Economic activity in logistics slowed in July but remained above recent highs, indicating continued strong demand for logistics services nationwide, according to the latest Logistics Managers Index (LMI) report, released this week.

The July LMI reading was 68.9, down from June’s reading of 71.1, which was the index’s fastest rate of expansion since March 2022, according to LMI researchers.

The LMI is a monthly measure of economic activity across warehousing and transportation markets based on a survey of U.S. logistics managers. An LMI reading above 50 indicates expansion across the industry; a reading below 50 indicates contraction.

The cooling in July reflects an inventory pullback among retailers who had stocked up in May and June due to tariff uncertainty and the impending expiration of temporary tariffs at the end of the month. The move to build inventory earlier in the cycle to prepare for the upcoming holiday peak shipping season is a broader response to continued trade uncertainties, LMI researchers said, noting that companies are bringing in third- and fourth-quarter inventory earlier after years of having a more just-in-time model.

Inventory levels fell five points compared to July, to a reading of 55. The slowdown was most pronounced among downstream retailers, whose inventory levels went from “robust expansion” at 66 down to 46.3, indicating contraction.

Tightening capacity across warehousing and transportation markets also contributed to July’s slower growth. The LMI’s Warehousing Capacity and Transportation Capacity indices both contracted further in July compared to June, falling slightly to 46.3 and 28.4, respectively. Those conditions drove up pricing: The LMI’s Warehousing Prices index was 75.5 in July—the fastest rate of expansion in that metric since January 2025—and Transportation Prices remained high at 86.9 but down compared to June’s reading of 92.4.

Looking ahead, respondents said they expect inventory levels to increase over the next 12 months, accompanied by continued cost and capacity pressures.

“Essentially, respondents are anticipating having to fit increasing inventories into tighter capacities at higher costs over the next 12 months,” the researchers wrote in the July report.

The LMI is based on a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).

The logistics real estate company Prologis is continuing to expand its services beyond selling and leasing warehouses, announcing that it has extended its partnership with Fulfillment IQ, a logistics technology and consulting firm, to offer services that help supply chain businesses adopt AI and accelerate automation.

According to Prologis, the partnership addresses two of the most pressing challenges facing logistics leaders today: how to implement AI in warehouse operations and how to adopt automation as a driver of enterprise growth.

The arrangement builds on Prologis previous investment in Atlanta-based Fulfillment IQ.

Terms of that deal were not disclosed, but it was made through the firm’s Prologis Ventures investment arm, and was intended to support the development of purpose-built technology solutions for warehouse operations, supply chain optimization, and automation advisory services.

Building that new automation creates value for both users and owners, and as logistics buildings become more technology-enabled, it increasingly shapes how space is used, how energy is managed, and how lease terms are negotiated. It also offers a solution to logistics executives who are navigating cost pressure, rising customer expectations, changing geopolitical climate, and board level demand for AI strategies that deliver results.

To reach those goals, the partners say the tie-up combines Fulfillment IQ’s domain expertise with Prologis' global scale—a 1.3 billion square foot portfolio across 20 countries and 6,500 customers.

"The next generation of logistics technology won't be built by software companies looking in from the outside; it will be built by teams who have spent years solving problems inside the warehouse,” Ninaad Acharya, CEO of Fulfillment IQ, said in a July 21 release. “This partnership with Prologis gives us the scale and reach to turn that conviction into products that transform how the industry operates."

Maritime shipping and logistics powerhouse CMA CGM Group has launched a joint venture with the investment firm Stonepeak that will accelerate the development and modernization of certain ocean container cargo terminals.

First announced in January, the deal creates an entity called United Ports LLC that is backed by a $2.4 billion investment from New York-based Stonepeak representing a 25% stake. CMA CGM retains the remaining 75% ownership stake as well as full operational control of the joint venture. Stonepeak may also invest up to an additional $3.6 billion to pursue new investment opportunities.

United Ports will begin its work with nine CMA CGM-operated port terminals in the United States, Brazil, Spain, Taiwan and Vietnam, including Fenix Marine Services in Los Angeles, Port Liberty in New York and Bayonne, Santos, CSP Valencia and Bilbao, TTI Algeciras, Kaohsiung Terminal, and Gemalink.

The company expects to add a 10^th site in the coming months, subject to gaining required regulatory approvals for India’s Nhava Sheva Freeport Terminal.

The joint venture will accelerate the development and modernization of those terminals by financing port capacity expansions, the acquisition of new cargo-handling equipment, enhanced logistics connectivity with rail and inland transport networks, as well as the deployment of infrastructure supporting the decarbonization of port operations, such as equipment electrification and shore power facilities.

A shortage of trained factory workers could slow the growth of the American manufacturing sector, according to a report from Misumi Americas, a sourcing partner for mechanical components and assemblies.

U.S. manufacturing has posted productivity and investment gains between 2024 and 2026, but Misumi Americas’ “The Rise of U.S. Manufacturing” report cited statistics that the industry will need 3.8 million additional workers by 2033, and 1.9 million of those jobs could go unfilled without action. The report is based on inputs sourced from BLS, BEA, Census, NIST, ASEE, and the Reshoring Initiative.

“That investment is now bumping into a problem it can't buy its way out of: a workforce shortage that predates it and will outlast it. It is, by every available measure, the single largest constraint on how far this growth cycle can go,” the report said.

As part of the solution, the report endorses a bill in Congress that would send American manufacturing workers to allied nations for hands-on training in advanced production skills, then bring that expertise home. That bill is H.R. 9097, the American Manufacturing Revitalization Exchange Program Act, introduced by Rep. Bill Huizenga (R-MI).

Misumi Americas defines itself as the unified U.S. presence of the component supplier and manufacturer Misumi and the contract manufacturer Fictiv, which it acquired in 2025.

Parcel delivery and logistics giant FedEx Corp. has expanded its pilot project of autonomous trailer loading systems from robotics vendor Dexterity Inc. and will ramp up to production “at a significantly larger operational scale,” the company said Thursday.

The decision will scale up FedEx’s use of Dexterity’s Foresight world model and Mech trailer loading systems at the FedEx Hagerstown Hub in Maryland.

FedEx says that trailer loading remains one of the most physically demanding and challenging workflows in parcel logistics, but has historically been difficult to automate using traditional solutions. However, the workflow is fundamental to FedEx operations since the company loads tens of thousands of trailers daily across its U.S. network.

Through its collaboration with Dexterity, FedEx said it is now establishing not only how physical AI performs in trailer loading operations, but also how the technology integrates into broader hub operations, including destination planning, trailer assignment, maintenance, and workforce processes.

Dexterity says its platform uses the company’s “Foresight” world model for physical AI to make real-time decisions in dynamic environments., and to control its dual-armed superhumanoid robot called “Mech,” that is designed for heavy industrial operations while remaining compact enough to operate inside trailers.

“This expanded collaboration with Dexterity reflects our commitment to advancing capabilities that improve how we operate today while helping prepare our network for the future,” said Kawal Preet, executive vice president, planning, engineering, and transformation at FedEx. “As we continue evaluating and deploying physical AI in real-world environments, we see opportunities to enhance the speed, reliability, and flexibility of our network, creating long-term value for our business and customers.”

When the Trump Administration on Tuesday banned certain imported robots from sale in the U.S., the move was ostensibly intended to boost national security and to encourage domestic robot production, but a new analysis shows the policy could also stop U.S. companies from purchasing the types of mobile robots used in logistics, such as AMRs and AGVs for goods-to-person, sortation, and picking applications.

That looming prospect may trigger a short-term market disruption among system integrators and automation vendors while they wait for additional clarity on the policy, according to a paper from technology analyst firm Interact Analysis. Autonomous mobile robots (AMRs) and automated guided vehicles (AGVs) were not explicitly named in the new policy, but they likely fall within the broad net cast by the government’s definition of “advanced robotic devices,” the paper said.

The agency that issued the policy, the Federal Communications Commission (FCC), defined the banned group as anything including a mobile, ground-based device that can operate away from a human operator, weighs more than 4.4 pounds including any dock or ground station, and combines sensors, network connectivity of at least 200 kbps, and software that controls navigation, perception, data collection, or remote command. The FCC named quadrupeds, humanoids, and wheeled or tracked ground vehicles as examples.

According to the FCC, the new rule was drafted by “a White House-convened Executive Branch interagency body with appropriate national security expertise, which determined that these foreign-made products, regardless of the nationality of origin, ‘pose unacceptable risks to the national security of the United States or the safety and security of United States persons’.” In the FCC’s view, the risks of using foreign-made models of such devices are “that these devices could create supply chain vulnerabilities that could disrupt U.S. economic and national security and could create a cybersecurity risk that threatened American critical infrastructure.”

The policy is also intended to create “a secure domestic advanced robotics supply chain and industrial base” for such robots, due to their importance in “applications in industrial manufacturing, from material handling to order fulfilment,” the agency said.

Despite banning purchase of new “advanced robotic devices” as defined, the policy does not restrict users continuing to operate devices they had already bought, and it does not prevent retailers from selling such goods that were previously approved by the FCC. However, Interact Analysis said that even those operators currently using such robots could face future disruptions when they try to update their equipment through next-generation hardware, material firmware, or hardware changes.

In response, robotic vendors and integrators are now seeking answers to questions about the new policy, including how many changes define an updated model as “new,” how it defines a robot as being “foreign-produced” as opposed to simply assembled from imported parts, and whether the policy might also cover fixed automation solutions such as automated storage and retrieval systems (AS/RS) that include mobile parts.

As a shortage of parking spots for trucks continues to challenge freight carriers, smartphone app provider Trucker Path has provided statistics showing where the problem is the most acute.

The data is significant because under safety standards set by the Federal Motor Carrier Safety Administration (FMCSA), commercial drivers are required to stop for rest breaks at certain time intervals, and those limits are carefully monitored through electronic logging devices (ELDs). However, many truckers struggle to find formal parking spots when that clock runs out, so they resort to pulling over on roadsides or at consumer rest stops, creating safety and security problems.

Phoenix, Arizona-based Trucker Path has now measured the locations where that issue is most difficult, by analyzing the information logged by the more than one million drivers who use its app, which offers information about truck stops, parking, fuel prices, and weigh station status. That data shows results for both public parking areas—which include highway rest stops that often offer restrooms but not food or fuel—and private parking areas such as those operated by large chains like Loves and Pilot.

According to Trucker Path, the results show that the states with the least public parking are: Maryland, Tennessee, Connecticut, Massachusetts, and New Jersey. And those with the least private parking are: Massachusetts, Delaware, New Jersey, Connecticut, and North Carolina.

On the flip side of the coin, the states with the most public parking are: Montana, Nevada, Wisconsin, South Dakota, and Michigan. And those with the most private parking are: Alaska, North Dakota, Montana, South Dakota, and Nevada.

Last-mile food delivery service provider DoorDash has obtained federal authorization to operate as an air carrier and offer flying drone delivery service, the company said Wednesday.

San Francisco-based DoorDash said it had secured Part 135 air carrier certification from the Federal Aviation Administration (FAA), a license which attests to an operator’s aircraft airworthiness, maintenance programs, and safety procedures.

With that approval in hand, the company said it would launch an in-house drone program called DoorDash Air. According to the company, those drones will not replace its human delivery workers—called “Dashers”—but rather will allow them to earn more money by focusing on shorter deliveries that can be done quickly, staying near a high concentration of merchants for optimal routing.

Meanwhile, DoorDash will route mid-range deliveries to drones. According to company statistics, more than 20% of orders on the DoorDash platform in 2025 traveled three to five miles, but those orders took on average nearly 25% longer than shorter deliveries, largely because finding the right Dasher takes longer for mid-range trips.

To support that program, the company said it is building out an infrastructure and integration network on the ground, including real-time inventory reconciliation, and universal handoff systems for drive-throughs, rooftops, or merchant back doors.

The company did not disclose what those drones will look like, but said it is currently developing them through its own research and development arm, called DoorDash Labs. “We want drone delivery to work for any merchant, anywhere. We're building the full stack to make that possible from the ground infrastructure to the drone itself, and the handoff systems that make it work together seamlessly,” said Harrison Shih, Head of DoorDash Air. “Advances in hardware, compute, and AI are creating extraordinary new capabilities for local commerce, and becoming a certified air carrier accelerates everything we're building.”

Supply chain activity in the U.S. remains below its long-run average as the market searches for a clear direction, according to a report from trailer rental provider Warehouse on Wheels.

That conclusion comes from the Fort Mitchell, Kentucky-based firm’s WOW Supply Chain Activity Index, a monthly measure that serves as an indicator of U.S. logistics and warehousing activity. Each month, the report produces an index number drawn from nine inputs: WOW Deployment Ratio, LMI Warehousing Utilization, LMI Transportation Prices, Cass Freight Index, ISM Manufacturing PMI, ISM Supplier Deliveries, Mfrs. Inventories-to-Sales Ratio, NY Fed Global Supply Chain Pressure, and U.S. Industrial Vacancy Rate. The resulting number is scored between 0 and 100, with 50 marking long-run neutral conditions.

Looking at the most recent results, June's 42.2 reading is the second consecutive month in the low 40s, following a choppy climb back from January's cycle low point of 33.4. In WOW’s analysis, that figure means that June was in the Contraction zone, defined as any value below 45. In practical terms, that environment is marked by lower freight rates, ample warehouse capacity, and limited pricing power across the trucking and storage sectors.

Over a longer period, June’s result shows that the sector’s recovery remains choppy. After bottoming at 33.4 in January 2026, the Index has churned without a clean breakout: 39.5 in February, 43.1 in March, a pullback to 39.0 in April, then 42.1 in May and 42.2 in June. So the July reading will test whether the plateau holds, and the August release will show whether the market can finally push through toward Neutral.

A developer of autonomous heavy-cargo drones for the U.S. Department of Defense (DoD) said its latest model can now deliver payloads in three ways: precision airdrop from a hover, precision airdrop in forward flight, and ground delivery, each executed without personnel or ground infrastructure at the receiving site.

Byron, California-based Elroy Air announced those new unattended delivery modes for its Chaparral drone, developed under contract with the U.S. Army. The private firm is planning to go public during the fourth quarter of 2026.

Its drone is a small airplane with 30-foot wingspan, mounted with eight vertical lift rotors and four forward-flight rotors. That design allows it to take off like a helicopter and achieve 450-mile range and 500-pound payload capacity from its hybrid-electric powertrain. It carries a cargo pod that is about six feet long and two feet wide, holding 19 cubic feet of space.

In a July 15 demonstration, a Chaparral drone completed two payload releases in a single flight: a 68-pound payload drop from a close-in hover and a 70-pound payload release from 65 feet in forward flight. Both deliveries were software-commanded from pre-programmed coordinates, with no operator input during execution, and with no personnel at the delivery point.

In a separate exercise, Elroy Air also demonstrated ground delivery without attending personnel, in which the aircraft released its payload after landing, the firm said. The Chaparral carries its loads in swappable cargo pods that allow a single aircraft to support different missions without airframe reconfiguration.

According to Elroy Air, the new capabilities support missions where landing is not possible or would reveal a position, including contested environments, disaster response, maritime operations, and austere terrain. In addition to defense applications, the company said its technology is intended for rapid response and commercial logistics.

These new delivery modes will be available on production Chaparral aircraft, which will be manufactured by Kratos Defense & Security Solutions at its expanding Sacramento, California, production facility.

"Contested logistics is one of the hardest problems the joint force faces, from maritime resupply to sustaining distributed forces far from established hubs," said Mark Rodrigo, who leads Federal Business Development at Elroy Air and served as a U.S. Air Force intelligence officer supporting ISR operations across five continents. "One Chaparral can now resupply multiple positions in a single sortie, with no pilot at risk and no personnel required at the drop point. That's a force multiplier for units operating at the tactical edge."

Container volumes at the Port of Savannah totaled 483,684 twenty-foot equivalent units (TEUs) For June, an increase of nearly 73,300 TEUs or 18% over the same month last year.

Counting across the port’s full 2026 fiscal year, which ran from July 1 to June 30, cargo owners shipped 5.67 million TEUs across the Port of Savannah docks in FY2026, just shy of the 5.7 million reached in the previous year.

And in FY2026, Geogia Ports Authority (GPA) moved 541,405 containers by rail at Mason Mega Rail for the third straight year over half a million. Rail cargo accounted for 17% of Savannah’s total container trade in FY2026, with the rest moving by truck.

In support of that rail service, GPA in May opened the $134 million Gainesville Inland Port, a rail-connected extension of the Port of Savannah serving the manufacturing and industrial hub of Northeast Georgia. And GPA’s Appalachian Regional Port in Northwest Georgia handled a record 49,319 intermodal containers in FY2026, for an increase of 20% or more than 8,100 boxes compared to FY2025.

Also this year, the Georgia Department of Transportation (GDOT) opened the Brampton Road Connector to port truck traffic on July 15, completing the $130 million, four-lane highway that links the Port of Savannah’s Garden City Terminal’s Gate 3 directly to the interstate system.

Shippers are increasingly paying more to move their products, as shipping costs in the second quarter rose at three times the rate of consumer prices, according to a market report from supply chain software provider Deposco.

Those rising costs came even as demand faded from its June peak, collapsing the margin cushion operators carry into peak season from 9.7 points to 0.6 between April and July, the report said. By the numbers, parcel inflation rose every week of the quarter, from 4.1% year over year at the open to 12.8% at the close, thirteen consecutive weekly increases and three times the 3.9% rate of consumer price inflation.

Under that pressure, profit margins for brands, retailers, and third-party logistics providers (3PLs) are shrinking. As operators are absorbing two separate cost pressures at once; input costs rising 6% upstream through the Producer Price Index and shipping costs rising 12.8%, while consumer prices absorb only 3.9%.

In other findings, the report said that:

• Demand faded in dollars, not units. Order volumes continued to rise even as dollar growth slowed, suggesting lower spending per order. GMV growth for the typical operator peaked at 15.4% the week of June 1 and decelerated four straight weeks to 13.4%, while order volume growth accelerated from 4.0% to 8.8% over the same period.
  
• The network is lean, not stockpiled. Median inventory closed at 89.3 days on hand, 5.9 days leaner than a year earlier and near its leanest levels in 18 months, after a destocking run from a 111.5-day peak in early 2025.

The data comes from Deposco’s Commerce Signal report, a quarterly intelligence report based on live network data from the firm’s e-commerce fulfillment platform. Commerce Signal draws on live activity from more than 4,900 brands, served both directly on the platform and through the 3PL operators who fulfill on their behalf, representing over $84 billion in GMV and 485 million orders.

The Swedish investment firm EQT Real Estate says it has acquired 11 institutional-quality logistics assets totaling 2.8 million square feet across six high-growth U.S. logistics markets, for a price of $268 million.

The 11-asset portfolio is already fully leased and features modern specifications, including an average building age of 2014, 33-foot average clear heights, and an average of 22 dock high doors per asset. The portfolio has a weighted average lease term of seven years.

Tenants span food and beverage, packaging, bulk transport, e-commerce, and aviation. By property type, the portfolio consists of 63% bulk distribution, 26% light industrial, and 11% last-mile distribution assets.

EQT Real Estate is the real estate division of EQT AB, a global investment organization headquartered in Stockholm, Sweden that manages more than €291 billion in assets across multiple geographies and sectors. EQT Real Estate serves over 100 institutional investors globally and manages more than $59 billion in assets under management.

The firm financed the acquisition through funds provided by ING Capital LLC to EQT’s Real Estate's Core Plus Fund IV. “This transaction reflects the creative, flexible financing solutions our real estate team is able to bring to sponsors navigating complex portfolio acquisitions,” said Craig Bender, Managing Director and Head of Commercial Real Estate for the Americas at ING Capital LLC. “Logistics fundamentals remain strong, and we are pleased to support EQT Real Estate, one of the premier real estate platforms in the U.S.”

With the industry struggling with economic volatility, a decline in demand for physical goods, and the rise of artificial intelligence (AI)-enabled technologies, warehouse/distribution operations have arrived at an inflection point. According to the Warehousing Education and Research Council’s (WERC) 23rd annual “DC Measures” report, organizations are struggling to balance their long-term business growth strategies with immediate priorities—specifically, keeping costs under control, goods flowing, and customers happy. In many cases, that’s led to a disconnect between stated business strategy and operational focus, pushing organizations to rethink how strategy translates into operational execution.

Conducted among members of WERC and readers of DC Velocity, the annual study asks respondents what metrics they use to assess their operations and how their facilities are performing against those measures. What follows is a look at some of the survey results:

ABOUT THE STUDY: The annual “DC Measures” study is produced by the Warehousing Education and Research Council (WERC), a professional association for warehousing and distribution logistics managers, in partnership with DC Velocity. This year’s study was conducted by Donnie F. Williams Jr., an associate professor at the University of Arkansas, and Dr. Karl B. Manrodt, professor of logistics at Georgia College & State University. To see the full results of the 2026 survey, including performance and benchmarking data, go to https://werc.org/metrics.

The private equity firm that acquired Honeywell’s Intelligrated and Transnorm divisions in April has now completed that transaction, and will combine those two businesses with the systems integrator Trew, the company said today.

Combing those three units will create an organization that is focused on helping customers design, build and support warehouse automation solutions for retail, e-commerce, manufacturing, distribution, and parcel operations, said the parent company, New York-based American Industrial Partners (AIP).

The company will do that through a combined portfolio of systems integration, conveyor, sortation, robotics, automated storage and retrieval (AS/RS), palletizing, software, controls, and lifecycle services. The three businesses collectively generated more than $1 billion in revenue in 2025, employing more than 3,700 people across North America, South America, Europe and Asia.

Leading the newly formed group as CEO will be Alfred Rebello, who brings more than 35 years of experience in material handling and warehouse automation, including positions at both Trew and Intelligrated. He served as an integral part of Intelligrated since its founding in 2001, and led manufacturing, project execution and installation as senior vice president of operations through Honeywell's acquisition of the company. He joined Trew as President and Chief Operating Officer in 2022 before promotion to CEO in 2023.

According to AIP, Intelligrated, Trew, and Transnorm will continue serving customers under their existing brands. Customer activities will be uninterrupted while the organizations align, and products, services, contracts, support teams and customer relationships remain in place.

The merger process began when AIP acquired an ownership stake in the automated material handling solutions provider Trew LLC in 2023. The investor then announced its plan in April this year to acquire Honeywell’s Warehouse and Workflow Solutions (WWS) business, which includes the systems integrator Intelligrated and the conveyor sortation vendor Transnorm.

Companies have spent years strengthening their supply chains against disruption, but the Zurich-based insurance firm Swiss Re says many of them have overlooked one of the biggest risks by focusing only on their own operations, instead of partners’ weaknesses too.

As climate events, geopolitical tensions and infrastructure disruptions become more frequent, business interruption increasingly stems from dependencies beyond a company's own operations, the company said in a report titled “Emerging Risks: Hidden Dependencies in Global Supply Chains.”

"Businesses have become much better at understanding the risks to their own facilities. The next challenge is understanding the dependencies beyond their own operations that can determine whether they recover quickly or face prolonged disruption,” Adrian Hall, US CEO, Swiss Re Corporate Solutions, said in a release.

"Supply chains today are more interconnected than ever. A disruption at a supplier, a power provider or a transport hub can have consequences well beyond the location where the event occurs. Better visibility into those dependencies helps businesses make more informed risk management decisions and build greater resilience over the long term," Hall said.

The study found that 43% of Fortune 500 Europe companies report assessing physical risk to their own facilities, but only 7% publicly disclose extending such assessments to supplier facilities, and fewer than 2% disclose assessing the wider infrastructure they rely on.

That gap means that many risks may remain unidentified until a disruption occurs. And those events are coming more frequently—the ongoing Middle East conflict has been the fourth major global supply shock in six years, highlighting the wider disruption environment in which business interruption (BI) or contingent business interruption (CBI) losses may occur.

In that environment, infrastructure failures, logistics bottlenecks, shipping delays, or trade restrictions may delay repairs, replacement equipment or inputs, thereby compounding the severity of an insured BI or CBI event, the report said.

To address the issue, companies can increasingly use advanced tools to model downtime and infrastructure dependencies at scale. However, Swiss Re warned that such models are only as good as the underlying input data, and the report found that many companies still lack the supplier, infrastructure, and logistics data needed to assess these risks fully.

The British industrial humanoid robot maker Humanoid has raised $152 million in financing, and will use the money to strengthen its technology leadership and accelerate its commercial deployments and business expansion.

The “Series A” financing brings the firm’s total amount raised to date to $270 million. The funding round was led by venture capital firm Prime Movers Lab, with additional participation from Schaeffler, Bosch, Fubon Financial Holding Venture Capital, and Aglaé Ventures.

According to Humanoid, much of the Physical AI momentum has been concentrated until now in the United States and China, but the new investment demonstrates that the UK and continental Europe can produce and scale globally competitive humanoid robotics companies at the cutting-edge of the field.

"Humanoid robotics will be one of the defining technologies of the next decade, reshaping how commercial and industrial work gets done,” said Zia Huque, General Partner at Prime Movers Lab. “We expect the field to consolidate around a handful of category leaders across the US, Europe, and China. Humanoid AI will be one of a small cadre of robotics companies that will define humanoid robotics in Europe and beyond."

Backed with the surge of fresh capital, Humanoid said it will now focus on:

• Development and launch of its next-generation humanoid robotics platform;
• Long-term commercial deployments at customer facilities across logistics, manufacturing, retail, and other sectors, beginning with the roll-out of Beta version robots in Q4 2026;
• Start of mass manufacturing of wheel-based humanoid robots;
• AI and software development, including Humanoid's proprietary AI brain KinetIQ, on our way toward a general-purpose robot for industrial applications.

E-commerce and logistics giant Amazon is planning to build a massive, 4.2 million-square-foot logistics facility in central Long Island, New York, along Interstate-495, which is known locally as the Long Island Expressway.

The $1 billion fulfillment center codenamed “Project Sunrise” would be built on a 140-acre plot in the town of Holbrook, according to published reports. Amazon did not reply to a request for comment.

In a building application submitted last week to the Town of Islip, Amazon said the facility would have ceilings as high as 76 feet and parking for 2,100 vehicles. The Holbrook center would also contain advanced robotics to sort and move packages, and have a sub-same-day fulfillment center in an attached wing.

Additional reports said the two-building facility will operate 24 hours per day, seven days a week, being served by some 300 tractor-trailers every day.

Automated material handling solutions provider Dematic opened a warehouse automation showcase at its American headquarters in Grand Rapids, Mich., this month. The nearly 40,000 square-foot Solutions Center is a fully functional fulfillment center that brings together automation, robotics, software, and lifecycle services, such as remote support and modernization upgrades, into one connected environment—showing how integrated solutions work together in real-world operations, the company said Wednesday.

The center offers live demonstrations of end-to-end workflows featuring autonomous mobile robots, goods-to-person systems, robotic piece picking, palletizing, and warehouse management software operating in a simulated warehouse setting.

Dematic invested nearly $50 million in the facility, which is the first of its kind in the company’s 11-location U.S. network. A grand opening event on July 15 brought together customers, community leaders, strategic partners, and employees for a ribbon-cutting ceremony and tours of the facility.

“Customers need greater confidence that their technology investments will deliver results. The Dematic Solutions Center was designed to help them evaluate integrated solutions, visualize what’s possible for their operations, and make more informed decisions,” Mike Larsson, Dematic president and Kion executive board member, said in a statement announcing the opening. “This facility marks an important milestone for both Dematic and Kion, creating a global destination where customers can explore the technologies shaping the future of supply chain automation.”

Dematic is part of logistics, warehouse automation, and industrial truck manufacturer Kion Group.

In conjunction with the grand opening, Dematic announced a $150,000 donation to the nonprofit For Inspiration and Recognition of Science and Technology (FIRST) to support STEM education and workforce development initiatives. Over the past seven years, Dematic has contributed nearly $500,000 to FIRST through support for local robotics teams, regional competitions, and student scholarships.

Dematic employs nearly 1,500 people in Michigan and more than 4,000 people across the United States. The Dematic Solutions Center will also support workforce development efforts by helping students, educators, and future innovators explore how automation technologies are shaping the future of supply chains and global commerce, the company also said.

U.S. consumers are changing their food buying habits due to high grocery prices triggered by rising fuel costs, according to a survey from supply chain software firm Blue Yonder.

The results showed that 85% of respondents say they are concerned about the impact of grocery prices due to inflation. Consumers place the blame primarily on higher freight and transportation costs due to rising fuel prices (83%). This aligns with the 81% of respondents who believe the Strait of Hormuz closure is responsible for elevated prices, given that roughly one-fifth of global oil moves through the region.

Survey respondents also believe that global tariffs (64%) are responsible for inflated grocery prices, closely followed by the increased cost of raw ingredients (57%), increased profit margins for brands and manufacturers (50%), and increased labor costs in manufacturing and food processing (47%).

The “2026 Consumer Grocery and Protein Trends” report was fielded by a third-party provider which surveyed over 1,000 consumers across the United States in June-July 2026.

One of the biggest impacts of changing buying patterns has affected the protein sector specifically, where 55% of U.S. consumers are buying less beef or have stopped entirely, citing rising prices, the New World screwworm outbreak, and mounting global trade disruptions. At the same time, one-third of consumers have increased their overall protein purchases in the past six months, as health-conscious shoppers shift their spending toward chicken, eggs, canned proteins, and other alternatives.

The New World screwworm, a livestock parasite not seen in U.S. cattle for decades, has recently been detected in Texas and has begun spreading beyond its initial containment zone. Seventy-eight percent of respondents say they are concerned it could further affect beef prices or availability.

As shoppers increasingly avoid beef, they have shifted to other protein sources. Forty-four percent are buying more chicken, pork and seafood, 28% are buying more canned or shelf-stable proteins, 22% are turning to egg-based proteins, 18% are opting for plant-based proteins, and 10% are increasing purchases of protein powder substitutes.

“The data is striking. More than half of consumers are pulling back from beef, and the screwworm outbreak is adding another layer of uncertainty to an already strained supply chain,” said Wayne Usie, Chief Strategy Officer, Blue Yonder. “At the same time, demand for protein overall is not going away. Consumers are actively rethinking where they get their protein and how much they’re willing to pay for it.”

Facing the accelerating adoption of artificial intelligence (AI) in business, the logistics industry group National Association of Wholesaler-Distributors (NAW) has launched an initiative to establish “a practical roadmap for responsible artificial intelligence across America's supply chain.”

The effort is centered on the AI Governance Architecture, a framework from NAW and the AI Applied Consortium that is designed to help companies implement artificial intelligence responsibly while strengthening—not replacing—the workforce that keeps America's economy moving.

The framework provides wholesale distributors with practical guidance on governance, risk management, transparency, workforce development, and responsible AI implementation. Rather than viewing AI as a replacement for people, the framework emphasizes human centered deployment that empowers employees with new skills, improves decision-making, strengthens customer trust, and enhances supply chain resilience, the partners said.

Nominations have opened for the 2026 Influential Woman in Trucking Award, an industry prize organized by the Women In Trucking Association (WIT), in partnership with the transportation staffing firm Centerline Drivers.

Now in its 16th year, the award celebrates women who make or influence key decisions across the trucking, transportation, logistics, and supply chain industries. Nominees are recognized not only for their professional accomplishments, but also for their vision, leadership, mentorship, and commitment to paving the way for others.

Nominations are open through August 31 and can be submitted online at: https://witawards.secure-platform.com/site. The winner will be announced during the 2026 Accelerate! Conference & Expo to be held October 25-28 in Dallas, Texas.

"Every year, we're inspired by the remarkable women who are driving innovation, leading with purpose, and creating opportunities for the next generation," said Jennifer Hedrick, CAE, president and CEO of WIT. "This award shines a spotlight on leaders whose influence extends far beyond their organizations. We encourage the industry to nominate the women whose leadership deserves to be recognized and celebrated."

Amid swiftly shifting tariff rates and cramped global trade flows, the supply chain trade network provider Altana on Tuesday said it has acquired Cervo AI, whose agentic customs entry writer prepares submission-ready customs entries for global logistics providers.

According to New York-based Altana, customs brokerage is a historically manual process, requiring practitioners to classify goods, determine country of origin, calculate duties owed, check free trade program eligibility, and secure the permits that agencies like the FDA require — then turn a flood of emails, EDI feeds, and PDFs into the formal legal filings that clear each shipment to cross borders.

The company says its agentic platform helps logistics providers and importers do that work by determining the nature of goods, mapping their provenance, and assigning the full set of customs compliance attributes to the goods. Now, with the addition of Cervo, Altana says it becomes the only AI platform to offer an end-to-end customs broker workflow — with Cervo automating the writing of customs entries, including PGA filings, from unstructured transactional data. That allows cross-border logistics providers can automatically manage and enrich master data, make compliance determinations, process 5x as many entries, and continuously screen and audit their work with AI to maximize compliance, the company said.

Terms of the deal were not disclosed.

"Altana is on a mission to fix globalization by re-architecting global trade — building an AI network for trusted trade that connects importers, suppliers, logistics providers, and governments," said Evan Smith, co-founder and CEO of Altana. "With the acquisition of Cervo, our logistics customers can now run and scale their brokerages on a single end-to-end agentic system — from the moment goods are classified to the moment the entry clears.”

One in four businesses (26%) has suffered a cyber incident that originated in their supply chain over the past year. This is despite organizations being highly aware of the risk facing them, with nearly half (48%) stating that they have continued working with suppliers despite known resilience or security concerns.

The findings come from the Data Health Check 2026, an annual survey of 500 IT decision-makers, which also revealed that in many cases organizations lack viable alternatives: more than a quarter (26%) identified “dependence on suppliers” as a main barrier to improving resilience.

Data Health Check is an annual report from United Kingdom-based backup, disaster recovery, and business continuity services firm Databarracks. The company specializes in ensuring businesses remain operational during IT disruptions.

The research examines how companies prepare for and respond to disasters. This year’s report also found that:

• Almost nine in ten businesses (89%) assess supplier resilience at onboarding, and the majority (61%) assess supplier resilience on an annual, quarterly or continuous basis.
• “Supply chain vulnerabilities” was also identified as one of the top three challenges facing organizations over the next five years, cited by 23% of respondents. This is behind only AI-driven cyber threats (46%) and ransomware (26%).
• Organizations that knowingly work with risky suppliers were more than 4 times as likely to experience a supplier-originated cyber incident. 43% of those organizations experienced an incident, compared with 10% of those that did not knowingly work with risky suppliers.

“This year’s findings indicate that supply chain resilience remains a critical pain point for many businesses, which the majority are aware of, and which continues to be exploited by attackers,” Chris Butler, resilience director at Databarracks, said in a statement announcing the report’s findings. “When something goes wrong at a key supplier, the cascade effects can be profound for businesses throughout the chain.”

Butler went on to explain that most companies don’t fully understand the depth of complexity in their supply chains and often lack visibility beyond their core suppliers. This is further complicated by a supplier assessment process that is focused on box-checking rather than collaboration—an approach that produces lengthy questionnaires that create a false sense of assurance rather than “real resilience.”

“To truly manage your supply chain continuity, it’s vital to actually get visibility of the situation. Business leaders need to treat supplier resilience as part of their own resilience, not somebody else's problem. It’s a bit of a cliché but for good reason: you really need to treat your critical suppliers like you would your own business,” Butler also said. “Where there isn’t a viable alternative and your existing suppliers don’t have in-house business continuity skills, offer to help. Include your suppliers in your business continuity exercises and give them the chance to rehearse with you. It's important to practice the response to disruption together rather than in isolation. Doing this will benefit you in the long run.”

While organizations are shifting toward balancing cost efficiency and supply chain resilience, most remain unprepared to manage ongoing disruption, according to research from the Institute for Supply Management (ISM) and Amazon Business.

While 71% of organizations report balancing cost and risk now drives procurement strategy, only 45% say they are prepared for supply chain disruptions, and 65% still rely on manual reporting to gather supply chain data, highlighting a widening gap between strategy and execution. Those statistics come from a survey of 425 global supply chain professionals, detailed in the white paper “Balancing Cost and Risk: An Operating Model for Supply Chains.”

The results reveal a strategic gap as organizations face continued geopolitical, economic and operational volatility, the researchers said. "Organizations today are operating in an environment where disruption is no longer an exception. It is an ongoing reality," said Debbie Fogel-Monnissen, ISM Interim CEO. "Leaders recognize the need to balance cost with resilience, but our research shows many are still building the capabilities to act on that insight. Closing that gap is essential to protecting performance and ensuring continuity."

One reason for the gap is that the study shows uneven adoption of procurement technologies and risk evaluation practices. While most organizations use e-procurement platforms (58%) and supplier portals (51%), more advanced tools such as predictive analytics and risk monitoring remain less widely implemented. Specifically, 64% of organizations use business impact analysis, while fewer report employing more advanced methods such as risk matrices (49%) and scenario planning (46%), underscoring gaps in capability maturity.

To answer that challenge, the research points to an emerging supply chain operating model centered on risk-adjusted decision-making. Organizations are moving toward a broader, “total cost of ownership” approach that incorporates service performance, process efficiency, and disruption exposure alongside price. This model is supported by four key practices:

• Diversifying supply sources
• Improving visibility across supply networks
• Accelerating decision-making cycles
• Expanding scenario planning capabilities

U.S. manufacturers say their networks of warehouses are constraining their business agility, due to legacy infrastructure and lack of strategic design, according to a study from Warehouse Specialists LLC (WSI), a Wisconsin-based logistics, distribution and storage company.

As a result, the manufacturing industry is managing compounding pressure while running networks built for a different era, WSI said. Three-quarters of leaders say their warehouse network evolved organically over time rather than being strategically designed, and nearly the same share say their current model was built for an operating environment that no longer exists.

Those statistics come from “How Manufacturers Are Structuring Warehouse Operations in 2026,” a survey featuring insights from 306 supply chain, operations, and logistics leaders at U.S. manufacturing companies across chemicals, metals, food and beverage, building materials, electronics, and other industrial sectors.

"Companies have responded to a chaotic supply chain in different ways. Some have focused on cost-cutting. But many have learned that a network optimized purely for cost is also optimized to fail under pressure," said Paul Simmons, President at WSI. "The manufacturers moving forward are the ones deliberately redesigning, not just optimizing what they already have."

Additional findings include:

• 88% expect their U.S. warehouse and distribution footprint to change in the next 18 months through expansion, consolidation, or a shift in operating model.
• 75% agree their network evolved organically rather than by design, creating structural inefficiencies that optimization alone cannot solve.
• 67% have grown more likely to consider switching their 3PL provider due to friction in the past 12 months.
• 53% experienced a warehouse-related compliance incident, audit finding, or safety event in the last two years.

More warehouses are implementing automated packaging solutions these days, and as they do, they are demanding a higher level of collaboration with equipment vendors as they seek to reduce packaging waste and streamline the movement of goods through the facility. The trend reflects a growing demand for automated, right-sized packaging systems that easily integrate with existing warehouse automation systems—which signals a shift in the way many vendors are approaching the market, according to recent research.

“Rather than focusing solely on machine performance, vendors are increasingly positioning their solutions around ease of implementation,” Vanessa Lopez, a market analyst at tech research firm Interact Analysis, explained in a June report on warehouse packaging trends. “Messaging has shifted toward plug-and-play deployment, modular design, and seamless integration with existing warehouse systems. The value proposition is now focused on easy incorporation into broader operations.”

With the global automated packaging system market size set to grow by more than 7% annually over the next several years, demand for such plug-and-play technologies is likely to grow as well—provided they offer the same fulfillment-enhancing and waste-reduction qualities customers have come to expect.

​CLOSING THE GAP

Medical and surgical products supplier Medline recently implemented an automated packaging solution at its Grayslake, Illinois, facility that illustrates the growing demand for integrated systems. The company was looking for a solution that could seamlessly align with its AutoStore automated storage and retrieval system (AS/RS). The goal was to replace its downstream manual box-forming operations with an automated solution that would deliver pre-assembled boxes directly to the AutoStore, where they would then be filled at the system’s ports. The move would help the facility keep pace with the accelerated picking speed that resulted from the AS/RS installation.

Working with automated packaging solutions provider Ranpak, Medline implemented a set of machines that seamlessly integrate with the AutoStore. Four right-sized packaging machines and five case-erector machines form the basis of the solution, working alongside AutoStore to automate four outbound lines at the facility. Ranpak’s “Form’it” automated case erectors form and seal corrugated boxes from flat blanks, delivering consistent, ready-to-pack cartons at high speed directly to the AS/RS picking ports. Associates at the ports then pick and place items for each order into the cartons. From there, boxes are conveyed to Ranpak’s “Cut’it!” right-sized packaging machines, where they are essentially cut down to size: After packing, the system optimizes the height of the shipping boxes by cutting them to the level of the tallest item in the order. This eliminates excess space and the need for filler material in the box. Once right-sized, the boxes are automatically closed and sealed with pre-made lids.

The packaging process works in tandem with AutoStore to accelerate fulfillment: Order cycle time has improved by 50% since installing the system, which handles 10,000 cartons per day, with room for growth, Medline said in a case study about the project released earlier this year.

​HUMMING ALONG

Speed isn’t the only benefit of Medline’s new system, though. The project has also allowed the company to reduce its package assortment from 18 different carton types down to four while cutting corrugate spending by 30%. Labor efficiency has improved as well: The system has eliminated or streamlined repetitive manual tasks, allowing associates to “upskill” to higher-value responsibilities.

Those benefits have led to further automated packaging collaboration. This past spring, Medline announced a separate project at its Montgomery, New York, high-volume distribution center that combines in-house technology with solutions from three other tech partners. The solution speeds the fulfillment of health plan allowance items—everyday health-care needs, such as ibuprofen, vitamins, and first-aid supplies—that are in high demand at the start of each quarter, when the benefit kicks in for many health insurance customers. The customers make their choice from a curated catalog of approved items, the insurance carrier sends the order to Medline, and Medline fills the order—usually delivering packages to the customer’s door within days.

Medline wanted a more efficient way to handle the early-quarter surge in demand for those items, which represent just a fraction of the 335,000 items the company distributes.

To solve the problem, Medline implemented a separate system at the DC that it calls Pick Pack Pro. Instead of using its AutoStore AS/RS to fill the orders, Pick Pack Pro first uses Medline-developed technology to batch as many as 1,100 health-plan orders together at once. Items from the curated product catalogs are placed on “tSort” robots from Tompkins Robotics, which automatically sort and route the correct number of those items to individual order boxes. The tSort robots are small autonomous mobile robots (AMRs) that act like a tilt-tray or crossbelt sorter without a fixed track, moving independently to any divert station along the shortest path.

Once a box is filled, the contents are prepared for shipping. Boxes move along a conveyor system provided by material handling solutions specialist TREW into Ranpak’s right-sized packaging machine, which senses the amount of space the products take up, then cuts and folds the box accordingly, sealing it without the need for filler material. The boxes then continue along the conveyor system, where shipping and other labels are applied, and then are routed to the correct truck for shipping.

The results speak for themselves.

“The most tangible impact is [in] throughput,” explains Jacob Makarewicz, Medline’s director of engineering project management. “The system can process up to approximately 1,100 orders at a time, allowing us to significantly increase capacity and maintain performance during spikes. Beyond that, we’ve seen gains in fulfillment speed, order accuracy, and consistency—especially for repeat orders—along with improved workforce efficiency as teams are better able to manage peak volumes. We’ve also helped reduce packaging waste through [the] automated, right-sized packing.”

The collaboration is transforming warehouse operations while also advancing customer service goals—a win-win, according to Makarewicz and other company leaders.

“Innovations like Pick Pack Pro go a long way with health plans whose members depend on speed, consistency, and reliability,” Brad Mariam, Medline’s executive vice president of non-acute care sales, said in a statement describing the Pick Pack Pro project. “By advancing fulfillment capabilities, Medline is helping the plans deliver benefits more efficiently—something these customers see not just as a Medline investment but as an investment in **ital{them} and the members they support.”

Ride-share pioneer Uber Technologies is continuing to expand its footprint in the food delivery sector, announcing Thursday that it had offered to acquire Berlin, Germany-based Delivery Hero for $14.8 billion, saying that adding the multinational online food ordering and food delivery company would extend Uber’s mobility and delivery platform to a total of 99 markets.

Of that total coverage, the proposed transaction would nearly double the number of markets where Uber will offer both mobility and delivery services, from 34 to 58 markets.

In Uber’s view, the rationale for the merger is bringing together its global technology platform with Delivery Hero’s strong local brands, merchant relationships, and delivery capabilities. In turn, that shift could accelerate innovation and deliver benefits for consumers, merchants, couriers, and drivers.

Specifically, the deal could increase demand for merchants, the company said. And in turn, that could help couriers and drivers by building a denser combined network, which is expected to drive higher order volumes, improved utilization, and a broader range of delivery and mobility earning opportunities, Uber said.

Independently of the Uber deal, Delivery Hero has also entered into a separate agreement with SSW Partners, a New York-based investment firm that has led cross-border investments alongside global businesses. SSW will acquire Delivery Hero’s businesses in a total of 14 markets, particularly where Uber Eats and Delivery Hero already overlap, subject to completion of the Uber Takeover Offer and other customary conditions, for a consideration of approximately $1.6 billion.

Listed by name and country, the delivery operations cover dozens of nations.

• Businesses being acquired by Uber (50 markets): Baedal Minjok (Republic of Korea); foodora (Hungary); foodpanda (Bangladesh, Cambodia, Hong Kong, Laos, Malaysia, Myanmar, Pakistan, Philippines, Singapore); Glovo (Armenia, Bosnia and Herzegovina, Bulgaria, Cote d’Ivoire, Croatia, Georgia, Italy, Kazakhstan, Kenya, Kyrgyzstan, Montenegro, Morocco, Nigeria, Serbia, Tunisia, Uganda, Ukraine); Hungerstation (Saudi Arabia); PedidosYa (Argentina, Bolivia, Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras, Nicaragua, Panama, Paraguay, Peru, Uruguay, Venezuela); talabat (Bahrain, Egypt, Iraq, Jordan, Kuwait, Oman, Qatar, United Arab Emirates)
• Businesses being acquired by SSW Partners (14 markets): foodora (Austria, Czechia, Norway, Sweden); efood (Greece); Foody (Cyprus); Glovo (Moldova, Poland, Portugal, Romania, Spain); PedidosYa (Chile, Ecuador); Yemeksepeti (Türkiye)

Matternet, a California-based autonomous aerial logistics company, will expand its drone delivery network through a partnership with Beeline UAS, a provider of commercial-scale drone logistics technology, the firms said.

Beeline UAS does not build or sell hardware, but instead says it provides the operational infrastructure, regulatory expertise, and scalable frameworks that allow platform partners to move to profitable, repeatable commercial operations.

Under the deal, Beeline will now operate Matternet’s flying drones in support of the company’s delivery-as-a-service agreements with food, retail, and healthcare customers. In regions characterized by traffic congestion and high labor costs, autonomous aerial delivery can provide faster and more cost-efficient delivery of time-sensitive goods, Matternet says.

Beeline will operate Matternet’s drone delivery platform in certain U.S. markets, joining other operating partners Ameriflight and UPS Flight Forward. Those firms all operate under a Part 135 certificate granted by the U.S. Federal Aviation Administration (FAA), which provides federal approval for a company to operate as a non-scheduled air charter carrier.

Under that approval, Matternet and Beeline will initially focus on expanding Beyond Visual Line of Sight (“BVLOS”) operations in the San Francisco Bay Area and the Los Angeles metropolitan area.

“Our mission is to make the impossible routine by enabling safe, compliant, and scalable drone operations,” said Toby Woods, Founder and CEO of Beeline UAS. “Matternet has built one of the most advanced drone delivery platforms in the world, and we're excited to help support the next phase of its growth. Together, we're creating an operational model that can bring the benefits of drone delivery to more communities across America.”

Grocery delivery and pickup firm Instacart has acquired the Israeli computer vision company Arpalus, which says its technology delivers “shelf intelligence” inventory tracking for grocery retail.

According to San Francisco-based Instacart, the accuracy of online orders is only as good as the underlying inventory data. That makes undetected out-of-stocks and catalog gaps among the most persistent sources of customer dissatisfaction in online grocery, driving substitutions, cancellations, and eroded trust. Buying Arpalus will help to counter that problem by enhancing Instacart's ability to serve consumers, shoppers, retailers, and brands with a more complete picture of on-shelf inventory and product availability, the firm said.

Arpalus says its platform turns a quick video scan of a store shelf into an accurate, real-time picture of what is actually there. Using computer vision models built specifically for the complexity of real grocery store environments—including low or unreliable Wi-Fi, inconsistent lighting, and thousands of visually similar products packed tightly together—Arpalus claims it can identify individual items on shelves with more than 95% accuracy, on average. The technology runs on any smartphone or camera-equipped device, which means Instacart's network of 600,000 shoppers can generate real-time shelf intelligence at scale using the app they already use on every order.

"We believe the future of grocery retail is a unified experience powered by Instacart intelligence, where what happens in store connects seamlessly to ecommerce in real time," said David McIntosh, Chief Connected Stores Officer at Instacart. "The Arpalus team has spent years building exceptional shelf intelligence technology, solving the problem of understanding what's actually on store shelves, at any given moment. With our leadership in Physical AI for grocery retail and by activating our network of shoppers, we can feed even more accurate shelf information back into our models, delivering better outcomes for customers, shoppers, and our retail and brand partners."

Terms of the deal were not disclosed.