Warehouse Management Archives - Material Handling Wholesaler

Smart Glasses for Warehousing: Simplify Warehouse Workflows

Mon, 11 May 2026 16:24:10 +0000

In this episode of The New Warehouse Podcast, Kevin Lawton catches up with Robby Moss of Vuzix. The conversation explores how Vuzix is bringing smart glasses and guided workflows into warehouse operations through hands-free technology and lightweight user experiences. The discussion covers everything from pick-and-pack validation to workflow analytics, remote maintenance support, and the role of smart glasses in helping warehouse teams reduce friction and improve visibility across operations. Building Smart Glasses Around Warehouse Reality Warehouse technology often fails when it adds friction to the job. Vuzix is taking the opposite approach. Instead of overwhelming workers with screens and complexity, the company focuses on making workflows feel more natural. Moss explained that simplicity is central to adoption. “You don’t have to go so far and make it complex. You wanna make it simple.” That philosophy shapes both the hardware and software experience. He also emphasized, “Our motto is to stay out of the way of the work.” The technology focuses heavily on hands-free execution. Moss described the goal clearly when he said, “We’re giving you hands-free, eyes up… and you’re just doing the work, looking where you’re looking, and we’re taking care of the rest.” Ideally, Vuzix wants the technology to fade into the background rather than dominate the workflow. Guided Workflows Extend Across the Warehouse Vuzix is not limiting smart glasses to a single workflow or department. Instead, the company is positioning the platform across inbound, outbound, maintenance, and inventory-related processes. Moss explained, “Any workflow that you really wanna drive, hands-free use… using their hands to pick up boxes and different things like that. That’s an ideal candidate.” The new pick-and-pack validation program announced at MODEX is designed to help operators evaluate the technology before committing to larger deployments. The kit includes an M400 or LX1 device, accessories, demo workflows, and Mobile Edge software. Users can test workflows such as pick assist, pack assist, pallet building, bin audits, goods receipt, barcode scanning, and OCR text scanning in less than 2 minutes. This creates faster troubleshooting without requiring specialists at every facility. Demoing the M400 Smart Glasses from Vuzix for Warehouse Operations Real-Time Visibility Creates New Operational Insights Vuzix is using its Insights software to capture workflow behavior in real time, giving leaders more immediate awareness of what is happening on the floor. Moss explained, “The ability to see certain types of analytics going forward… what kind of behavior do I have on the floor, where people are in a process, and I can capture all the behaviors and transactions from that device in real time.” That visibility is not just about monitoring activity. It also creates opportunities to improve training and identify friction points inside workflows. Moss noted, “If somebody’s quitting a process. So, is there something they didn’t learn or understand about the process? And we can adjust training and things like that.” Adoption remains one of the biggest challenges for wearable technology. Moss acknowledged that directly, saying, “Change management is a huge question. When related to adoption, because you want your workers to be productive, you want them to be comfortable.” Simple, effective solutions like this ultimately determine how quickly they move beyond the early adoption stages in warehousing. Key Takeaways Vuzix is positioning smart glasses as a hands-free workflow tool for warehousing and logistics. The company’s “stay out of the way of the work” philosophy emphasizes usability and adoption. The pick-and-pack validation program allows operators to test workflows before full integration. Demo workflows include pick assist, pack assist, pallet building, goods receipt, OCR scanning, and bin audits. Vuzix sees maintenance and remote support as strong use cases for smart glasses. The New Warehouse Podcast Smart Glasses for Warehousing: Simplify Warehouse Workflows

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EPG Aura Brings AI Into Warehouse Execution

Mon, 11 May 2026 13:19:58 +0000

Live from MODEX 2026, Kevin chats with the EPG team. Jett Chitanand, President of EPG USA, and Jason Wojtal and Ryan Absil discuss how AI in warehouse operations is evolving beyond dashboards and automation hype. Together, the demos demonstrate how AI and workforce technology are increasingly integrated into modern operations. AI Warehouse Operations Focus on Real Problems EPG took a different approach to AI at MODEX, focusing on operational friction within the warehouse. Chitanand explained that the company’s goal is practical execution, not AI for the sake of AI. As he put it, “We are focused on solving real-life problems inside the warehouse.” EPG Aura sits on top of warehouse systems and connects workflows, documentation, and operational processes into one AI-powered environment. During the demo, Wojtal showed how Aura could scan damaged delivery paperwork, recognize the information, and automatically process it into the system. He explained, “With our solution, our image recognition is about 95%.” The platform also integrates conversational AI into workflows. Chitanand described how operators can interact with the system naturally, saying, “We can scan it, and then say, or even talk with it, just like you talk with ChatGPT.” EPG Aura Expands Warehouse Visibility One of the more interesting demonstrations involved intelligent video analysis. Aura analyzes warehouse video streams in real time and identifies exceptions that leaders might otherwise miss. The system can monitor dropped cartons, dwell time, overcrowding, missing safety vests, and pallet activity. Wojtal described the functionality simply: “It’s an extra set of eyes for you there.” The key difference is customization. Users define what matters operationally. Aura then continuously monitors for those exceptions. Wojtal explained, “You ask what alerts you want, and it’s in plain text.” That flexibility extends into orchestration workflows as well. During one example, Aura detected that a carrier ETA had shifted significantly and identified five orders at risk of missing SLAs. Instead of forcing managers to use multiple systems, the platform automatically generated recommended actions. Wojtal noted that Aura is “constantly analyzing what’s happening” and “gives you recommended actions.” Importantly, operators still stay in control. Wojtal emphasized, “It won’t do anything unless you say, yes, take action.” That human-in-the-loop model may become one of the most important themes in AI warehouse operations moving forward. Gamification Brings Engagement to Voice Picking EPG also showcased new gamification capabilities within Lydia Voice. The concept introduces gaming mechanics into warehouse picking workflows through leaderboards, badges, rankings, coins, and audio-based feedback. Ryan Absil explained the strategy clearly: “Gamification is bringing context of gaming elements into Lydia’s voice.” The idea is not simply entertainment. EPG sees gamification as a way to improve motivation and retention in physically demanding warehouse environments. Chitanand explained, “Warehouse jobs are so demanding, and the workers are, you know, you could suffer from low motivation.” The Lydia system provides real-time audio feedback during picking workflows. Workers hear updates when they earn coins, increase productivity, or move to higher-ranking tiers. Absil said the larger goal is sustained engagement over long shifts. He explained, “The goal of gamification is to take a repetitive task over again over a long period of time and make that more enjoyable for the user.” That strategy may resonate especially with younger generations of the workforce, already accustomed to digital rewards and gaming environments. Key Takeaways EPG won a best product award at LogiMAT for Aura and received an MHI Innovation Award nomination for Lydia’s gamification features EPG Aura combines warehouse visibility, workflow orchestration, and AI-driven recommendations into one operational environment The platform generates recommended operational actions while keeping humans in control of execution decisions. Lydia Voice gamification introduces leaderboards, rewards, rankings, and audio feedback into warehouse picking workflows. EPG partnered with NVIDIA to support Aura’s observer use cases The New Warehouse Podcast EPG Aura Brings AI Into Warehouse Execution

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AI Forklift Platform: Redefining the Operator Experience

Wed, 06 May 2026 13:10:09 +0000

Welcome to this episode of The New Warehouse Podcast. Kevin chats with Bill Pedriana, President of Noblelift North America, live from MODEX 2026. Noblelift, a global manufacturer of lithium-powered lift trucks, is introducing a new wave of innovation. The conversation centers on the launch of the Omega and Hero platforms, with a strong focus on AI integration and operator enablement. Pedriana shares how Noblelift is rethinking the forklift, not just as equipment, but as an AI forklift platform designed to improve productivity, safety, and workforce performance in modern warehouse environments. AI Forklift Platform Shifts the Role of Equipment The biggest shift is not the hardware. It is how the forklift is positioned in the operation. Pedriana explains that Noblelift is moving beyond traditional equipment thinking. “There’s really nothing like this today, so we’re launching the first AI platform on a forklift.” That shift turns the forklift into a point-of-use technology layer. It is no longer just moving pallets. It collects data, guides operators, and improves decision-making in real time. This aligns with a deeper insight into cost structure. “The human operator is 75% of the cost of the human machine system… Only 25% of the cost is the machine.” As a result, the strategy becomes clear. Instead of optimizing the machine alone, Noblelift is investing in the operator. The goal is to improve productivity, safety, and skill development through embedded AI and real-time feedback. Empowering Operators with Real-Time AI Coaching According to Pedriana, “The traditional forklift is dead.” Enter the Omega. The Omega is “The first electric truck you never have to plug in.” The platform introduces agentic AI directly into the forklift. This allows the system to learn driver behavior and provide ongoing coaching. Pedriana describes how this changes daily operations. “Using agentic AI at the point of use… really drives the productivity, safety, and capability of an operator.” The platform tracks safety, productivity, and technique. It also introduces gamification, leaderboards, and performance insights. These tools help operators improve continuously, not just during onboarding. The impact compounds quickly. “The productivity benefit pays for everything… including the truck.” There is also a strong training implication. Instead of waiting years to develop top talent, the system accelerates learning curves. This matters in a market where skilled labor is harder to find and retain. Human-in-the-Loop Automation Outpaces Full Autonomy While automation remains a key trend, Noblelift is taking a different stance. The focus is not on removing the operator. It is enhancing them. Pedriana makes this clear. “Full auto is hard.” Instead, the Omega enables a hybrid model. Operators can command AGVs and AMRs through voice. They act as orchestrators rather than just drivers. This creates a force multiplier effect across the warehouse. Pedriana believes this approach will outperform full automation in many environments. “Keeping the human in the loop and giving the human tools like this agentic AI platform… outperform full automation.” This also opens the door for new workforce dynamics. As operators gain more control and capability, their role becomes more strategic. That shift could reshape how warehouses think about labor, training, and compensation. Key Takeaways Noblelift is positioning the forklift as an AI-powered platform, not just material handling equipment. Human labor represents roughly 75% of total system cost, driving a focus on operator enablement. The Omega introduces real-time AI coaching across safety, productivity, and technique. Gamification and performance tracking create continuous skill development. The platform enables voice-based orchestration of AGVs and AMRs for hybrid automation. Battery innovation allows extended runtime without a traditional charging infrastructure. Human-in-the-loop automation is positioned to outperform full autonomy in many operations. AI acceleration reduces training time from years to significantly shorter timeframes. The New Warehouse Podcast AI Forklift Platform: Redefining the Operator Experience

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Dude, Where’s My Stuff? Sonaria Answers that Question with RFID

Tue, 05 May 2026 10:05:15 +0000

Welcome to this episode of The New Warehouse Podcast. Kevin chats with John Wirthlin from Sonaria, a solution under the Lowry umbrella, live from MODEX 2026. The conversation centers on shipment verification powered by RFID and how Sonaria is rethinking the operator experience. Instead of leading with technology, the focus is on business outcomes and usability on the floor. Wirthlin walks through how their system simplifies receiving and shipping workflows, reduces costly errors, and delivers real-time visibility without adding complexity. Operator-First Design Changes Adoption Wirthlin makes it clear that most operations are not asking for more technology. As he explains, “we’re all about trying to understand the business outcome first.” Instead of overwhelming users with complex systems, the platform delivers only what operators need in the moment. Many warehouse tools fail because they prioritize features over usability. Wirthlin highlights that “we’re trying to give an experience for the operator that’s operator-centric. And not technology-centric.” That distinction drives adoption. When systems mirror how work actually happens, training becomes almost unnecessary. Operators can move faster without second-guessing the system. This also addresses a common industry gap. Many warehouses still rely on manual checks or fragmented tools. By simplifying the interface and focusing on context, Sonaria reduces friction. The result is faster onboarding, fewer errors, and stronger confidence on the floor. RFID Visibility Solves the “Where’s My Stuff?” Problem One question keeps coming up across industries. As Wirthlin puts it, “A lot of it’s all the same thing. Where’s my stuff?” That challenge spans everything from small electronics to forklifts. Companies want visibility, but they also need accuracy in real environments. RFID has matured, but misconceptions still linger. Some believe it cannot handle metal or complex layouts. Sonaria approaches this differently. Rather than imposing a single solution, they evaluate each environment. Wirthlin explains, “We want to provide the right sensing technology for the right job.” That includes passive RFID, Bluetooth, and ultra-wideband when needed. This flexibility matters because no two warehouses operate the same way. Layout, materials, and workflows all impact performance. By understanding movement patterns and constraints, Sonaria ensures the technology actually delivers value. The outcome is more than tracking. It is actionable visibility. Operators know where items are, how they move, and whether processes are working as expected. Preventing Costly Errors in Real Time Shipment verification is where this approach becomes tangible. The system provides instant feedback as pallets are loaded. There is no delay, no guesswork, and no need for manual scans. The biggest impact comes from error prevention. Wirthlin explains the core goal: “We want to make sure we’re not putting something on the wrong truck.” That single mistake can trigger returns, rework, and customer dissatisfaction. The system also flags more nuanced issues. For example, it prevents refrigerated goods from being loaded onto non-refrigerated trailers. These errors are easy to miss but expensive to fix. Speed is another advantage. As demonstrated, reads happen instantly. This eliminates bottlenecks and keeps workflows moving. Operators get real-time confirmation without slowing down. Key Takeaways on RFID RFID shipment verification provides instant read speeds with no lag during loading System tracks expected vs. actual loads, including pallet counts and case quantities. Prevents mis-shipments by validating the correct truck, product type, and conditions Flags cold chain risks by identifying refrigerated vs. ambient mismatches Supports multiple sensing technologies, including passive RFID, BLE, and UWB The New Warehouse Podcast Dude, Where’s My Stuff? Sonaria Answers that Question with RFID

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Forklift Automation: An Ideal Starting Point for Warehouses

Mon, 04 May 2026 12:54:35 +0000

Welcome to our 700th episode of The New Warehouse Podcast. For this episode, we are going to Yale, forklifts that is. Kevin chats with leaders from Yale Lift Truck Technologies live at MODEX 2026. Featured guests include Brad Long, Kevin McWilliams, and Kyle Smart. They share how Yale is expanding beyond traditional lift trucks into broader warehouse automation solutions. From safer forklift environments to faster deliveries and easier automation starts, the message is clear: modern warehouse automation can be incremental, flexible, and results-driven. Forklift Automation Starts with Solving Real Problems Many automation discussions begin with technology. Yale begins with workflow issues. Brad Long explained, “So we’re really focusing on building a best-in-class warehouse for today and tomorrow.” That framing matters because operators need results now, not only future concepts. He also noted, “We’re thinking about end-to-end, right?” Yale’s focus stretches from warehouse movement to last-mile delivery pain points. Delays in the warehouse often lead to delays at the customer’s door. Long added that at MODEX 2026, Yale is showcasing technologies “that are really changing the face of warehouse and last-mile logistics.” Warehouses increasingly need solutions that connect labor, movement, and final delivery execution. Strong automation strategies solve bottlenecks across the full chain, not in isolated zones. Route Runner Targets Delivery Efficiency Yale’s Route Runner addresses one of retail distribution’s hardest jobs: getting product from truck to shelf quickly. Kevin McWilliams described it simply: “The Yale Route Runner is a nested solution.” The sled fits into the pallet jack, then separates at the store. That allows outdoor movement and tighter indoor maneuvering with one system. He added, “Reduces, touches, reduces step, reduces effort for deliveries.” Those gains matter when routes involve repeated stops and constant handling. Fewer touches can reduce fatigue and improve speed. The ergonomic upside may be even bigger. McWilliams said, “When they don’t have to bend to the floor to lift cases, to put them back in the racks, they can take them off at waist height. It’s been a huge blessing.” The unit also provides 22 inches of lift. In labor-tight markets, equipment that reduces strain can support both retention and productivity. Safer Operations and Easier Forklift Automation Adoption Yale also demonstrated pedestrian awareness technology designed to help forklift operators quickly recognize people. Chad explained that the system helps an operator identify where pedestrians are located and respond accordingly. He also noted it provides alerts “with a visual cue, with an audible cue.” Yale can also trigger truck deceleration through traction alert features. This layered approach supports awareness instead of replacing operator judgment. In robotics, Kyle Smart introduced Yale Relay solutions and a new automated counterbalance stacker. He described a platform that supports “ease of implementation, getting started, with really drag and drop features.” He added, “It’s a great place for customers to get started… earlier in the automation journey.” That message will resonate with operators who want progress without overwhelming complexity. Key Takeaways Yale Lift Truck Technologies is positioning itself as a broader warehouse automation provider, not only a forklift manufacturer. Yale emphasized end-to-end improvement, including warehouse flow and last-mile delivery. Route Runner combines pallet jack and sled functionality for faster store replenishment. The unit offers 22 inches of lift to improve ergonomics and reduce repeated bending. Driver retention was cited as a major customer concern. Pedestrian awareness cameras help operators detect nearby workers through visual and audible alerts. Yale Relay robotics focuses on low-complexity implementation and scalable adoption. The new automated counterbalance stacker targets low-level handling and end-of-line tasks.. The New Warehouse Podcast Forklift Automation: An Ideal Starting Point for Warehouses

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Why Appointment Setting Matters in Material Handling

Thu, 30 Apr 2026 19:04:36 +0000

Material handling sales cycles are notoriously complex and drawn out. From the first conversation to a signed agreement, deals can take weeks, many months or longer to close. Your buyers are operations managers, warehouse directors, and supply chain executives who are constantly shielded by gatekeepers and inundated with vendor outreach. This is why a deliberate, professional appointment setting strategy isn’t optional, it’s a competitive necessity. Rather than depending solely on inbound inquiries or hoping an industry event generates follow-up calls, a structured B2B material handling appointment setting program keeps your sales team engaged with prospects who have already been vetted and have a genuine interest in what you offer. The Core Components of an Effective Strategy A successful B2B material handling appointment setting program begins with pinpoint targeting. Defining your ideal customer profile is critical: facility size, operational environment, industry vertical, geographic footprint, and the equipment or systems they currently rely on. The tighter your targeting criteria, the better your results will be. From there, multi-channel outreach becomes your engine. Direct phone outreach remains one of the most effective tools in material handling sales because operational decision-makers respond well to straightforward, knowledgeable communication. Layer in tailored emails and well-timed LinkedIn engagement to build a consistent presence that stays on a prospect’s radar without feeling intrusive. Messaging and framing are equally critical. Lead with a pain point that resonates rather than jumping straight into a product overview. An opener like: We partner with distribution centers that are dealing with throughput bottlenecks and rising labor costs — is that something you’re navigating right now? immediately establishes credibility and opens the door to a real conversation. In-House vs. Outsourced Appointment Setting Material handling companies often wrestle with whether to develop an internal business development team or engage a specialized B2B appointment setting partner. Internal teams bring familiarity with your product line and company culture. An outsourced partner brings an established process, industry knowledge, and the ability to ramp up quickly often launching campaigns in a matter of weeks. For companies looking to break into new verticals or accelerate growth without the overhead of building a team from scratch, outsourcing frequently delivers faster results. The right partner already speaks the language of the material handling industry — they understand equipment lifecycles, multi-stakeholder buying processes, and the patience required to work longer sales timelines. Rather than simply generating a contact list, they actively work your target market every day, using robust prospecting databases and experienced business development professionals to put your sales team face-to-face with the decision-makers who matter most. Finally… B2B material handling appointment setting comes down to precision, persistence, and a process that can be measured and refined over time. Companies that commit to a structured outreach program stop leaving growth to chance and start building pipeline with intention. In an industry where trust and relationships drive every major purchasing decision, securing that first conversation is the foundation everything else is built on. If you’re looking to build a more predictable and scalable sales engine, Industrial SalesLeads works exclusively in the industrial space, connecting your team with qualified prospects who are already confirmed and ready to meet. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team.

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419 New Planned Industrial Construction Activity Rises 9% in March 2026

Thu, 30 Apr 2026 18:53:00 +0000

Industrial SalesLeads released its March 2026 planned capital project spending report for the General Industrial sector, tracking North American capital project activity across new facility construction, expansions, and equipment modernization projects. This month’s research confirms 419 planned industrial projects across the General Industrial sector, led by 199 renovations and equipment upgrades, 140 new construction starts, and 108 expansions, representing a 9% increase in planned industrial project activity from the previous month. The following are selected highlights on new industrial construction news and project opportunities throughout North America. Planned Industrial Construction – By Project Type: Manufacturing Facilities – 150 New Projects Processing Facilities – 96 New Projects Distribution and Industrial Warehouse – 179 New Projects Power/Energy/Oil and Gas – 7 New Projects Laboratory Facilities – 11 New Projects Mine – 1 New Project Terminal – 0 New Projects Pipeline – 0 New Projects Planned Industrial Construction – By Scope/Activity New Construction – 140 New Projects Expansion – 108 New Projects Renovations/Equipment Upgrades – 199 New Projects Plant Closing – 24 New Projects Top Industrial Equipment Categories in Demand 95%–96% of the identified Construction projects are searching for Compressed Air Systems, Lighting, and HVAC Equipment. 90% of the identified Construction projects are searching for Mechanical Construction, and Fire Protection Equipment. 70%–82% of the identified Construction projects are searching for Material Handling/Storage Equipment, Lift Trucks, Loading Dock Equipment, and Conveyors. 62% of the identified Construction projects are searching for Cranes and Hoists. Planned Industrial Construction – By Location (Top 10 States) Texas – 32 New York – 26 Ohio – 25 California – 23 Indiana – 23 Wisconsin – 18 Michigan – 16 North Carolina – 16 Pennsylvania – 15 South Carolina – 15 Largest Planned Industrial Construction Project During the month of March, our research team identified 47 new General Industrial facility construction projects with an estimated value of $100 million or more. The largest project is owned by SB Energy, who is planning to invest $33 billion for the construction of a 9 GW natural gas-fired power plant in PORTSMOUTH, OH. They are currently seeking approval for the project. Top 10 Tracked Industrial Construction Projects PENNSYLVANIA: Renewable energy company is considering investing $17 billion for the construction of a 4 GW natural gas-fired power plant and is currently seeking a site in the GREENE COUNTY, PA area. Watch SalesLeads for updates. TEXAS: Energy company is planning to invest $3.5 billion for the construction of a processing facility in BROWNSVILLE, TX. They are currently seeking approval for the project. Completion is slated for 2029. LOUISIANA: Chemical company is planning to invest $3.4 billion for the expansion and equipment upgrades on their processing facility in PLAQUEMINE, LA. They are currently seeking approval for the project. Construction will occur in multiple phases, with completion of phase 1 slated for 2030. TEXAS: Defense contractor is planning to invest $3.2 billion for the construction of a manufacturing facility in BROWNSVILLE, TX. They are currently seeking approval for the project. ARKANSAS: Electric utility service provider is planning to invest $2.6 billion for the construction of a 1,500 MW natural gas-fired power plant in NEWARK, AR. They are currently seeking approval for the project. GEORGIA: Pharmaceutical company is planning to invest $2 billion for the construction of a 460,000 SF processing and office campus in DACULA, GA. The project is in the early design phase. Watch Industrial SalesLeads for updates. LOUISIANA: Renewable fuel company is planning to invest $1.4 billion for the construction of a processing facility in ST. CHARLES, LA. They are currently seeking approval for the project. Construction is expected to start in late 2027, with completion slated for late 2029. MASSACHUSETTS: Consumer products MFR. is planning to invest $1 billion for the construction of a manufacturing, research, and office facility at 232 A St. in BOSTON, MA. They are currently seeking approval for the project. TENNESSEE: Battery component mfr. is considering investing $1 billion for the construction of a manufacturing facility on West 19th Street in CHATTANOOGA, TN. Watch Industrial SalesLeads for updates. NORTH CAROLINA: Steel product MFR. is planning to invest $875 million for the construction of a 1.6 million SF manufacturing facility in COEFIELD, NC. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team.

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Food and Beverage Capital Investment Remains Strong in March 2026 with 66 New Projects Spanning Processing, Expansion, and Modernization

Thu, 30 Apr 2026 17:13:07 +0000

Industrial SalesLeads released its March 2026 planned capital project spending report for the Food and Beverage industry, tracking North American capital project activity across new facility construction, expansions, and equipment modernization projects. This month’s research confirms 66 new planned projects across the Food and Beverage sector, led by 34 renovations and equipment upgrades, 20 new construction starts, and 18 expansions. The following are selected highlights on new Food and Beverage industry construction news. Food and Beverage Project Type Processing Facilities – 42 New Projects Distribution and Industrial Warehouse – 24 New Projects Food and Beverage Project Scope/Activity New Construction – 20 New Projects Expansion – 18 New Projects Renovations/Equipment Upgrades – 34 New Projects Plant Closing – 7 New Projects Top Industrial Equipment Categories in Demand 89%–90% of the identified Distribution and Supply Chain projects are searching for Lighting, Material Handling/Storage Equipment, and Lift Trucks. 84% of the identified Distribution and Supply Chain projects are searching for Compressed Air Systems and HVAC Equipment. 69%–73% of the identified Distribution and Supply Chain projects are searching for Mechanical Construction, Loading Dock Equipment, Conveyors, Cranes and Hoists. Food and Beverage Project Location (Top 10 States) California – 6 Ohio – 6 Washington – 6 Pennsylvania – 4 Mayland – 3 New York – 3 Wisconsin – 3 Alabama – 2 Florida – 2 Georgia – 2 Largest Planned Project During the month of March, our research team identified 6 new Food and Beverage facility construction projects with an estimated value of $100 million or more. The largest project is owned by The Coca-Cola Company, who is planning to invest $650 million for the expansion and equipment upgrades on their processing facility in COOPERSVILLE, MI by 245,000 SF. They are currently seeking approval for the project. Construction is expected to start in early Fall 2026, with completion slated for 2028. Top 10 Tracked Food and Beverage Projects ARKANSAS: Diversified food products MFR. is planning to invest $220 million for the expansion and equipment upgrades on their processing facility in FAYETTEVILLE, AR. They are currently seeking approval for the project. Construction is expected to start in late 2026. SOUTH DAKOTA: Cheese MFR. is investing $200 million for the expansion and equipment upgrades on their processing facility in BROOKINGS, SD. They are currently seeking approval for the project. WISCONSIN: Meat product MFR. is planning to invest $125 million for the renovation and equipment upgrades on a 195,000 SF processing facility on Crocker Ave. in SHEBOYGAN, WI. They have recently received approval for the project. LOUISIANA: Food products distributor is planning to invest $110 million for the renovation and equipment upgrades on their distribution center in PEARL RIVER, LA. They are currently seeking approval for the project. Renovations are expected to start in early 2027, with completion slated for late 2027. INDIANA: Specialty food product MFR. is expanding and planning to invest $91 million for the construction of a 132,000 sf processing and warehouse facility in INDIANAPOLIS, IN. They are currently seeking approval for the project. OHIO: Specialty food product MFR. is planning to invest $85 million for the renovation and equipment upgrades on a 250,000 sf processing facility in BATAVIA TOWNSHIP, OH. They have recently received approval for the project. Construction will occur in phases, with completion of phase 1 slated for early 2027. MASSACHUSETTS: Food products MFR. is planning to invest $55 million for a 65,000 sf expansion and equipment upgrades on their processing and warehouse facility in AYER, MA. They are currently seeking approval for the project. KENTUCKY: Food processing company is planning to invest $37 million for the construction of a processing facility in COVINGTON, KY. They have recently received approval for the project. WASHINGTON: Fruit processing company is planning to invest $25 million for an expansion of their processing facility in PROSSER, WA. They are currently seeking approval for the project. UTAH: Bakery company is planning for the expansion of their processing and warehouse facility in PLEASANT VIEW, UT by 115,000 SF. They are currently seeking approval for the project. About Industrial SalesLeads, Inc. Since 1959, Industrial SalesLeads, based in Jacksonville, FL is a leader in delivering industrial capital project intelligence and prospecting services for sales and marketing teams to ensure a predictable and scalable pipeline. Our Industrial Market Intelligence, IMI identifies timely insights on companies planning significant capital investments such as new construction, expansion, relocation, equipment modernization and plant closings in industrial facilities. The Outsourced Prospecting Services, an extension to your sales team, is designed to drive growth with qualified meetings and appointments for your internal sales team. Visit us at salesleadsinc.com.

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AutoScheduler.AI CEO Keith Moore Honored with Inaugural Innovative Supply Chain Leadership Award

Thu, 30 Apr 2026 14:57:39 +0000

Inaugural honor recognizes Moore’s role in revolutionizing warehouse orchestration through AI-driven decision-making AutoScheduler.AI, a leading AI-based Decision Intelligence Platform that unifies and automates warehouse decision-making, announces that CEO Keith Moore has been named the winner of the inaugural Innovative Supply Chain Leadership Award for 2026, presented by Supply Chain Now. The award was announced in conjunction with National Supply Chain Day® 2026. To mark the occasion, Supply Chain Now introduced two premier honors celebrating industry excellence: the Innovative Supply Chain Leadership Award and the “Do Good, Give Forward, Be the Change” Award. Recognizing Visionary Leadership The Innovative Supply Chain Leadership Award is exclusively reserved for individuals who demonstrate forward-thinking strategy, relentless innovation, and a quantifiable impact on global logistics. Under Keith Moore’s leadership, AutoScheduler has pioneered the use of AI to unify and orchestrate complex warehouse environments. “Congratulations to the entire AutoScheduler team for continuing to drive powerful change across the supply chain industry,” says Scott Luton, Founder & CEO, Supply Chain Now. “It’s been one of our favorite ongoing stories to share. In recognition of Keith’s leadership and impact, Supply Chain Now is proud to honor him for pushing the boundaries of what’s possible in supply chain by bringing innovation into real-world execution and helping organizations operate more intelligently, efficiently, and proactively.” A Commitment to Innovation “I am deeply honored to receive this recognition from such a respected voice in our industry,” says Keith Moore, CEO of AutoScheduler.AI. “There is no better time than National Supply Chain Day to celebrate the incredible progress our industry has made. Receiving the first Innovative Supply Chain Leadership Award is a massive honor, but it’s also a reminder of our responsibility to keep pushing the boundaries of what’s possible. We’re proud to stand alongside Supply Chain Now in elevating the people and technologies that keep our world moving.” Celebrating National Supply Chain Day National Supply Chain Day (NSCD)® is an annual celebration dedicated to elevating the people, processes, and innovations that propel the supply chain industry forward. Visit: https://supplychainnow.com/nscd/.

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Locus Array: The Next Leap in Warehouse Fulfillment Automation

Thu, 30 Apr 2026 13:17:25 +0000

Welcome to this episode of The New Warehouse Podcast. Kevin chats with Kait Peterson of Locus Robotics live from MODEX 2026. The conversation centers on Locus Array, a new autonomous system built to move beyond pick-assist robotics. Peterson explains how Array was built to answer those demands while working within standard racking and tote environments. This episode offers a close look at where fulfillment automation is heading. Locus Array Expands Beyond Pick Assist Locus built its name around collaborative robots. Array represents a bigger move into full workflow automation. Peterson explains, “Locus Array is a fully autonomous fulfillment robot system.” She adds, “It covers all of the workflows, all the way through the picking process, all the way to packout.” That distinction matters. Many solutions automate only a slice of the operation. Array aims to connect multiple labor-intensive functions into a single robot platform. Peterson also clarified, “The robot also does the put-away function, replenishment, inventory counting, and re-slotting.” The robot stands 10 feet tall and handles six orders at once using different tote sizes. Locus Array can pull inventory from shelves, pick items with an autonomous arm, and deliver completed orders to downstream packing areas. These capabilities are ideal for operators dealing with multiple order profiles. Why Labor Keeps Driving Automation The strongest theme in the interview was labor. Peterson said customer feedback repeatedly pointed to the same issue. “Labor’s such a huge problem in terms of availability, cost, reliability, retention.” She also added a blunt truth many operators understand. “People aren’t picking machines. It’s not a fun job for most people.” That honesty helps explain why demand for warehouse automation continues to rise. Warehouses are not only chasing lower costs. They are also trying to stabilize operations amid turnover, absenteeism, and constant recruiting disruptions. Peterson said Locus designed Array around three customer priorities. “They want storage density maximized. They want to minimize labor and increase their operational capacity 24/7.” Those goals connect directly to executive concerns by delivering more capacity from the same footprint, solutions in unstable labor markets, and better use of overnight hours. Fast Deployment and Smarter Operations Large automation projects often stall because they require major facility changes. Locus is trying to remove that friction. Peterson said, “It’s actually very lightweight. It’s all standard totes and racking.” She added, “So from a customer lift perspective, it’s very, very low.” That message became more concrete with a live example. Peterson noted a newly announced deployment with DHL and said, “Their site was up in four weeks.” Array also uses software intelligence through Locus One. Orders are consolidated before work begins. Picks are clustered by location. Inventory can be re-slotted overnight based on projected demand. Peterson explained, “So in the morning, you come in with totally optimized order profiles.” The robot gets so much attention, but warehouse orchestration delivers the real gains through faster travel paths, better slotting, and less wasted motion. Key Takeaways on Locus Array Locus Array offers full-automation fulfillment. The system combines picking, put-away, replenishment, counting, and re-slotting. Labor shortages, retention, and reliability remain the top drivers of automation. The robot is 10 feet tall and can manage six orders simultaneously. Locus says its network has completed more than seven billion picks. Array was designed to pick 60% to 70% of common customer SKUs initially. Standard totes and racking may reduce implementation complexity. A DHL deployment reportedly went operational in 4 weeks. The New Warehouse Podcast Locus Array: The Next Leap in Warehouse Fulfillment Automation

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Warehouse Automation Trends from MODEX 2026

Mon, 27 Apr 2026 12:50:43 +0000

Welcome to this episode of The New Warehouse Podcast, where Kevin chats with Christoph Buchmann of iAutomate and Rueben Scriven of Interact Analysis. Together, they break down what they saw at MODEX 2026 and LogiMAT. The discussion goes beyond show-floor hype and focuses on what warehouse operators actually care about right now. For leaders evaluating automation, this episode offers a grounded look at where the market is heading and what matters most in real operations. Warehouse Automation Trends Are Becoming More Practical At MODEX 2026, there was strong interest in automation, but buyers appeared more selective. Christoph Buchmann said he has been hearing “a bit of a technology fatigue.” He explained that many vendors lead with features while operators stay focused on outcomes. As he put it, “they’re focusing on selling us on their tech versus what really matters from an operational point of view is uptime. How reliable is that system?” That shift matters. Warehouse leaders still want lower cost per pick, space savings, and stronger throughput. However, they are less impressed by novelty alone. Buchmann added that some solutions are becoming over-engineered, which can distract from performance. This creates a healthier market. Buyers are asking harder questions about service levels, ROI, and daily execution. That is a sign the industry is maturing. Instead of chasing the newest concept, operators want dependable solutions that improve the business. AI Is Here, But Real Use Cases Matter AI remained a major topic at MODEX. Still, the conversation is changing. Rueben Scriven noted, “AI’s been on every single stand for the last three, four years.” What stood out this year was the movement toward practical applications. Scriven said, “There are some more functional use cases.” He grouped current warehouse AI into four categories: vision and inspection, execution and optimization, natural language interaction, and physical AI such as humanoids. Among those, vision appears to be gaining the most traction. He explained, “There seems to be a lot of use cases at the show around vision inspection.” That makes sense. Vision tools can improve quality control, detect issues faster, and often leverage existing camera infrastructure. Meanwhile, humanoid robots drew less buzz than expected. Safety and regulation remain barriers. The bigger takeaway is clear: AI excitement alone is no longer enough. Buyers want useful, measurable applications that fit real warehouse workflows. Reliability and Integration Still Decide Deals When operators were surveyed, the top barrier to adoption was not cost. It was complex. Scriven shared, “In fact, it was integration complexity.” That finding says a lot about today’s market. Most warehouses already run layered systems. New automation must connect with WMS, controls, labor processes, and changing order profiles. If that feels risky, decisions slow down. Buchmann echoed that concern, saying, “The integration complexity, I think, is the biggest fear.” Even after evaluating newer technologies, many buyers return to proven options. Buchmann said some companies go back to systems that “just works.” That decision often reflects career risk as much as technical risk. Scriven added another key truth: “Reliability is fundamentally probably the most important factor.” In the end, uptime, support, and confidence often beat flashy demos. For vendors, that means trust may be the strongest differentiator in the market. Key Takeaways Operators are prioritizing uptime, reliability, and ROI over flashy features. Technology fatigue is emerging as similar solutions flood the market. AI is evolving from branding language into practical use cases. Vision inspection technologies ranked high in terms of future investment interest. Interact Analysis surveyed about 400 operators for recent findings. Integration complexity was the number one barrier to automation adoption. Scalability matters more because future demand remains uncertain. Proven systems often win because they lower operational and career risk. Humanoid robots generated less buzz than many expected at MODEX 2026. The New Warehouse Podcast Warehouse Automation Trends from MODEX 2026

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Parcel Shipping Operations: Moving Packages in Minutes with DHL

Thu, 23 Apr 2026 14:42:01 +0000

In this episode of The New Warehouse Podcast, Kevin chats with Eric Ricardo, VP of Operations at DHL eCommerce. Eric breaks down how DHL eCommerce operates within the broader DHL network and how it connects retailers to end consumers. The conversation centers on parcel throughput optimization, network design, and the balance between automation and labor. Eric shares how DHL moves millions of packages daily, manages peak demand fluctuations, and plans years in advance to maintain speed and consistency. More importantly, he explains how throughput defines success in modern parcel shipping operations. Designing Facilities for Speed and Throughput DHL eCommerce is built around one core idea: move packages as fast as possible. Unlike traditional warehouse models, storage is not the goal. Instead, every design element maximizes flow through the building. Eric highlights the scale of parcel shipping operations, noting “we move millions of packages per day.” That volume requires facilities engineered for speed. Some sites can handle extreme throughput, with Eric explaining, “Our largest facility can process up to 70,000 packages an hour.” These aren’t static environments but instead systems designed to handle fluctuating demand, especially early in the week when volume spikes. This focus drives how facilities are built and measured. Eric emphasizes that success comes down to “Throughput per square foot.” That metric forces teams to maximize output from every inch of space. Instead of large storage footprints, DHL prioritizes compact, high-velocity sortation environments. Why Throughput Is Measured in Minutes, Not Days Parcel shipping operations function on a completely different time scale than traditional warehousing. DHL doesn’t think in days or weeks. It thinks in minutes. Eric explains the difference clearly: “We want to get it in, we want to get it out as quickly as possible. We don’t store things.” That mindset shifts everything from layout to labor strategy. Instead of inventory dwell time, DHL measures performance in near real-time flow. The goal is aggressive. Eric shares, “The challenge that I’ve given our industrial engineers… is to have nothing sitting in a facility for more than an hour.” That target pushes continuous improvement across automation, staffing, and process design. To make that possible, parcel shipping operations must feel fast, almost chaotic. But there’s structure behind what others would perceive as chaos. As Eric describes it, “it’s an orchestrated symphony with all these.” Every system, person, and process must stay aligned to maintain that flow. Balancing Automation, Labor, and Future Growth Automation plays a major role, but it is not the entire story. DHL approaches technology with a practical mindset, focusing on ROI and scalability rather than chasing trends. Eric points to new models like flexible deployment, saying “robot as a service has popped up and made a difference over the last five or six or seven years.” This allows DHL to test solutions without heavy upfront investment. It also creates room to adapt as technology evolves. Still, people remain critical. Eric makes it clear that automation does not eliminate the workforce. Instead, roles evolve. As he puts it, “you’re only gonna be as good as the people that are bolting on and working with that automation.” Even as systems improve, human oversight, planning, and maintenance remain essential. Looking ahead, DHL continues to invest in both technology and talent. With long-term projects and ongoing pilots, the company is positioning itself to scale alongside e-commerce growth while maintaining reliability and consistency. Key Takeaways on Parcel Shipping Operations DHL eCommerce moves millions of packages daily across a network of nearly two dozen U.S. facilities Peak volume can double early in the week compared to later days Largest facilities can process up to 70,000 packages per hour Throughput per square foot is a primary KPI for facility performance Parcel dwell time is measured in minutes, not days or weeks The target goal is under one hour of dwell time per package in a facility DHL invested roughly $300 million in network upgrades over a multi-year period DHL designs facilities to scale and adapt to future automation Robot-as-a-service models enable flexible testing of new technologies Labor remains essential, with roles shifting toward higher-skill functions Reliability and consistency are key differentiators for customers Customer expectations are shifting toward balancing speed and cost

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Regional Vacuum Systems modernize dust and debris extraction for today’s facilities

Tue, 21 Apr 2026 17:14:37 +0000

As facilities face growing challenges posed by aging central vacuum systems, Goodway Technologies is sharing a solution with their Regional Vacuum Systems, a modular, production‑line‑based approach to dust and debris extraction. For decades, facility managers have relied on central vacuum systems that were never designed for today’s production demands. Goodway Technologies was seeing reoccurring issues among customers including suction loss when tubing is extended, clogged lines, operators leaving hoses connected, and entire plants losing vacuum capability when a single central unit goes offline. With the introduction of NFPA 660, which limits vacuum hose length to 25 feet to ensure proper grounding and bonding, many older systems can no longer operate safely or compliantly. “Most of the central vacuum systems we see were installed years ago, and facilities are pushing them far beyond what they were designed for,” said Eric Potorski, Goodway Technologies Industrial Vacuum Specialist. “The Regional Vacuum System was created to give facilities a safer, more reliable, and more scalable alternative.” A Smarter, Modular Alternative to Central Vacuum Systems The Goodway Regional Vacuum System places a heavy-duty industrial vacuum in a strategic location and connects it to piping and vacuum drops throughout the facility. Instead of moving portable vacuums or running long hoses, teams have safe access points exactly where cleanup is needed. A central vacuum system consolidates all vacuuming capability into a single, facility-wide system, while a regional vacuum distribution system can be implemented in a single strategic zone, or multiple regional vacuum systems can be implemented across multiple strategic zones within a facility. The Regional Vacuum System breaks a facility into zones or production lines, each with its own dedicated vacuum source. This approach delivers: Hard tubing for long‑distance conveyance NFPA‑compliant 25’ hose drops Independent suction per system Balanced performance across all lines Scalability as production grows Dedicated hoses and tools per line to reduce cross‑contamination Many facilities are now installing one Regional Vacuum System per production line. For example, one customer deployed three independent systems—each with roughly 100 feet of tubing—to support three separate lines. This configuration enables: Multiple operators per line No suction loss across other lines Continued cleaning even if one system is offline The ability to disconnect and use the vacuum elsewhere when needed Built for Performance, Safety, and Compliance Every Regional Vacuum System is engineered with professionally sized tubing and fittings to ensure performance and NFPA compliance. Components are built using 16‑gauge mechanical tubing and are available in aluminum, zinc‑galvanized, or stainless steel, with smooth‑bore elbows and fittings designed to maximize flow and reduce material build‑up. The Regional Vacuum Systems are compatible with a wide range of Goodway Technologies industrial vacuums. These vacuums extend tubing runs up to 120 feet, support multiple simultaneous operators, and offer optional cyclones or dumping hoppers for increased capacity. The CD-series vacuums offer features that allow safe indoor operation without the need for expensive explosion venting. Operational Value This is more than a vacuum system, it’s an operational strategy. Maintenance on one system no longer shuts down the plant Expansion is modular instead of requiring major infrastructure replacement Capital costs are significantly lower than upgrading a full explosion‑vented central system

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Siemens and KION partner to shape the supply chains of the future

Tue, 21 Apr 2026 17:04:41 +0000

The partnership strengthens the resilience of supply chains and warehouses Siemens’ new simulation technology is being deployed in Europe for the first time KION and Siemens announce data collaboration Siemens and KION are making supply chains and warehouses future-ready with AI, automation and simulation technologies. The two companies have entered into a strategic partnership to digitalize complex intralogistics processes. The goal is to make operations more predictable and flexible, while improving productivity and resilience. The partnership centers on intelligent warehouses in which the digital and physical worlds converge. On-site cameras and sensors capture vast amounts of data, which is analyzed by artificial intelligence (AI). This data forms the basis of a digital twin for individual machines, entire systems and complete warehouses, enabling end-to-end process simulations. That means logistics companies can virtually test how changes to warehouse layouts impact overall throughput. As part of the partnership, KION will be the first company in Europe to use Siemens’ new Digital Twin Composer software. The solution enables multiple processes to be simulated in parallel and in real time – unlocking a previously unattainable level of efficiency and flexibility. “Supply chains today have to be efficient, but above all resilient,” said Cedrik Neike, Member of the Managing Board at Siemens AG and CEO of Siemens Digital Industries. “Together with KION, we are using a comprehensive digital twin and industrial AI to turn the warehouse from a physical hub into the digital nerve center of the supply chain – laying the foundation for greater resilience and flexibility.” “As The Supply Chain Solutions Company, KION orchestrates end-to-end solutions for its customers within warehouses and factories, and eventually across the entire supply chain. With Siemens as a strategic partner, KION is strengthening its ability to combine the digital and physical worlds at scale. This takes our digital twin-based solutions to a new level,” said Rob Smith, CEO of KION GROUP AG. Siemens first introduced Digital Twin Composer in January at CES in Las Vegas. The software acts as a modular toolkit for an AI-powered digital twin of factories and logistics. It allows users to create a new digital twin of their products, production facilities or processes and completely optimize it in the Industrial Metaverse, all powered by industrial AI, simulation and physical real-time information. Once a warehouse is operational, the Digital Twin Composer serves as a toolbox for continuously improving operations. The solution enables companies to rapidly simulate all aspects of their product or production data – both virtual and physical – in a secure, managed high-fidelity 3D experience, throughout the lifecycle of the product, process or facility. KION maps the planning, implementation and operation of its logistics solutions in its own software environment. Based on Siemens’ PLM software Teamcenter and the creation of a digital twin, KION manages logistics solutions across their entire lifecycle. This allows companies to simulate warehouses and processes early on, make data‑driven decisions and optimize operations by testing changes virtually before implementation. As part of their collaboration, Siemens and KION have agreed to exchange selected industrial data. KION contributes operational data and domain expertise from complex warehouse environments. This will accelerate the deployment of AI-enabled solutions in warehouses and supply chains. This typifies the data partnerships bringing Siemens closer to realizing an Industrial Foundation Model that will scale the benefits of industrial AI across industrial processes and domains.

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Three new members of KION GROUP AG’s Supervisory Board to be elected at Annual General Meeting in May 2026

Tue, 21 Apr 2026 10:00:01 +0000

Dr. Alexander Dibelius, Kui Jiang and Dr. Shaojun Sun will no longer run for office With Dr. Ralf Krieger, Wang Decheng and Jin Zhao, three internationally experienced senior executives are designated successors Selection of candidates ensures continuity in the work of the Board The members of KION GROUP AG’s Supervisory Board Dr. Alexander Dibelius, Kui Jiang and Dr. Shaojun Sun will resign from their positions with effect from the end of the Annual General Meeting on May 28, 2026. Therefore, new elections of three Supervisory Board members representing the shareholders are required by the Annual General Meeting. Nominees ensure continuity in KION’s Supervisory Board. Based on a corresponding proposal by the Nomination Committee, the Supervisory Board proposes three internationally experienced senior executives to be elected to the Supervisory Board. Dr. Ralf Krieger (born 1964) is an independent management consultant. From 2011 to 2024, Dr. Krieger served as Chief Financial Officer and Member of the Board of Management of Freudenberg SE, a global technology group. During the same period, he was also a Member of the Management Board and General Partner of Freudenberg & Co. KG. In these roles, he was responsible for the group’s global financial management and played a key role in the company’s strategic development. Dr. Krieger holds a PhD in Business Administration from the University of Mannheim (1995) and a master’s degree in business administration and management from the same university (1990). Wang Decheng (born 1978) is Deputy Chairman of Weichai Holding Group, based in Weifang, China, since July 2023. In October 2023, he became in addition General Manager of Weichai Power. Mr. Wang has built his career at Weichai Power, where he has held a number of senior management and technical leadership positions. He holds a PhD in Engineering from Tianjin University. Jin Zhao (born 1985) has been Vice General Manager of Weichai Holding Group since 2025. In the same year, he also became General Manager of the Weichai European Operations Center in Luxembourg. Mr. Zhao spent his entire career with Weichai Power where he held a series of senior management roles with a focus on international business and global markets. He holds a bachelor’s degree in engineering from Harbin Institute of Technology in Harbin, China

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Being a Food Whisperer: How Lineage Applies Inside the Box Thinking in Food Logistics

Mon, 20 Apr 2026 15:25:20 +0000

In this episode of The New Warehouse Podcast, Kevin chats with Dr. Stephen Neel of Lineage about what it really takes to manage food safely at scale. Lineage operates one of the world’s largest temperature-controlled warehouse networks, but this conversation makes it clear they see themselves as much more than cold storage. Dr. Neel walks through how food behaves differently from other products, why microclimates matter, and how traceability is reshaping operations. More importantly, he introduces a mindset shift that challenges how most warehouses think about efficiency, risk, and responsibility. Rethinking the Role of Cold Storage in Food Logistics At its core, Lineage simplifies its business, reframing everything else. As Neel explains, “We sell cold air. We have one commodity. It’s cold air. You can buy it in three flavors, you know, cool, cold, and very cold.” Each flavor has a deeper responsibility for food safety and product integrity. The job is not just storage. It is protection. Neel reinforces this clearly, noting, “Fundamentally, our job is to keep food cold, keep it covered, keep it moving.” That means every movement introduces potential risk. Lineage embeds itself into the customer’s operation. As he puts it, “We become an extension of their business.” This shifts the warehouse from a passive node to an active partner responsible for outcomes, not just throughput. Inside the Box Thinking Changes Everything Traditional warehouses focus on pallets, locations, and flow. Dr. Neel focuses on what is inside each case. That shift is where “inside the box thinking” comes to life. He explains that risk increases during transitions, stating, “When we’re changing phases… it actually allows us to introduce risk.” Whether it is receiving, storing, or value-added services, each step must be evaluated from the product’s perspective. That perspective is highly specific. As Neel describes it, “We have to understand what’s inside the box so that we can anticipate that microclimate impact.” This includes temperature sensitivity, airflow, and handling conditions. He even frames it conceptually. Dr. Neel says, “If you sort of think of yourself as a food whisperer, you have to put yourself in the place of that commodity.” That mindset drives decisions that go beyond standard warehouse logic. Data, Traceability, and the Future of Food Logistics As operations grow more complex, data becomes essential. Dr. Neel does not treat data as a support function. It is central to execution. As he puts it, “It’s a very data-driven business.” That data must move with the product. The warehouse is no longer just a place to store goods. It is managing information. Dr. Neel highlights this shift, saying, “The warehouse is expected to capture, store, and communicate all that information through in an accurate and seamless manner.” Traceability is the next major challenge. It is not optional, and it is not easy. Neel explains, “When we talk about traceability, it’s about real-time data capture.” However, execution is difficult. As he notes, “In theory, that makes great sense. In application, it’s a systems nightmare.” Looking ahead, expectations will only increase. The industry must respond faster and more efficiently. As Dr. Neel states, “We’re gonna have to give it to them faster, better, and cheaper.” Key Takeaways Lineage operates with a simple model but carries complex food safety responsibilities. Food logistics requires product-level thinking, not just pallet-level efficiency. Microclimates and product sensitivity directly impact handling decisions Every operational transition introduces risk, especially during value-added services Warehouses are becoming data hubs, not just storage facilities Real-time traceability is essential but difficult to implement at scale Food safety is non-negotiable across every touchpoint Future expectations demand faster, more accurate, and cost-effective operations The New Warehouse Podcast Being a Food Whisperer: How Lineage Applies Inside the Box Thinking in Food Logistics

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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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Your Strategy Has a Translation Problem

Fri, 17 Apr 2026 11:00:35 +0000

James Watt didn’t walk into a room full of mine owners and explain bore, stroke, and pressure. He didn’t ask them to become engineers before they could recognize value. He translated the unfamiliar into something they already understood — how many horses this machine could replace. Most organizations communicate strategy the way engineers describe engines. Pillars. Priorities. Capabilities. Language that sounds aligned in a presentation and means six different things by Monday morning. They explain the mechanism, but they forget the meaning. And so people do what people always do when they’re handed something they can’t interpret: they fill in the blanks themselves. Marketing fills it one way. Operations fills it another. Sales is operating on a third version entirely. Everyone thinks they’re aligned because they’re using the same words. But shared language is not shared understanding. And that gap — that quiet, compounding space between what leadership intended and what the organization actually does — is where execution drift begins. The cost of confusion doesn’t show up immediately. It accumulates — in fragmented priorities, duplicated efforts, decisions made without a common logic, and eventually, in people who quietly stop trying to figure out what the strategy actually means for their work. That’s not a strategy problem. That’s a translation problem. What Watt Actually Did Watt gave mine owners a mental shortcut. He didn’t ask them to learn an entirely new system before they could act. He met them in a frame they already understood — and used that frame to shift how they saw the opportunity. That’s strategic reframing. And it’s exactly what most organizations skip. Not dumbing the strategy down. Making it translatable. Giving people a usable logic for connecting the strategy to the choices sitting in front of them every day — without waiting for clarification that may never come, without escalating every ambiguous decision, without needing to think like the CEO to know what to do next. This is what a Steering Guide does. It turns strategic intent into a shared decision-making framework. It answers not just what we’re trying to do, but how we think, what we prioritize, and how we behave when no one’s watching. The organizations that execute well aren’t always the ones with the most sophisticated strategy. They’re the ones that make their strategy understandable enough, concrete enough, and consistent enough for people to act on it — not just once, in a kickoff meeting, but every day, in every decision. Watt didn’t win adoption because his buyers became engineers. He won because he made technical value feel relevant to the people who needed to act on it. That’s the job of leadership. Not just to build the strategy, but to make it legible to the people who have to live it and activate it. People don’t execute what they can’t translate. And in most organizations, it’s a reframing problem that’s been mistaken for a people problem for far too long. About the Author Trained as an organizational behavioral scientist and customer-centricity expert, Andrea Belk Olson helps companies operationalize corporate strategy through transforming mindsets and behaviors. She is the author of three business books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You. She is a 4x ADDY award winner and contributing writer to Entrepreneur Magazine, Harvard Business Review, INC Magazine, World Economic Forum, and more. Andrea is also an applied entrepreneurship instructor at the University of Iowa and TEDx speaker coach.

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Thule centralizes its European distribution with a new automated warehouse in Poland

Fri, 17 Apr 2026 10:48:33 +0000

The Swedish multinational specializing in equipment transport solutions will open a Mecalux rack-supported building with a 40,000-pallet capacity in Krzyż Wielkopolski Swedish multinational Thule has entrusted Mecalux with optimizing its European supply chain. The company is set to build a state-of-the-art automated warehouse in Krzyż Wielkopolski (Poland) to centralize its European product range while also serving other international markets. With a well-established network spanning 138 markets, this logistics automation will boost Thule’s competitiveness. “Our goals are to increase throughput, leverage our storage space, and ensure product traceability,” says Pawe³ Pêpiak, Director of the Distribution Center for Europe and ROW. “Automation will enhance cost efficiency and streamline processes, enabling us to deliver superior service and improve customer satisfaction.” Thule’s new rack-supported building will feature racking measuring 167′ wide, 443′ long, and 138′ high. Six double-deep automated stacker cranes will handle nearly 40,000 pallets. The facility will also be equipped with a temperature and humidity control system. A conveyor and a pallet lift will provide a direct connection between the automated warehouse and the existing manual warehouse and production hall. The facility will also feature a floor-mounted electric monorail system, which will be responsible for transporting pallets from the receiving area to the automated warehouse. Additionally, it will move goods from the storage area to one of the 16 flow channels located in the dock area. Mecalux’s Easy WMS warehouse management system will oversee all operations. For example, the software will assign storage locations based on product category and turnover, organize order picking, and provide product traceability. Digitalization combined with automated systems will reduce manual handling, enhance staff safety and ergonomics, and improve operational efficiency to meet anticipated demand in the coming years.

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