously served as a Sales Application Engineer at Alliance Machine Systems International, LLC, where she spent more than three years working closely with customers to evaluate equipment needs and deliver tailored solutions. Her experience combines engineering knowledge with customer-focused sales, enabling her to effectively support corrugated manufacturers in achieving their operational goals. Throughout her career in the corrugated industry, Wittkopf has demonstrated steady professional growth and a commitment to building strong relationships with customers and colleagues alike. She is known for continually expanding her technical knowledge while developing meaningful partnerships that help drive long-term success. “Dawn’s engineering background and customer-focused mindset make her an excellent addition to the SUN team,” said Greg Jones, Executive Vice President at SUN Automation Group. “Her ability to connect technical solutions with real customer needs will be a valuable asset as we continue to expand our support for corrugated manufacturers across the West Coast.” SUN Automation Group continues to invest in experienced talent to strengthen its ability to support customers with innovative solutions, reliable service, and industry-leading expertise.

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FANUC America announces $90 Million investment to create production-ready capacity for Robot Manufacturing in the U.S.

Mon, 30 Mar 2026 18:20:01 +0000

New 840,000 sq. ft. Michigan site will deliver flexible, production‑ready space to support future robotics growth and U.S. manufacturing demand FANUC America, a global manufacturer of robotics and automation systems, has announced plans for a $90 million investment to acquire property and construct a new 840,000 sq. ft. facility in Michigan, providing production-ready space for the potential expansion of the company’s existing U.S.-based manufacturing capabilities for robots. Targeted for completion in late 2027, this strategic project is expected to add 225 jobs. This expands FANUC America’s engineering capacity and advanced manufacturing capabilities to support growing demand for automation solutions across North America, including physical AI, virtual commissioning, and digital-twin technologies. “This investment builds on FANUC America’s Michigan manufacturing footprint, which has included producing robots for paint application domestically for more than four decades,” said Mike Cicco, President and CEO, FANUC America. “By expanding its U.S. presence, FANUC America will strengthen domestic manufacturing, improve responsiveness to customer needs, and support industries that rely on automation to stay competitive.” With this announcement, FANUC America will have invested nearly $300 million in multiple new facilities, increased the company’s footprint to 3 million sq. ft., and created more than 700 jobs in the United States since 2019. “FANUC America is committed to supporting U.S. reindustrialization by delivering state-of-the-art automation technologies to customers and broadening access to advanced manufacturing workplace training services,” Cicco said. “The newly expanded FANUC Academy—opening in Auburn Hills, MI, later this year—will become the largest robotics and automation skills-development center in the United States, helping address the national manufacturing skills gap, rising demand for automation talent, the shift toward AI-enabled robotics, and the country’s overall competitiveness.”

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How AI Agents are entering the warehouse

Tue, 17 Mar 2026 08:00:37 +0000

Artificial intelligence (AI) is already finding a place in the warehouse. It can forecast labor, monitor inventory movement, and highlight operational trends that would otherwise go unnoticed. Most of these applications function as insight tools or chatbots. They analyze data, surface recommendations, and leave the final decision to a planner or supervisor. A new phase is emerging with conversation shifting from simple chatbots to AI agents. Agentic AI may sound abstract or futuristic. In reality, its most valuable applications in material handling are grounded and practical. Agentic systems do not replace warehouse leadership. They operate within defined guardrails, continuously monitor live data, and take or recommend structured actions based on specific triggers. While chatbots will help you report what’s happening, AI agents can help the workforce coordinate what the best next actions are. For distribution operations under constant pressure to respond to real-time demand, this shift matters. From chatbots to orchestrators A chatbot suggests. An orchestrator coordinates. In a warehouse setting, that coordination can take many forms. An agent may monitor inventory thresholds and trigger an internal task when conditions are met. It may triage exceptions, group similar issues together, and prioritize them based on impact. It may guide a supervisor through a structured resolution workflow when a shipment is at risk. These are not autonomous systems making unsupervised decisions. They operate within defined parameters based on rules that operations leaders set. The value comes from their ability to monitor hundreds of signals at once and respond consistently when patterns emerge. In environments where demand fluctuates hourly and labor is constrained, speed of response often determines performance. This is where agentic workflows shorten the gap between signal and action. Guardrails are not optional As interest in agentic AI grows, so does the need for discipline. Warehouse operations cannot afford black box decision-making. Every action that affects inventory, labor allocation, or customer shipments must be traceable. Teams need visibility into why an agent triggered a task, what data it used, and what confidence threshold was applied. Human oversight is equally important. Agents can monitor continuously, but supervisors retain authority. In many cases, the most effective model is guided execution. The agent flags a condition, suggests a course of action, and routes it to the appropriate role for confirmation. Confidence scoring also plays a role. Not every anomaly deserves the same urgency. Systems should distinguish between high-probability risk and minor deviations. That clarity prevents alert fatigue and builds trust over time. When guardrails are clearly defined, agentic workflows become reliable extensions of the operation rather than experimental overlays. Let’s take a look at some of the most high-value use cases where agentic AI can be deployed today: 1. Preventing expiry before it becomes loss Managing expiry and high-value inventory has always required vigilance. Aging reports provide a snapshot, but they depend on someone to review them and act in time. An agentic approach is more proactive. Imagine a system that continuously monitors inventory movement, shelf life, and order velocity for high-value or time-sensitive items. If movement slows below a defined threshold, the agent triggers a sequence. It may alert sales teams to prioritize certain SKUs. It may recommend relocation to a faster-moving facility. It may flag procurement to pause replenishment. The key is timing. Instead of discovering risk weeks later, the operation is alerted while corrective action still protects the margin. This workflow does not require speculation about the future. It relies on known data points and defined business rules. When inventory behavior deviates from expectation, the agent responds immediately. 2. Dynamic shift staffing based on real demand Labor orchestration is another area where agentic AI can deliver measurable impact. Traditional workforce planning often relies on historical averages. Supervisors review projected order volumes and assign staff accordingly. But actual pick rates, absenteeism, and demand spikes rarely align perfectly with forecasts. An agentic system can monitor live pick rates, backlog volume, and estimated remaining workload throughout a shift. If one zone is falling behind while another has capacity, the agent identifies the imbalance and recommends redeployment. In some cases, it may automatically generate reassignment tasks for approval. The decision remains human. The insight and coordination happen continuously. This approach reduces last-minute scrambling and overtime while improving service levels. Instead of reacting to bottlenecks after they form, supervisors receive early guidance on where to intervene to have the greatest effect. As labor challenges persist across the industry, smarter orchestration becomes more valuable than incremental productivity gains alone. 3. Outbound audit through behavioral signals Mispicks remain a persistent risk in distribution. Even in highly automated environments, small deviations can slip through and affect customer satisfaction. Traditional quality checks rely on sampling or manual review. Agentic AI introduces another layer. By monitoring behavioral data across the picking process, an agent can identify anomalies that correlate with higher mispick probability. If a pick took twice as long as usual, it may indicate confusion or search time. If a pick was completed significantly faster than historical averages, it could signal a shortcut or skipped verification step. The agent aggregates these signals along with SKU similarity, order complexity, and operator history. When risk crosses a defined threshold, it flags the outbound container for additional audit before shipment. Not every deviation triggers intervention. Only those that meet a defined risk profile. This selective approach preserves throughput while strengthening quality control. It adds intelligence to existing processes rather than layering on blanket inspection. Agentic AI to evolve the workforce Agentic AI is not about removing people from the warehouse. It is about enabling consistent and timely responses in an environment defined by variability. The most successful implementations begin with narrow, high-impact workflows such as expiry monitoring, labor balancing, and targeted outbound audits. Each use case builds confidence and reinforces data discipline. Over time, these orchestrated workflows connect. Inventory signals inform labor allocation. Quality data influences slotting strategy. The warehouse becomes not just visible, but responsive. Agentic systems do not eliminate complexity. They help manage it. For material handling operations facing persistent labor constraints and rising customer expectations, that distinction matters. The goal is not autonomy for its own sake. It is real-time operational control, supported by intelligence that operates within clear boundaries. The future of AI in the warehouse will not be defined by science fiction. It will be defined by practical workflows that reduce risk, protect

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AI, Automation & Enterprise Value: A Strategic Crossroads for Distributors

Mon, 16 Mar 2026 10:00:44 +0000

From everything I am reading, executives are taking a hard look at AI, automation, and eventually robots to help run the business and improve margins and “Sales per Employee” numbers. The Distribution Strategy Group’s 45-page report provides an overview of where distributors are in the evaluation process and outlines individual steps to move forward. 63% in the exploring stage. 27% are cautious observers. 43% actively investing. One distributor can be included in multiple categories. Virtually all distributors now recognize AI as critical to business success and a top priority for growth. A dramatic mindset shift from just a few years ago. Early Adoption is reporting big performance improvements As of today, at least 61% of distributors and related sectors plan to use autonomous AI systems. Expect big changes by 2028. A small percentage is actually fully installed. Survey indicates that the Performance Gap and the ability to catch up are narrowing. By 2027-28, the performance gap will become insurmountable. Smaller distributors can leapfrog larger competitors. Obstacles at this time are. Skill gaps, Change Resistance, Budget concerns, and Incomplete data. Leadership gaps These are comments from just the first four pages of the report. 40 pages to go, and I will cover them. The ELEPHANT in the room for some of you is the PERFORMANCE GAP issue, which I must have mentioned at least 20 times over the last couple of years. A bad outcome can result from “Doing Nothing,” as noted above, or from doing something that requires a major investment, which, because of installation problems or poor planning, fails to deliver the AI-related advantages. In either case, the value of your company presently will be reduced to what your balance sheet is worth, net of any debt on the books. In other words, worth net book value, which is substantially less than what it is worth now at some multiple of EBITDA or Free Cash Flow. And here we go again. If you are near retirement age or lack the capital to invest in these changes, you should investigate how to transition out of the business at current value. NOW! There are many avenues available to you, and if you wish to discuss this process, give me a call, and we can discuss options (at least 3 or 4). I have a list of professionals I work with regarding taxes, equipment valuations, legal documents, etc. Done this many times and know the drill. On the other hand, this is a perfect opportunity to expand your current operation by rolling up those dealers not wanting to venture into the AI adventures. There is private equity out there looking for a home. Interested? You can call me as well. Another topic to think about is the type of equipment and equipment/robots or some combination thereof that will be purchased by manufacturers and wholesalers to use in sync with their shop and warehouse technology. There seem to be numerous options for humanoid models that can walk, run, and move things, etc. What you don’t want to do is wind up with used units and rental assets that will be hard to sell 3-5 years from now. I have to think that customers are going through the same thought process, and don’t want to wind up with used units worth less as a percentage of the new price in 2026. I can see customers wanting to rent more or asking for an RPO (Rental Purchase Option), deal to minimize their risk. Some surveys I saw recently regarding construction equipment indicate these options are requested more by customers. Dealers are being asked to increase their rental units rather than purchase new units for inventory. I know that last month’s issue included a market analysis stating that all markets will be a “go”. And I can agree with that, as long as the AI, Automation, and Robots upgrades are installed on shop floors and in warehouses. But will the equipment required for these new systems match what you are buying this year and next? Or what customers are buying this year or next year? Let’s discuss something more exciting. TARIFFS! What a mess. I am writing this the day after the Supreme Court issued its ruling. All I could think about was the mess that would be created if they had to refund those who paid them. And, of course, they have to be paid back. (LOL with that one). So, there I am, sitting in my office, listening to the tariff news and wondering how they will ever get around to refunds, if need be. And lo and behold, a gentleman appears on Squawk Box, stating he has the import and related tariff data for all inputs. The company name is FlexPort. It uses a platform that coordinates global logistics from the factory to the customer’s door. CAN YOU BELIEVE THIS? I thought some of you may need help if you are looking to issue refunds and/or have to return refunds to customers. And I hope none of your tariff sales were collected on items without a tariff… could get expensive. But the best part of this day was getting up at 6 am to watch the 7 am Hockey Game. What a game! About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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Introducing Seeq Intelligence: Bridging Industrial AI and Human Expertise for smarter operational decisions

Tue, 03 Mar 2026 20:22:14 +0000

Seeq, has unveiled Seeq Intelligence, ushering in the era of intelligence-led operations. Seeq Intelligence creates comprehensive, AI-driven decision intelligence that infuses confidence, clarity, and velocity into every operational decision, unlocking breakthrough operational and business performance at enterprise scale. Industrial organizations face growing complexity, increasing talent loss, and critical expertise that is locked in siloed systems and individual experience, making it more challenging to improve performance, create consistency, and build competitive advantage. Seeq Intelligence empowers organizations to make decisions at the speed and scale needed to accelerate and sustain advantage. By applying advanced AI to contextualized real-time operational data, institutional knowledge, domain expertise, prior actions, and decision history, Seeq Intelligence creates a powerful engine for high-velocity decisions that drive measurable gains in efficiency, margins, and sustainable performance. Designed to amplify the creativity and intuition of subject-matter experts and infuse that invaluable—and previously impossible-to-scale—expertise into an organization’s operational DNA, Seeq Intelligence becomes a driver of transformation. It surfaces unseen opportunities, elevates high-impact decisions, and guides actions that improve daily execution and strategic long-term outcomes. By creating a comprehensive, connected view of manufacturing operations, enriched with accumulated experience, Seeq Intelligence becomes a continuously evolving system of learning and improvement, helping teams address current and future challenges and driving more confident decisions at every level of the enterprise. Seeq Intelligence introduces advanced agentic AI capabilities to operational decision-making, including: Agent Q, a premium natural language, domain‑aware AI analyst that delivers rapid, comprehensive decision intelligence, which deepens operational understanding, answers complex questions, reveals hidden insights, and unlocks operational and business breakthroughs. It quickly assembles diverse, unstructured information and expertise—historical operational events, prior analyses, past actions, documents, and know‑how—into coherent investigations, traceable intelligence, and prioritized recommended actions. Build Your Own Agent allows Seeq users to create custom AI agents that execute multistep workflows on demand or on schedules and triggers, orchestrating data retrieval, analytics, and reporting steps to produce repeatable outputs such as reports, summaries, and automated actions. Agent Extensibility, which enables secure agent-to-agent connections between Seeq AI agents and customer systems and information. This allows users not only to retrieve additional, highly relevant, and up-to-date context—such as recent data windows or work orders—but also to initiate workflows and automate actions across those systems. By providing richer context and enabling closed-loop automation directly within the Seeq interface, Agent Extensibility reduces context switching and supports faster, more comprehensive decision making. Document Access that enables the extraction and synthesis of information from unstructured and semi‑structured documents into actionable and contextualized intelligence. It searches, reads, contextualizes, and interprets documentation to support Q&A and produces summaries of procedures, reports, manuals, and past analyses. “Seeq Intelligence represents a step change in how industrial companies create value,” said Mark Derbecker, Chief Product Officer at Seeq. “By synthesizing context, history, and irreplaceable domain expertise with patented advanced AI, we’re giving organizations a continuously learning system that sharpens decision-making and accelerates operational transformation. It’s about helping customers compete — and win — in a world where speed, insight, and adaptability define future leaders.” “Seeq Intelligence is a notable step forward in the fast-moving Industrial AI ecosystem,” said Matthew Littlefield, President and Research Lead at LNS Research. “Agent Q can reach across the broad stack of operational technologies, incorporate the expertise and context contained in Seeq, and provide the agentic layer needed to change the speed, quality, and strategic priority of decisions.” Seeq Intelligence includes all capabilities of the Seeq Enterprise package, with the addition of new agent capabilities, and is now available.

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Toyota Industries Corporation announces global leadership of Toyota Automated Logistics

Tue, 03 Mar 2026 17:22:52 +0000

Hitoshi Matsuoka, Thomas Hibinger, and Aaron M. Jones to Lead New Global Warehouse Automation Business, Debuting at LogiMAT and MODEX Toyota Industries Corporation (“TICO”) has announced the appointment of three industry leaders as CEOs of Toyota Automated Logistics (TAL), its new warehouse automation business. Hitoshi Matsuoka will serve as TAL’s CEO, Central. Thomas Hibinger will serve as TAL’s CEO, EMEA and APAC, and Aaron M. Jones will serve as TAL’s CEO, Americas. Debuting at LogiMAT and MODEX, TAL unites the combined strengths of Bastian Solutions, Vanderlande’s Warehousing business, and viastore under one brand, formally launching April 1, 2026. This powerful combination enables the delivery of scalable systems, intelligent software, and comprehensive lifecycle services – all with the quality and reliability associated with the Toyota brand. “Thomas and Aaron have a solid track record of strong performance leading two of our warehouse automation businesses. Their vision has shaped the future of automated warehousing and guided the delivery of innovative and pragmatic solutions to solve customers’ complex and shifting logistics challenges,” said Hitoshi Matsuoka, Central CEO, TAL. “Their appointments as regional CEOs reflect TICO’s commitment to build on the collective depth and breadth of our world-class technologies, software, and services while delivering a seamless customer experience across regions.” Hitoshi Matsuoka, CEO, Central: Matsuoka joined Toyoda Automatic Loom Works, Ltd. (now Toyota Industries Corporation) in 1990, where he was involved in the sales of textile machinery and materials handling equipment. From 2020 to 2025, he served as President of Toyota Automated Logistics North America. Since 2025, Mr. Matsuoka has served as an Executive Officer at Toyota Industries Corporation and is a board member of Toyota Material Handling Europe. Thomas Hibinger, CEO, EMEA and APAC: Hibinger is currently the president and CEO of viastore and leads a diverse portfolio of innovative material flow and distribution solutions. Under his strategic leadership, the company provides comprehensive warehouse automation technologies, systems, and software to a vast network of more than 3,000 facilities across Europe. Aaron M. Jones, CEO, Americas: Jones is currently the president and CEO of Bastian Solutions, and has overseen a significant era of growth, more than quadrupling the company’s revenue. After succeeding the company’s founder as President, Jones led the organization through the transition to become a subsidiary of Toyota Automated Logistics Group and five strategic acquisitions. The fast-growing market for warehouse automation is driven by growing demand for next-day or same-day deliveries, ever-faster throughput, absolute order accuracy, and optimal warehouse performance. Through seamless integration across the automation landscape, TAL addresses these needs end-to-end. This approach supports organizations at every stage of their automation journey, whether taking the first steps to automate manual processes in legacy warehouses or refining the advanced distribution centers relied on by the largest e-commerce platforms and the global fulfillment operations of leading brands. “Intralogistics is increasingly complex and requires a partner with deep expertise and a forward-thinking approach,” said Jones. “The launch of TAL supports these needs by drawing on the collective strength of three companies with 285 combined years of logistics experience and a track record of continual innovation for customers, no matter where they are in their adoption of automation. Thomas and I are eager to reshape the logistics arena with TAL’s unified approach to offering its customers one connected solution and a seamless journey.” “Warehouse and fulfillment operations never stop nor are they constrained by time zones or geography,” added Hibinger. “Aaron and I have the opportunity to combine the talents of TAL’s dedicated team to deliver an exceptional level of responsiveness and service. Our goal is to redefine what is possible with warehouse automation.” Toyota Automated Logistics will share how seamless integration helps customers design and scale logistics facilities to match their business’s changing needs at LogiMAT, booth 1J31 in hall 1, and MODEX, booth #B14719. Warehouse, fulfillment, and manufacturing leaders are invited to hear from Hibinger and Jones at the shows. To schedule an appointment with TAL at LogiMAT, visit toyota-automated-logistics.com/logimat. To schedule an appointment at MODEX, visit toyota-automated-logistics.com/modex.

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AI Skepticism that won’t age out

Fri, 20 Feb 2026 06:00:53 +0000

Here’s something nobody saw coming: The generation most skeptical of AI isn’t the one that doesn’t understand it. It’s the one who understands it best. Every new technology faces resistance. The internet? A fad. Smartphones? Unnecessary. Social media? A waste of time. But tech skepticism has always followed the same pattern—older workers resisted, younger workers embraced, and eventually the skeptics retired, and adoption became universal. Not this time. The Tech Skepticism Script Has Flipped Traditional technology skepticism was driven by unfamiliarity. Baby Boomers didn’t grow up with computers. Gen X had to learn the internet as adults. They resisted because the technology was foreign. As digital natives entered the workforce, resistance faded. AI flips this script entirely. Sixty-two percent of Gen Z express skepticism toward artificial intelligence—higher than any other generation. Sixteen percent explicitly don’t want AI on their phones, compared to only 9% of older users. Forty-nine percent believe AI will harm their critical thinking skills. This isn’t ignorance. It’s educated wariness. Gen Z grew up watching social media algorithms manipulate behavior, mine personal data, and damage mental health. They understand how “engagement optimization” created filter bubbles and monetized attention at the expense of well-being. They’ve seen technology companies prioritize profit over users – and they figure (correctly) that it will keep happening. When it comes to AI, Gen Z isn’t asking “how does this work?” They’re asking “who does this benefit, and at what cost?” And they can spot AI-generated content instantly. Years of exposure to algorithmic manipulation have given them sophisticated internal detectors. Here’s the Impact for B2B Sellers. You already know that generational dynamics in B2B selling have gotten complex. Older salespeople struggle to connect with younger buyers who communicate differently and research differently. Younger salespeople face challenges selling to executives who expect traditional relationship-building. AI adds another layer of complexity to this already delicate situation. Consider this common scenario: Your sales team deploys AI-powered email outreach, chatbots for qualification, or AI-generated proposals. The goal is efficiency—reach more prospects, respond faster, scale the process. But when that AI touches a Gen Z buyer, it triggers immediate skepticism. An AI-written email isn’t just impersonal—it’s a signal that you chose efficiency over authenticity. An AI chatbot isn’t helpful—it’s a barrier between the buyer and real human expertise. An AI-generated proposal tells the buyer you couldn’t be bothered to understand their specific situation. Here’s the mismatch: Millennial and Gen X sales leaders view AI pragmatically as a productivity tool (which it can and should be, used correctly). They don’t realize their AI-enhanced outreach is actively repelling their youngest prospects. They see time savings. Gen Z buyers see corporate shortcuts that signal a low priority on genuine relationships. Authenticity is Everything – and This Time, You Can’t Fake It. When buyers doubt the authenticity of your communication, they also doubt your company’s authenticity. This hits B2B particularly hard because business relationships depend on trust. B2B buying decisions involve long-term commitments, significant investment, and organizational risk. Buyers need confidence that you’ll deliver, support, and stand behind your product over time. AI-generated content undermines that confidence. When a prospect receives an AI-written email, the subtext reads: “This company would rather automate than understand our needs.” When an AI chatbot handles initial qualification, the message becomes: “Our time is more valuable than yours.” When an AI system generates proposals, buyers wonder: “If they’re using AI for this, where else are they cutting corners?” And guess what? These messages are correct interpretations. Gen Z interprets AI deployment as a values statement. They’ve watched tech companies claim to prioritize user experience while optimizing for ad revenue. They’ve seen platforms promise connection while fostering division. If your technology serves your interests at the customer’s expense, trust evaporates. AI Skepticism Will Age In, Not Out. Here’s the critical difference: Internet skepticism aged out. AI skepticism will age in. Gen Z is entering the workforce now. Within a decade, they’ll hold senior leadership roles. Their sophisticated understanding of AI’s capabilities and limitations will shape how organizations approach artificial intelligence. And their skepticism isn’t going away—it’s informed by direct experience with technology’s dark patterns. The choices you make today about AI deployment will determine whether future decision-makers view your organization as trustworthy or opportunistic. Companies that use AI thoughtfully, transparently, and in service of genuine customer value will differentiate themselves. Those who deploy AI primarily for internal efficiency will be shut out as skeptical buyers gain purchasing authority. What You Should Do Don’t abandon AI. Use it, but use it well. The technology offers legitimate value for data analysis, research, ideation, and productivity. But deployment must be strategic and behind the curtain. Distinguish between internal AI use and customer-facing AI deployment. Using AI to analyze customer data and identify patterns? That’s smart. Using AI to generate customer communications? That’s dangerous. The former enhances human decision-making. The latter replaces human connection. When AI does touch customer interactions, be transparent. Don’t try to make AI-generated content indistinguishable from human communication. Acknowledge the tool’s role while demonstrating human oversight. Let prospects know that AI helped research their industry, but a human shaped the insights specifically for their situation. Remember – AI is your intern, not your manager, salesperson, or decision maker. As an intern, it’s great – it has a high IQ, it has 20 degrees, and it has no street smarts whatsoever. Your job is to give it the street smarts. Most importantly, recognize that generational differences in perceptions of AI aren’t temporary. Gen Z’s skepticism reflects a permanent shift in how buyers evaluate vendor authenticity. Companies that double down on genuine human relationships, transparent processes, and customer-first values will thrive. Those that view AI primarily as a cost-cutting tool will become irrelevant to the generation they’re trying to reach. The question isn’t whether to use AI. It’s whether you use it to build trust or destroy it. Gen Z’s skepticism provides the answer—and it’s not going away. About the Author: Troy Harrison is the Sales Navigator and the author

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How Automation and AI are redefining real-time Visibility and Decision-Making in material handling

Fri, 20 Feb 2026 06:00:29 +0000

Material handling operations have always lived in the space between predictability and disruption. Demand fluctuates. Labor availability shifts. Equipment breaks down. Weather, transportation delays, and supplier variability all introduce friction that warehouses are expected to absorb without missing a beat. What has changed is not the volatility itself, but the expectations around how quickly organizations respond to it. Customers now assume availability, speed, and accuracy as table stakes. At the same time, labor challenges persist, operating costs rise, and tolerance for downtime continues to shrink. In this environment, reacting after the fact is no longer sufficient. Operations need to anticipate change and adapt in near-real-time. That is where automation and artificial intelligence are fundamentally reshaping material handling. Not as futuristic replacements for people or processes, but as practical tools that help organizations sense what is happening now, understand what is likely to happen next, and act with confidence before small issues become costly disruptions. Real-time data is the new operational baseline Most warehouses today are already data-rich. Warehouse management systems, automation platforms, and connected equipment continuously generate signals about inventory levels, order flow, labor activity, and asset utilization. The challenge is not access to data. It is turning that data into decisions quickly enough to matter. Traditional reporting tells teams what happened yesterday or last shift. In a world of volatile demand and constrained labor, that lag creates risk. By the time a problem shows up in a report, the window to respond efficiently may already be closed. Real-time visibility changes the starting point. When inventory movement, order velocity, and operational constraints are visible in real time, leaders gain situational awareness across the facility and, increasingly, across the network. But visibility alone does not solve the problem. It simply exposes it. The next step is interpretation. Why AI matters when conditions change quickly This is where AI begins to earn its place in material handling operations. AI excels at monitoring patterns across large, dynamic data sets and identifying early signals that humans might overlook. It can detect when picking velocity is slowing for certain SKUs, when inventory is stagnant and aging, or when inbound delays are likely to create downstream congestion. More importantly, it can do this continuously, without waiting for someone to notice an exception. In practical terms, this means operations can move from periodic review to ongoing awareness. Instead of discovering excess inventory weeks later, teams can be alerted when stock stops moving and falls below a defined threshold. Instead of reacting to labor shortages mid-shift, they can anticipate workload imbalances and adjust assignments earlier. Instead of learning too late that demand has shifted, planners can adapt replenishment and slotting decisions while there is still time to respond. AI does not replace operational judgment. It focuses attention. It highlights risk. It helps teams prioritize where intervention will have the greatest impact. Automation and AI work best together Automation has long been used to increase throughput, reduce manual effort, and improve consistency. Conveyors, sortation systems, robots, and automated storage have delivered measurable gains in productivity and safety. But automation alone does not guarantee agility. When demand shifts unexpectedly or labor availability changes, rigid automation can struggle to adapt unless it is guided by intelligent decision logic. This is where AI and automation intersect. AI provides the adaptive layer that helps automated systems respond to changing conditions. It can inform dynamic slotting decisions, balance workloads between manual and automated zones, and adjust task prioritization based on real-time constraints. Rather than operating at fixed parameters, automated assets become more responsive to what is actually happening on the floor. The result is not just faster execution, but smarter execution. Automation does the work. AI helps determine how, when, and where that work should be done. Labor challenges demand better orchestration, not just efficiency Labor remains one of the most pressing challenges in material handling. Hiring is difficult. Turnover is high. Experience levels vary widely. Under these conditions, squeezing incremental productivity out of workers is not a sustainable strategy. What operations need instead is better orchestration. AI-supported systems can help align labor with demand more effectively by forecasting workload, identifying bottlenecks before they form, and directing work to where it is needed most. This reduces last-minute scrambling, overtime spikes, and the fatigue that comes from constantly operating in reactive mode. Importantly, this approach supports the workforce rather than sidelining it. When workers are guided by clearer priorities and more predictable workflows, safety improves, training becomes easier, and morale tends to follow. Automation handles repetitive or physically demanding tasks, while people focus on supervision, exception handling, and higher-value activities. In this sense, AI serves as a stabilizing force amid an increasingly unstable labor environment. Data quality still determines outcomes While enthusiasm for AI continues to grow, results remain uneven across the industry. The difference between success and disappointment almost always comes back to data discipline. AI systems learn from the data they are given. If inventory records are inaccurate, units of measure are inconsistent, or transaction data is incomplete, the insights generated will be unreliable. Over time, poor data quality does not just limit AI’s effectiveness. It actively degrades it. This is why organizations that see real value from AI tend to start with narrow, execution-focused use cases built on trusted data. Monitoring inventory movement, identifying aging stock, optimizing replenishment thresholds, or improving task allocation all rely on data that warehouses already understand well. As confidence grows and data governance matures, these use cases can expand. The goal is not to deploy AI everywhere at once, but to build momentum through measurable wins that reinforce good data practices. Faster decisions create operational resilience One of the most underappreciated benefits of AI and automation is their ability to enhance resilience. When disruptions occur, whether from demand spikes, supplier delays, or labor shortages, the ability to respond quickly often matters more than having a perfect plan. AI shortens the distance between signal and response. It gives teams earlier warning and clearer options. This responsiveness reduces

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Global Forklift Market Outlook strengthens, Creating new opportunities for dealers

Fri, 20 Feb 2026 06:00:22 +0000

The global forklift market is entering a period of renewed momentum, with updated forecasts indicating stronger growth in the near term and over the next decade. According to the latest research from Interact Analysis, shipment growth reached 7.1% year-on-year in 2025, a notable jump from 3.4% in 2024. More importantly for dealers, this acceleration is not expected to be a short-term spike. Instead, analysts are now forecasting a robust average annual growth rate of 5% from 2024 through 2034, reflecting what they describe as a “sustained structural improvement” in the market. The Interact Analysis market report focuses on Class 1–5 forklifts used primarily in manufacturing and logistics environments, providing detailed insights into accelerating trends in electrification and autonomy that are reshaping customer buying behavior and fleet strategies. For forklift dealers, this revised outlook signals expanding opportunities across new equipment sales, fleet replacement programs, electrification projects, automation, and aftermarket services. Annual Orders Set to Exceed 3.6 Million Units Interact Analysis has upgraded its long-term forecast, now projecting global annual forklift orders to exceed 3.6 million units by 2034—an increase of 400,000 units compared with earlier expectations. This scale of growth underscores a steadily expanding installed base, with direct implications for parts, service, operator training, and fleet management offerings. Dealers positioned to support long-term customer relationships—rather than one-off equipment transactions—are likely to benefit most as fleets grow larger, become more technologically advanced, and increasingly adopt electric units. China and India Drive Global Demand Nearly 80% of projected global growth over the next decade is expected to come from China and India, with China alone accounting for more than 70% of the anticipated increase in unit demand. Forecasts suggest China’s contribution will continue to widen, particularly between 2030 and 2034. While this growth is concentrated in Asia, its effects will be felt globally. Higher production volumes, faster technology cycles, and rising competition among manufacturers are likely to influence pricing, availability, and feature expectations in other regions—particularly around electric Class 1–3 trucks and automation-ready platforms. End Customers Signal Increased Investment One of the most encouraging indicators for dealers is growing optimism among end users. Interact Analysis reports that 50% of surveyed customers expect to increase their investment in material handling equipment by more than 10% in 2026. This confidence is largely driven by accelerating automation in manufacturing and logistics, alongside rising labor costs and persistent workforce shortages. At the same time, many automation equipment manufacturers remain cautious due to macroeconomic volatility, geopolitical uncertainty, supply chain disruptions, and component availability challenges. For dealers, this gap between demand and supply-side caution creates opportunities to provide flexible solutions and phased automation strategies. Electrification, Automation, and Fleet Replacement Maya Xiao, APAC Research Manager at Interact Analysis, identifies several key drivers shaping the market’s long-term trajectory. Rising demand for automation is fueling investment in advanced material handling solutions, while the dual shift toward electrification and autonomy is accelerating fleet replacement cycles. For dealers, these trends translate into more frequent conversations around the total cost of ownership, charging infrastructure, battery technology, software integration, and operator training—areas where consultative selling and value-added services can differentiate offerings. Emerging Markets and Long-Term Labor Pressures Beyond China and India, emerging markets in Southeast Asia, the Middle East, and Africa are adding further growth momentum, supported by infrastructure investment and supply chain reorganization. Meanwhile, ageing populations, rising wages, and ongoing recruitment challenges are making automation a strategic necessity rather than an optional upgrade. Together, these forces create a favorable environment for the forklift industry over the next decade. For dealers, the upgraded 5% annual growth forecast underscores the importance of aligning portfolios and capabilities with electrification, autonomy, and long-term customer support, positioning them not just as equipment suppliers but as partners in productivity and workforce transformation. About the Author: With over 200 years of combined experience, Interact Analysis is the market intelligence authority for global supply chain automation. Their research covers the entire automation value chain – from the technology used to automate factory production, through inventory storage and distribution channels, to the transportation of the finished goods. www.InteractAnalysis.com

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Adapting or Losing: How Lift Truck Dealers Must Navigate the Next Industrial Era

Fri, 20 Feb 2026 06:00:15 +0000

As I have said previously, I read numerous monthly newsletters covering material handling equipment, construction equipment, pure rental companies, and financial papers to stay current on where we are and where we are going. These take a lot of time to review and follow up on if I have questions about any conclusions presented in the publications. What was really crazy this year was the consistent comment in each publication that the U.S. is entering a new era that will produce a new industrial revolution comparable to those that have taken place in the past, except this time, there seems to be a feeling that this revolution will take place in a much shorter life span. To begin, I reviewed the BDO survey of 200 public company directors to understand how they plan to navigate evolving human needs in the age of digitalization and LI. It turns out that 74% of the boards plan to invest strategically in Emerging Technologies. In addition, most of the time is allocated to implementing Emerging Technologies over the next 12 months. I would say these directors are on the right path, but also recognize that significant work remains to set AI and automation goals in motion. For lift truck dealers, the companies participating in this survey are likely a “large” customer and would appreciate any input the dealer network can provide to support their transition to the new era of manufacturing or warehouse operations. Smaller customers will also face similar challenges, dealing with fewer technical issues but still aiming to improve margins, bottom-line profits, and free cash flow. Dealers will need to decide what to do, when to do it, how to fund it, and how to deliver an end product that meets customer needs. THIS WILL REQUIRE A SUBSTANTIAL TIME COMMITMENT AND BUDGET! Dealers, the question is not how you will get this done, but who will do it. Few will have internal staff with the time to work on this, even if they are technically qualified. And let’s remember that you are still in a competitive market-share environment, so you need to remain competitive as your competitors go through this process. It is easy to conclude that if your systems and procedures are less efficient than your competitors’, customers may look for other solutions. This ties in with our previous PERFORMANCE GAP situation. You adapt, or you lose. Oracle and NetSuite put out an email titled THE HIDDEN COST OF DOING NOTHING. WHY AI-DRIVEN ERP DECISIONS MATTER NOW. In today’s evolving business environment, CEOs and others face a critical decision: whether to continue with their existing systems and procedures or invest in modern solutions. The point is to avoid the hidden cost of falling behind competitors who have invested in advanced systems, powerful AI, and solutions to drive innovation. This is not an easy matter to contend with. But it has to be done ASAP. Since manufacturing customers will take longer to make the switch, I suggest you implement the required changes to improve your operations and align your industry solutions with your warehouse and distribution operations. Automation and robot issues can follow. To help you out, the DISTRIBUTION STRATEGY GROUP has generated a paper that addresses where dealers find themselves now, but also the individual steps to transform operations to meet customer needs, including collaboration with customer automation and system changes. The report is 73 pages long and outlines a step-by-step process. I have sent a copy to Dean if you would like one. Here is the link to the report. https://www.mhwmag.com/wp-content/uploads/2026/02/The-AI-2030-Strategic-Framework-Updated.pdf I believe it would be a good idea to explore these issues and changes with both large and small customers. Find out what they plan to do and who is leading the charge. See if you can assist them in finding a path that works for them. I also need to highlight the robot’s new-era status, as it is an area lift truck dealers will have to address head-on. Look at what AMAZON is doing. And some of the other large retail operations. After the ELECTRONICS SHOW in Vegas, the robot involvement in business is a GIVEN, and your large customers in both manufacturing and warehouse will be using them. AND THEY WILL NEED MAINTENANCE. Hopefully, dealers will be able to offer this service. The Humanoid and Optimus versions are upon us. It might be a good idea to visit robot manufacturers to explore how lift truck dealers can collaborate with them to meet customer needs. Don’t forget, MODEX will have manufacturers on the floor, so make plans to be in Atlanta, GA, April 13-16. Material Handling Wholesaler will have a MODEX supplement in the April issue One more thing you must follow up on. EQUIPMENT SHARE went public, and you must obtain a copy of Form S-1 (about 130 pages) and review how they operate their rental business. Pay attention to the different income silo’s they use and the EBITDA % of 40%. Jim Cramer just loves this company. Talked about it for about 15 minutes on his show. I guarantee you will be surprised at some of the data you see. Time to find a WHO to drive your company forward. On the other hand, several predictions included a major increase in M&A activity. Owners who do not wish to deal with these changes may want to convert their investment into cash. I am confident there are public equity funds that would be glad to work with them to achieve that goal. About the Columnist: Garry Bartecki is a CPA and MBA with GB Financial Services LLC, and a Wholesaler columnist since August 1993. E-mail editorial@mhwmag.com to contact Garry.

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AI and Automation Transform Forklift Dealers

Thu, 19 Feb 2026 12:00:16 +0000

As its use permeates both industrial workplaces and personal routines, artificial intelligence continues to attract headlines. Material handling is no exception. Some in the industry are exploring how AI and automation can help fill existing labor gaps and address production inefficiencies. Agentic AI and twinning solutions TGW Logistics is a global company that develops and manufactures “every essential component in-house,” from software to robotics to mechatronic modules, according to its website. The company is home to over 4,500 employees across Europe, Asia, and North America. It helps design, implement, and maintain “highly automated, future-proof fulfillment centers” for industries including fashion and apparel, grocery, industrial, and consumer goods, the site said. “Our comprehensive approach ensures we deliver solutions that enhance performance and solve complex supply chain challenges,” the website said. Dex Weber, business development manager at TGW Systems, Inc., focuses on the industrial and consumer goods category in North America. He sees AI being employed in a variety of cases to support research, with one trend being the use of agentic AI, which can operate a system for a specific task with limited supervision. Weber described how the tools can help businesses quickly identify items in areas of an operation where an employee may not be an expert. AI systems can also support collaboration with employees by consolidating data and making work processes more strategic, according to Weber. The offerings of AI agents are “really unique,” according to Keith Moore, CEO of AutoScheduler.AI, who said the technology can bundle up a set of capabilities and be given agency to accompany it. AutoScheduler is a cloud-based warehouse orchestration platform designed to empower companies to take full control of operations, according to the business. “Whether it’s managing fluctuating labor demands, juggling tight dock schedules, coordinating complex tasks, or optimizing your automation systems, AutoScheduler ties everything together to make real-time, data-driven decisions that boost your bottom line,” the website said. In January, AutoScheduler.AI announced it would showcase its Warehouse Decision Agent at Manifest 2026. Recently, the company has received several recognitions, including Moore being named as one of the top 25 CEOs in 2025 by the Austin Business Journal. Moore said he appreciates the recognition of the company’s work and noted that AutoScheduler has recently expanded in the retail and 3PL spaces. Moore has been tracking decision-making as a key component for technological solutions. “How many decisions per hour does a person make?” he said, noting that the bottlenecks that can occur as flows become more complex and that if a technological tool can help sort through those decisions, it can ease the operational flow. Twinning and robotic piece picking On the warehouse side, Weber said digital twinning via AI is becoming increasingly popular. “It’s a virtual replication of your warehouse. You can look back through some of the warehouse or certain areas and events and see how things were handled and mimic a way to do it differently,” he said. Weber added that retailers appreciate the use of digital twinning to plan how product movement could look and to adjust flow. When it comes to material handling and automation, Weber said TCW encourages a holistic approach to adopting new technologies. “Every business is a little bit different,” he said, although there are some patterns of need industry-wide, like the search for labor and workforce retention, reducing costs, faster throughput, and right-sized packaging. “Piece picking robots are growing really quickly for us,” said Weber, who said the robots learn with each pick and can continually improve performance. The technology is helpful for operations looking to fill third-shift labor needs. Automation or semi-automation can help sequence goods in the correct order and help workers avoid lifting heavy items, according to Weber. TCW continues to see growth in automation implementation across its customer base of all sizes, according to Weber. “It used to be only super high-performance companies investing in automation,” he said, adding that now companies of diverse makeup can bridge the gap of needs by making smaller and gradual improvements with newer tech. Weber noted that some of TCW’s customers are finding that implementing AI and automation is helping with workforce retention, as many workers are nearing retirement and younger generations appreciate and are comfortable with advanced technology. “We’ve had feedback from customers who have implemented automation and have said it really helps them with reducing turnover and attracting better talent,” Weber said. Modern WMS The current need for modern WMS is being driven by “unprecedented labor shortages, volatile consumer demand, rapid automation advances, and expanding digital ecosystems,” according to a recent article by Pauline Poissonnier, head of solutions at Hardis Supply Chain. “Warehouses can no longer function as isolated entities; they’re becoming fully integrated participants in broader networks of systems, partners, and devices,” Poissonnier said. She wrote that a connected WMS can ingest and share real-time data across transportation management systems, automated solutions, and more. “It coordinates activity based on both what’s happening inside of the facility and what’s happening through the supply chain, like shipment delays, forecast changes, carrier availability, or retail order cutoffs,” Poissonnier said. She advises using WMS platforms with open design principles that enable integration with automation and software partners and provide a foundation for future growth. “This shift to an agnostic mindset helps warehouses avoid rigid vendor lock-in and gives them flexibility to choose the best-fit solutions for their operational needs both today and in the future,” Poissonnier said. Automating with purpose Weber noted that it is important to integrate new technologies such as automation and AI the right way. “Automating some bad process is just going to make the bad process faster,” he said. Companies need to develop AI and automation policies and carefully plan across the entire operation. Moore agreed, saying change management is the number one challenge organizations face when implementing AI and automation. Even as businesses vary widely, their needs are uniform. “Everybody’s got the same problems,” he said. “If you are making better decisions with a better process, you can impact every single pain point.”

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Warehouse automation in 2025: A market defined by concentrated growth

Thu, 12 Feb 2026 13:53:16 +0000

2025 was a tale of two halves for warehouse automation. At the beginning of the year, conditions appeared positive, with interest rates expected to fall and vendors reporting stronger pipeline activity. However, in early 2025, tariffs announced by U.S. President Donald Trump introduced a sharp rise in uncertainty. As a result, many companies reported the postponement of large capital expenditure projects. Toward the end of the year, however, uncertainty declined more quickly than anticipated, and order intake for 2025 ultimately grew by 7%, exceeding our previous expectations. Higher order intake was driven primarily by two key factors. First, higher steel costs resulting from 25% U.S. tariffs on steel and aluminum led to higher system prices, which increased order intake on a nominal dollar basis. Second, a small number of end customers made significant investments that, collectively, were sufficient to drive market growth. These included Amazon’s significant increase in investment, Walmart’s continued investment in distribution centers, and projects from other large end customers such as Tesco, M&S, Ahold Delhaize, and Home Bargains. Competitive landscape: A tale of two halves As a result of selected end customers making substantial investments in 2025, we observed a corresponding concentration of growth among a limited number of automation vendors. This small number of vendors achieved significant growth, whereas the majority, particularly those serving small- to mid-sized customers, performed less well. For example, Dematic’s order intake grew by 50% in the first three quarters of 2025, while Toyota Industries’ Logistics Systems order intake grew by 65% over the same period. TGW also reported strong performance, with order intake rising by 55% in its 2025 financial year (ending October 2025). We also believe that Witron and Symbotic experienced significant increases in their order books following project announcements, although these figures have not yet been officially reported. While these large automation vendors performed particularly well, this positive sentiment was not shared across the wider market. Most automation vendors experienced sluggish performance in 2025. AutoStore, typically associated with small- and medium-sized projects (though it has recently undertaken several large-scale, high-throughput projects), experienced a 5% decline in order intake during the first three quarters of the year. Although not publicly disclosed, many automation vendors have indicated that 2025 was characterized by slow growth, with a significant number reporting declines in order intake. What’s causing this performance disparity? This divergence in performance among vendors is largely driven by two factors: first, the size of the vendors and their ability to service large-scale projects; and second, the strength of their existing relationships with the end customers making these large investments. Small and medium-sized enterprises (SMEs) reduced capital expenditure (CapEx) in 2025 due to tariff-related uncertainty. However, we observed a small number of large end customers making substantial investments in warehouse automation, such as Amazon, Aldi, and Tesco in the UK. Automation vendors that already had strong relationships with these behemoths were well placed to capitalize on this concentrated surge in demand for automation. This marks a shift from the previous few years, during which automation vendors focused on small- to mid-sized end customers, typically outperforming those targeting large accounts. In the years following the pandemic, large end customers slowed investment activity after overbuilding during COVID-19, whereas SMEs continued to invest at disproportionately higher levels. In contrast, in the current geopolitical environment, SMEs have become more cautious and have therefore slowed their investment, contributing to weaker performance among vendors serving this segment. Bucking the trend While this represents a general trend we observed, several companies fall outside the narrative. Honeywell’s Warehouse and Workflow Solutions group, for example, experienced a 37% contraction in revenue in 2024, followed by only 2% revenue growth in 2025. Although this does not directly reflect order intake, it highlights the company’s current difficult position. Given Honeywell’s size and scale, this demonstrates that not all large OEM-based system integrators benefited from the elevated investment levels of large end-customers in 2025. Similarly, several mobile-robot vendors significantly outperformed the broader market in 2025. Geek+, for example, reported 30% growth in order intake in the first half of the year. Meanwhile, several other mobile robot vendors reported strong order intake following a more subdued 2024. Performance across the segment was uneven, and not all mobile robot vendors performed well in 2025. Some continued to face financial stress, with a number filing for bankruptcy, including EK Robotics, and Zebra announced its planned disposal of Fetch Robotics. Final thoughts In summary, 2025 was characterized by a small number of outsized investments that collectively moved the market. This enabled a limited number of large automation vendors to significantly outperform their competitors. We expect order intake to become more broadly based in 2026, with a growing share of investment likely to come from small and medium-sized end customers as geopolitical and economic uncertainty continues to ease. This trend will be further supported by increasing greenfield activity toward the end of 2026, as vacancy rates are projected to continue declining and the excess warehousing capacity built during the pandemic becomes more fully utilized. About the Author Rowan Stott is a research analyst for Interact Analysis. With an academic background in physics and experience in experimental environments, Rowan works in our Warehouse Automation sector. He has a keen interest in micro-fulfillment, rapid delivery, and last-mile logistics, and is helping expand our research coverage in this fast-growing area.

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Mobile robots optimize material flow and increase safety in safe mixed operations at Holbox

Mon, 09 Feb 2026 15:55:59 +0000

With their move to a new company building, display specialist Holbox seized the opportunity to systematically modernise its internal logistics. For this purpose, Jungheinrich implemented a customised automation solution featuring two mobile robots. Two EKS 215a mobile robots optimise material flow Multi-fork specially adapted to local requirements Noticeable reduction in employee workload through automation of repetitive transport tasks Jungheinrich has implemented an automated logistics solution for Dutch display specialist Holbox at its new company site in Roermond. The mobile robots ensure efficient and safe material flow between production, warehouse, goods receipt, and shipping. In spring 2025, Holbox left its previous location in Echt and moved into a newly constructed, state-of-the-art company building in Roermond. The new facility allowed the family-owned company to restructure its production and logistics processes and align them more sustainably. “Our new building enables us to work more efficiently while at the same time reducing our ecological footprint,” says Martijn Hol, Managing Director of Holbox. Automation relieves employees At the heart of the solution are two EKS 215a mobile robots, complemented by additional Jungheinrich industrial trucks equipped with lithium-ion batteries. The vehicles take over heavy and repetitive transport tasks, thus noticeably relieving forklift drivers. This allows employees to focus on more demanding activities. The mobile robots are operated through a custom-configured, web-based user interface on tablets that all employees can use intuitively. Their navigation is based on precise laser scanning and intelligent sensor technology, allowing them to move safely in mixed operations with people and manually operated vehicles. Standard personal protection sensors scan the route in the direction of travel and load depending on speed. If an obstacle is detected, the mobile robot comes to a controlled stop. Customised safety concept for maximum protection A unique feature of the project – and a first in the Netherlands – is the additional safety sensor technology that monitors the surroundings of the customised mobile robots. It supplements the standard mobile robot safety technology and also detects obstacles above the usual detection height of 20 centimetres above the travel path. This ensures that, for example, raised loads are detected at an early stage. In such cases, the vehicle automatically reduces its speed or stops. In addition, the cantilever mobile robots are equipped with a specially developed multi-fork. In addition to Euro and industrial pallets, it also enables the transport of much bigger paper pallets measuring 1,600 × 1,200 millimetres – an important requirement for Holbox’s production processes. “The forklift drivers were initially somewhat sceptical about the arrival of the mobile robots, but from day one they have proven to be real team players,” concludes Martijn Hol. “They support our employees and take our logistics processes to the next level. This ensures that we are ready for the future.”

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Cyngn triples vehicles ordered year-over-year

Fri, 06 Feb 2026 15:23:23 +0000

Cyngn triples autonomous vehicle orders YoY. dozen of facility visits, major software upgrades, and fleet readiness drive enterprise adoption across manufacturing. Cyngn has announced that it has tripled the number of autonomous DriveMod Tuggers it sold in 2025 compared to 2024, reflecting accelerating customer adoption and expanded operational activity across enterprise sites. Over the past several months, Cyngn teams across sales, engineering, customer success, and operations completed a concentrated burst of field execution to support this growth, including: Dozens of customer facility visits to assess workflows and validate deployment use cases Multiple on-site DriveMod Tugger demonstrations Back-to-back upgrades of DriveMod 10.8 and Enterprise Autonomy Suite 3.0 at active customer locations Fleet readiness work bringing up a new batch of vehicles to prepare for new rollout demand The company expects additional deployments to begin in early 2026, including multi-vehicle implementations and fleet expansions at existing customer sites. “Tripling the number of vehicles ordered year-over-year reflects real operational momentum,” said Lior Tal, Chief Executive Officer of Cyngn. “Our teams are executing across demos, upgrades, and fleet preparation, and we are focused on scaling this progress into sustained commercial performance.” This update follows Cyngn’s $32 million funding raise and expanded collaboration with NVIDIA to support next-generation autonomous vehicle development.

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