NVIDIA moved into second place, while Walmart posted one of the biggest gains in this year's rankings, climbing 10 spots to No. 3. Cisco Systems and AstraZeneca rounded out the top five.

The annual ranking recognizes companies that Gartner considers leaders in supply chain performance. Danone, Lenovo, L'Oréal, Johnson & Johnson and Microsoft completed the top 10.

"This year, leaders are differentiating themselves by building autonomous workforces, investing in network-centric strategies and orchestrating supply chains end-to-end across increasingly complex ecosystems," said Laura Rainier, Senior Director Analyst with the Gartner Supply Chain practice. "Leading supply chains are embracing AI not simply to automate tasks, but to fundamentally redesign how work gets done between people and machines."

The Gartner ranking also includes a Masters category that recognizes companies with a long track record of supply chain excellence. Amazon, Apple, Procter & Gamble and Unilever retained their Masters status this year.

The rankings

What the top companies have in common

According to Gartner, many of the highest-ranked companies are rethinking how work gets done as AI becomes a larger part of daily operations.

Rather than using AI simply to automate existing tasks, Gartner said leading organizations are redesigning workflows around collaboration between employees and intelligent systems. Workers are increasingly responsible for managing, governing, and improving AI-powered tools while also using them to support decision-making.

The shift is also changing workforce development priorities. Gartner said top-performing companies are investing in training programs that go beyond basic AI literacy and are redesigning roles so AI agents can handle routine work while employees focus on strategic decisions, relationship management and continuous improvement.

"Schneider Electric continues to demonstrate how organizations can balance bold transformation ambitions with disciplined execution," said Rainier. "Its approach to AI-enabled orchestration, circularity and workforce transformation exemplifies how supply chain leaders are preparing for the autonomous business era."

Designed to bring customers and partners closer to Berkshire Grey’s solutions expertise and support resources, the facility will serve as a hub for customer engagement, solution validation, technical training, and regional support.

As interest in physical AI accelerates across Europe, Berkshire Grey continues to deploy AI-powered robotic automation in real-world production environments. While much of the recent discussion around physical AI has focused on emerging technologies and future applications, Berkshire Grey has spent more than a decade helping customers apply artificial intelligence and robotics to solve complex operational challenges at enterprise scale.

Demand for Berkshire Grey’s solutions has increased significantly across the region as retailers, e-commerce companies, and logistics providers seek proven automation technologies capable of delivering measurable operational results. Today, Berkshire Grey’s AI-powered automation solutions support leading organizations including FedEx and Walmart helping automate critical fulfillment, picking, sortation, and warehouse workflows. The new Customer Innovation Center reflects this growing momentum and expands Berkshire Grey’s ability to support customers through demonstrations, solution validation, training, and technical services.

Building on its established European footprint, the Customer Innovation Center provides a regional location for customers, partners, and integrators to experience Berkshire Grey’s solutions firsthand and collaborate on automation solutions designed for real-world operations.

For more than a decade, Berkshire Grey has developed and deployed AI-powered robotic systems capable of operating in complex, high-volume production environments. The company’s technology leadership is supported by a portfolio of more than 1,000 granted and pending patents worldwide, including more than 700 granted patents across the United States and international markets, reflecting years of innovation across artificial intelligence, robotics, software, and fulfillment automation.

Strategically located near Amsterdam Schiphol Airport, one of Europe’s leading transportation hubs, the facility provides convenient access for customers, partners, and Berkshire Grey teams across the region. The location also places Berkshire Grey at the center of the Benelux logistics and warehouse automation market, providing proximity to retailers, logistics providers, warehouse operators, and systems integration partners.

The Customer Innovation Center will serve as a hub for:

• Customer demonstrations and executive briefings
• SKU testing and workflow validation
• Partner and integrator enablement
• Technical training and education
• Regional service and support operations
• Solution design and deployment collaboration

“Physical AI is ultimately measured by performance in the real world,” said Dave Paratore, Chief Executive Officer of Berkshire Grey. “For more than a decade, Berkshire Grey has helped customers apply AI and robotics to solve operational challenges in live production environments at enterprise scale. As demand for intelligent automation continues to grow across Europe, we’re investing in the people, facilities, and capabilities needed to bring that experience and expertise closer to our customers.”

The expansion also reflects Berkshire Grey’s continued investment in the region. The company plans to further expand its European capabilities across technical, engineering, service, and commercial functions to meet rising customer demand.

In this session, we will examine how artificial intelligence is reshaping barcode scanning from a simple data capture function into a smarter, more adaptive system. AI-enhanced capabilities such as image enhancement, barcode localization, and decode optimization are enabling faster reads, fewer rescans, and more consistent first-pass success—even in the most demanding industrial settings.

We will also explore why rugged environments—warehouses, distribution centers, and manufacturing operations—are the true proving ground for these innovations, and what logistics leaders should look for when evaluating next-generation scanning solutions. 

With the focus shifting from ideal-condition performance to real-world reliability, the conversation is moving toward measurable outcomes: reduced variability, improved productivity, and greater operational visibility.    

Hosted by the Association for Advancing Automation (A3), the event is expected to attract more than 50,000 attendees and 1,000 exhibitors, making it the largest robotics and automation show in North America.

The show will take place in McCormick Place's North and South halls and will feature keynote presentations, technology awards, educational sessions and the return of the Humanoid Robot Forum and Humanoid Robot Pavilion.

Keynotes spotlight AI and automation

Automate's keynote lineup includes leaders from some of the biggest names in automation and robotics.

Monday, June 22

• The State of the Automation Industry: Leadership Roundtable
• Mike Cicco, president and CEO, FANUC America
• Andre Marino, senior vice president, industrial automation, Schneider Electric
• Matt Moschner, president and CEO, Cognex
• Wendy Tan White, CEO, Intrinsic

The session will focus on the current state of automation, key market trends and the opportunities and challenges shaping the industry's future.

Tuesday, June 23

• The Automation Impact: AI, Automation and the Human Element
• Annemarie Breu, senior director, automation software deployment and incubation, Siemens Digital Industries
• Chris Stevens, president, U.S. automation, Siemens Digital Industries

Wednesday, June 24

• 99% of Tasks Still Can't Be Automated: How Physical AI Changes That
• Evan Beard, co-founder and CEO, Standard Bots

Thursday, June 25

• Built to Win: The Mindset Behind Championship Performance
• Brian Urlacher, former linebacker, Chicago Bears
• Jeff Joniak, play-by-play announcer, Chicago Bears

Awards recognize industry leaders and new technology

A3 will present several awards during the event, including the 2026 Joseph F. Engelberger Robotics Awards, widely considered among the industry's highest honors.

This year's recipients are robotics pioneers Hiroshi Fujiwara and Robert Little, who are being recognized for their leadership and contributions to advancing automation.

Professor Jim Devaprasad of Lake Superior State University will receive the A3 Educator of the Year Award.

A3 will also present its 2026 Innovation Awards on June 23, recognizing new technologies in three categories:

• Automation Systems
• Vision, AI & Software
• Components, Hardware & Enabling Technologies

Humanoid robots return to the spotlight

One of the show's biggest attractions is expected to be the Humanoid Robot Pavilion, sponsored by NVIDIA.

The pavilion will feature more than 20 humanoid robots and humanoid-related organizations from around the world.

Automate will also host its third annual Humanoid Robot Forum on June 23 and 24, bringing together robotics leaders, engineers, and researchers to discuss the development, deployment, and commercialization of humanoid technologies.

“Human dexterity and the instinctive understanding of how to handle different objects is one of the most difficult things to replicate in industrial-grade robotics, but it’s a fundamental need for truly autonomous and versatile robots,” said Marc Segura, President, ABB Robotics. “As we develop the next generation physical AI, robots will learn and understand the world as we do. This collaboration with PSYONIC will help to close the long-standing gap between human and robot dexterity, opening up new possibilities for a wide range of industries.”

Grasping and dexterity are central to Autonomous Versatile Robotics (AVR) – ABB Robotic’s vision for robots that can sense, reason, move and handle objects with precision in dynamic environments. They are also critical to advancing physical AI in industry: robotic systems that can learn from real-world interaction and apply that intelligence with industrial-grade reliability. The collaboration will explore new applications across numerous industries, including automotive, aerospace, packaging and logistics, and life sciences. By enabling robots to take on tasks that are repetitive, ergonomically challenging or difficult to perform consistently at scale, ABB Robotics and PSYONIC can help people and robots to work together more effectively, while improving productivity, flexibility and workplace safety.

PSYONIC is working closely with ABB Robotics’ R&D team on integration and development, exploring how touch-enabled manipulation can support next-generation autonomous robotics applications.

Originally developed for prosthetic use, the PSYONIC Ability Hand combines myoelectric control, touch sensing and compliant mechanics in a lightweight, multi-articulating design. Its pressure sensors and vibration feedback system enable users to detect contact, grip force and release, while flexible fingers conform naturally to irregular and deformable objects. 

“Dexterous manipulation is ultimately a data challenge as much as a hardware challenge,” said Aadeel Akhtar, Founder and CEO of PSYONIC. “By using the same Ability Hand on people and on robots, we can capture high-fidelity real-world data on movement, contact and grip force, then use that to train robotic systems more effectively. Integrating with ABB Robotics’ robotics platform allows us to expand into more environments and unlock the level of dexterity needed to take on the hardest challenges in automation.”

To support this work, ABB Robotics’ GoFa provides the accuracy and repeatability required for industrial-grade deployment, ensuring that subtle variations in grip force, finger positioning and movement can be consistently executed and evaluated. This level of precision is critical for translating human-derived manipulation data into reliable robotic performance across complex, variable tasks.

The collaboration will evaluate how this combined capability can be applied across industrial use cases where traditional gripping technologies struggle with variability, fragility or complexity – such as handling irregular or delicate objects. According to the International Federation of Robotics (IFR), advanced gripping and digital integration can reduce engineering time by up to 30%, underlining the importance of end-of-arm tooling in accelerating deployment and improving automation ROI.

It also reflects ABB Robotics’ broader strategic approach of working with partners across its ecosystem to overcome long-standing barriers to automation. By combining robotics, AI and real-world manipulation data generated through human prosthetic use, ABB Robotics is advancing physical AI and enabling more capable, adaptable robots to operate reliably in real-world environments.

The company said demand for supply chain jobs requiring AI skills climbed 387% between the first quarter of 2023 and the first quarter of 2026. Gartner analyzed more than 35 million job postings during that period, including nearly 600,000 supply chain roles.

The report highlights how quickly companies are trying to integrate AI into areas such as warehousing, planning, logistics, procurement, and manufacturing, while struggling to find workers who understand both supply chains and AI tools.

“The demand for AI skills in supply chain is accelerating at a rate that far exceeds the broader labor market, creating a widening talent gap that organizations cannot close through hiring alone,” said Tess Frenzel, Director Analyst in Gartner’s Supply Chain practice.

Gartner said the hiring pressure is especially strong for experienced workers. Mid-senior level positions account for 58% of supply chain jobs requiring AI skills, while director-level jobs are also showing unusually high demand.

The company said many businesses are finding that hiring outside talent is increasingly expensive and difficult as more industries compete for the same workers.

Instead, Gartner said companies should focus more on training current employees and hiring more entry-level workers for AI-related roles.

The research found that entry-level workers remain underrepresented in supply chain jobs that require AI skills, despite younger workers often being more familiar with AI technology.

“CSCOs should take a balanced approach by accelerating internal upskilling and more effectively leveraging entry-level talent to build a sustainable pipeline of AI capabilities,” said Frenzel. “Organizations that invest in both experienced professionals and emerging talent will be better positioned to scale AI adoption and prepare their workforce for the future of supply chain.”

The data used in the report came from Gartner partner Coresignal and included job postings from LinkedIn, Glassdoor, and Indeed.

The Bureau of Labor Statistics projects about 83,200 openings for materials handling operators to be opened each year between 2024 and 2034—most of which are expected to be the result of needing to replace workers who transfer to different occupations or exit the labor force.

In response, many companies and lift truck manufacturers are now focusing on how they can address those health and safety concerns through better ergonomic solutions. 

“Customers tell us that training new forklift operators is a constant challenge, so we’re developing solutions that help operators onboard more effectively,” says Jim Kraimer, director of design, core products, Crown Equipment Corp. “Solutions that help to reinforce the training provided during onboarding are also important, so we’ve developed Dynamic Coaching and the ProximityAssist System, which continually help reinforce safe operating behavior.” 

These types of ergonomic solutions typically fall into two categories: physical ergonomics and technology enhancements. Physical ergonomics often address common injuries like ankle sprains and lifting injuries, while advancements in technologies like operator assist work to make the job easier and improve the overall operator experience. Both have an important place in creating a safer and more attractive environment for a modern workforce. 

These solutions first also require a solid foundation in training—something Crown continues to reinforce by developing products that streamline the onboarding of new employees and offer intuitive operator training and controls. Operator and fleet management solutions, such as Crown’s InfoLink system, for example, emphasize operator training through on-screen safety reminders and real-time dynamic coaching. 

“Crown has a long history of innovation related to physical ergonomics, including the first implementation of side-stance on stand-up lift trucks, the first multi-task controls, the first turret truck with a rotating MoveControl seat, and the enhancement of stand-up lift trucks with the innovative FlexRide operator suspension,” says Kraimer. “Crown also has an established history in the development of operator assist technologies that can further enhance operator performance, help reinforce training and improve the operator experience.” 

Besides improved operator experience, ergonomic solutions help increase performance and can impact costs. Total cost of ownership (TCO) over the equipment’s life can be heavily influenced by workforce-related expenses, says Kraimer, noting operator-related costs can contribute up to 80% of the TCO depending on the application.

“These ergonomic solutions help address ongoing customer challenges and can also reduce total cost of ownership over time,” he adds.  

The pallet may look familiar, but what goes onto it, how workers build it and how equipment wraps it don’t look anything like it did just five or 10 years ago.

In this month’s Packaging Corner, Pat Pownall, director of sales at Orion Stretch Wrappers, explains what’s changing in unitizing and why companies should plan for tomorrow’s operation, not just today’s line.

Q: What are some of the biggest changes you’re seeing in unitizing right now?

A: Labor remains a big issue for a lot of companies. They’re struggling to find people for warehouse and manufacturing jobs, and that’s pushed more operations toward automated equipment. I don’t think you ever eliminate labor from a facility, but you can reallocate it from one line to another. In unitizing, automation can help keep pallets moving while workers handle tasks and responsibilities in other areas of the operation. 

Q: How are changing product sizes and case configurations affecting unit loads?

A: Consumers are buying different products than they bought just five or 10 years ago. Products have gotten smaller, and stores have to fit more items on the shelf. That affects how companies case-pack products, how those cases move through the line, how stable they are and how workers build them into pallet loads. We’ve talked to companies that are doing one thing one day, and then three weeks later they’ve changed direction. Unitizing has to keep up with that.

Q: Where does film thickness fit into the unitizing conversation?

A: The film industry has really outpaced the equipment industry in some areas. Years ago, a lot of operations ran 60-gauge or 80-gauge film. Today, they can run 43-gauge film and still expect the same line speeds. That changed how we went to market. 

We had to change our carriage because lower-gauge films were slipping past the pre-stretch rollers. With the newer carriage, customers get more coverage on the pallet and can wrap the same load with less film.

Q: How is automation changing the stretch wrapping process?

A: More companies are using palletizers and fully automated systems, so the wrapper has to fit into that line without stopping everything around it. In the past, if someone opened the door on a stretch wrapper to change film, that could shut down the entire line all the way back past the palletizer. Now, with a zoned E-stop, only the wrapping area stops. Everything before and after it keeps running. The film change may take 30 seconds, but the line doesn’t lose that time.

Q: What should companies think about before buying or upgrading a wrapping system?

A: Don’t make the mistake of buying only for today; buy for three, four or five years from now. Think about what the operation may need, what labor may look like and whether the system can keep up as things change. Parts and service also matter. If a machine can’t be serviced or you can’t get parts for it, the money you save upfront won’t be worth it.  

Meeting customer demands of two-day shipping, same-day shipping, next-day shipping—exacerbated by the holiday and peak seasons to process orders—requires real-time visibility to deliver on time and decrease cost. Smart warehousing solutions help organizations keep their warehouse organized, provide end-to-end visibility and save costs.  

Demand for fast and precise order fulfillment requires warehouse managers to rely heavily on software such as warehouse management systems (WMS), warehouse control systems (WCS), and warehouse execution systems (WES). Warehouse managers must choose the right software solution to achieve cost-
effectiveness, efficiency and accuracy.  

What’s the difference between WMS, WCS and WES?

A WMS manages the inbound and outbound flow of goods and packages throughout a facility. Typically, a WMS provides system-directed picking, replenishment, putaway, packing and other functions. 

Organizations can use a WMS to track inventory levels and the movement of products in real-time, whether on the web or with a mobile app. A WMS delivers information about where the products are to be delivered, and the WCS executes the directions using automation.  

A WCS communicates instructions to robots and AS/RS to move, store or retrieve products. A WCS controls all types of automated equipment such as conveyors and sortation systems. With proper maintenance, the life of materials handling equipment (MHE) can be prolonged. A WCS can manage routine maintenance tasks by identifying real-time equipment defects and scheduling movements to reduce unnecessary depletion. It can regulate the speed and course-plotting of conveyor systems to enhance the flow of products through the warehouse.  

A WES can combine the functionality of a WMS and a WCS. Oftentimes, there is an overlap between the three systems. A WES is a software solution that manages a portion of the WMS tasks through greater WCS capabilities, which allows for improved control, reporting and alerts of MHE.  

On the other hand, a WCS is customized specifically to manage MHE with fewer WMS capabilities. WES systems provide complex process optimization capabilities to improve productivity, efficiency and throughput. A WES can coordinate all aspects of the following warehouse operations:

• Inventory management

• Order fulfillment

• Automated equipment movement

 Keep in mind every warehouse is different in its needs, as determined by the order and processing demands and the equipment within the warehouse to satisfy those demands. It may one, or a combination of the systems above that provides the facility and operation with greatest benefit.  

—Ashley Rhodes is a project manager, supply chain systems for St. Onge Co. Rhodes leverages more than 14 years of professional experience successfully guiding business strategy with established and emerging technologies to achieve maximum operational impacts. Her professional history includes experience in supply chain optimization, distribution center layout/design, and leveraging supply chain execution systems.

This year marks a major milestone: the event’s 25th anniversary, celebrating a quarter century of connecting logistics professionals across the South region.

This one-day event is built for warehousing, distribution and logistics professionals. Attendees will gain practical insights from industry speakers and hands-on time with the tools and technologies that address today’s warehousing challenges.  

“Reaching the 25th anniversary of the Texas Warehousing Forum is a testament to this event’s unique ability to deliver something that truly matters to the supply chain community,” said Michael Mikitka, executive vice president of the MHI Knowledge Center and WERC Division. “We are proud of what this event has become and look forward to continuing to connect our attendees to the education and innovations that push operations forward.”

This regional conference, appealing to all sectors of the supply chain industry, offers a unique opportunity for professional development. The agenda features educational sessions on the latest logistics trends, providing attendees with strategies for achieving profitable growth in today’s competitive market. Additionally, there will be ample opportunities to network with key equipment suppliers.

Registration is open for attendees with warehouse operations titles in the following categories: practitioner/end-user, 3PL operations, full time educator, full time students ages 16+. More than 300 warehousing professionals, suppliers, educators, and students are expected to attend the premier supply chain event in the South Central Region. 

Event highlights:

• Educational sessions led by industry experts
•  35+ exhibitors
• Live demos from leading equipment providers
• Ample time to connect, ask questions, and share ideas
• Breakfast, Texas BBQ & Mexican lunch, After WERC Happy Hour reception
• Chance to win raffle prizes

You can register at [url=https://na.eventscloud.com/website/91124/]https://na.eventscloud.com/website/91124/[/url]

Accenture based its projections on a model built on data from the U.S. Bureau of Labor Statistics and economic projections from Oxford Economics. It covers 15 supply chain occupations, representing approximately 90% of core US supply chain employment.  The report, titled “Turning the supply chain talent shortage into strength,” draws on a proprietary workforce model developed by Accenture Research, built on task-level data from the U.S. Bureau of Labor Statistics O*NET database, employment data from the BLS May 2024 Occupational Employment and Wage Statistics (OEWS), economic projections by industry from Oxford Economics, and occupational skills data from Lightcast. The model covers 15 supply chain occupations (not including hand laborers and factory workers), representing approximately 90% of core US supply chain employment and a base of approximately seven million workers and 14 technologies, assessing 331 tasks in total.

Companies are expected to create more jobs in the supply chain as production gets reshored to the U.S., customers expect faster delivery, AI-driven commerce grows, companies diversify their supplier base, and regulatory requirements increase.

The gap in new jobs required and available professionals means trying to hire more workers is an insufficient strategy for companies, according to the report.

In response to the findings, Accenture’s researchers simulated how technology and the extent to which companies use it in the supply chain could help close the gap. Across the 331 tasks assessed, every single one is affected by at least one technology. 

In one scenario, the shortfall of 1.1 million jobs by 2035 can turn into a surplus of approximately 360,000. It assumes that 75% of the existing supply chain workforce uses agentic AI, autonomous vehicles, drones and exoskeletons, and 50% of the workforce uses IoT and sensor networks.

The report states that putting such scenarios into practice requires more than deployment of the technologies. Supply chain leaders also need to redesign roles and develop their workforce to break the connection between volume and labor, the researchers write.

Technology does not affect all supply chain roles equally. Inspectors and testers, for example, face less role redesign, as core tasks like physical inspection, sensory assessment and hands-on quality checks are mostly technology resistant. But the job will still change: 47% of the tasks of inspectors and testers can be automated and 36% augmented through AI and other technologies. Employers should train people in this role with IoT literacy and AI output review skills.

Tracey Countryman, Global Lead, Supply Chain and Engineering at Accenture said, “Supply chains in the US are facing a serious labor shortage, which threatens the efforts to reshore supply and production. Companies can tackle this challenge with AI and other technologies, but only if they reshape their workflows and roles within it. While AI takes on more execution, people spend more time on what only humans can do: seeing what’s happening on site, making judgment calls, building trust, and solving customer problems. Training and empowering people for this change needs to be top on the agenda of chief supply chain officers.”

The model identifies three broad patterns:

• Automation-led roles such as production planning and expediting clerks see transactional work absorbed by technology, freeing capacity when roles are redesigned.
• Augmentation-led roles as purchasing managers see their decision scope expand as AI accelerates analysis, while new oversight responsibilities grow alongside.
• Structurally durable roles as industrial production managers see limited change because the work depends on leadership, judgment or physical presence. 

Among the technologies studied, agentic AI has the widest impact. It can automate 30% of tasks and augment a further 51%. Cloud computing (49%), intelligent document processing (38%) and robotic process automation (36%) form the second tier, primarily helping workers do existing and routine tasks faster.

Accenture’s analysis reaffirmed the need for human roles, especially in knowledge-heavy, compliance-heavy sectors such as pharma.Kristine Renker, Talent Lead, Supply Chain and Engineering at Accenture added, “Even with AI assistance, companies need people to complete more than half of the routine tasks in their supply chains. When AI automates a task, it results in a new workflow, for example, a professional having to review what the AI produced or handling exceptions the system flags. Most supply chain teams are not staffed or skilled for that today. Organizations who build those capabilities in tandem while deploying the technology are the ones most likely to close this gap and lead in an industry marked by frequent disruptions.”

Through HiVision powered by OmniPro, Hyundai and Matrix are integrating edge-based pedestrian, vehicle and object detection into lift truck operations, creating a foundation for safer, more connected and more efficient material handling fleets.

“The value of this technology extends well beyond collision avoidance,” said Mark Watson, CEO of Matrix Design Group. “By integrating OmniPro Vision AI into the lift truck platform, we are helping customers create a foundation for safer operations, better visibility and more productive facilities.”

At Modex 2026 in Atlanta, Matrix and Hyundai demonstrated the technology on a Hyundai lift truck configuration, showing how the system can identify forward and rear obstacles, escalate visual alerts from green to yellow to red and trigger speed reduction via CAN-bus integration as proximity becomes critical.

“As Hyundai looks ahead, working with Matrix as an official technology partner helps shift the approach from standalone point solutions to a more cohesive strategy,” said Lewis Byers, Executive Vice President and COO of Hyundai Material Handling. “Collision avoidance is the starting point, but the roadmap extends well beyond into a more connected and intelligent machine ecosystem.”

Matrix and Hyundai say the partnership supports safer warehouse operations while helping facilities prepare for smarter fleet technologies and future automation.

According to new market analysis from Interact Analysis, global industrial robot shipments grew 5.1% in 2025, while revenue increased 0.8%, led largely by stronger demand across Asia. Researchers expect the market to continue growing steadily through 2030 as AI-related manufacturing expands and robot software becomes easier to use.

The report says AI is influencing demand for robots in two major ways. First, companies building semiconductors and AI data center equipment are buying more robots for manufacturing. Second, AI-powered software is helping robots perform tasks that were previously too difficult or complicated to automate.

Semiconductor manufacturing is expected to become one of the fastest-growing areas for robot adoption. Interact Analysis predicts robot sales in the semiconductor sector will grow at an average annual rate of 7.8% through 2030.

The growth is being fueled by rising demand for AI chips and advanced electronics manufacturing, especially in Taiwan, mainland China, and South Korea. The report said articulated robots, SCARA robots, and mobile collaborative robots used for wafer handling are seeing strong demand.

Companies including Universal Robots, Fanuc, Techman, and Jaka were identified as major suppliers in the segment.

The report also pointed to rising demand from AI data center manufacturing, including production of server cabinets and printed circuit boards. Collaborative robots are increasingly being used for inspection work and component handling because they can work safely alongside people and adapt to changing production needs.

At the same time, AI software is changing how robots are programmed and operated inside factories.

“In our recent Voice of Market research, integration complexity emerged as the top obstacle to automating material transport in factories, surpassing even upfront cost concerns,” the report stated.

Researchers said AI-powered software is helping reduce some of those barriers by allowing robots to respond to human language, improve machine vision, and support low-code or no-code programming.

Fanuc recently demonstrated AI-powered control of two collaborative robot arms to sort cables, a task that has traditionally been difficult for robots. The company also showcased robots that track moving parts for precision work, such as screw tightening.

Unlike traditional fleet management systems that require additional hardware or subscriptions to access basic insights, MyInsights is built into nearly every Toyota forklift. The platform provides real-time GPS and equipment data, helping customers identify safety concerns, monitor fleet utilization, and improve operational performance from day 1.

As part of its ongoing commitment to workplace safety and continuous improvement, Toyota recently completed its subscription portfolio for MyInsights® telematics with the launch of MyInsights Plus Productivity. The new offering includes all standard and premium telematics capabilities, as well as operator access control functionality that helps ensure only authorized personnel can operate designated equipment.

“This National Forklift Safety Day is a special one, because it aligns with our commitment to the care we take in putting consistent and reliable operational safety first,” said Cesar Jimenez, Vice President of Regulatory Affairs & Product Planning, Toyota Material Handling. “Warehouses today need fleet visibility, but they also need deeper insight into equipment analytics with data to support faster decision-making and stronger safety compliance. By making MyInsights standard on nearly all Toyota forklifts, we’re helping customers gain immediate visibility into their fleets.”

MyInsights serves as the foundation of Toyota’s connected fleet strategy. Customers can enhance the platform through tiered subscription packages that offer expanded functionality tailored to their operational needs. At the MyInsights Plus Compliance level, operators gain access through an integrated touchscreen display to pre-operation checklists aligned with Occupational Safety and Health Administration. The display also provides equipment status information, including battery health and operational alerts, helping streamline safety inspections across shifts.

The newly launched MyInsights Plus Productivity package builds upon those capabilities by requiring operators to authenticate before equipment use. Through badge-based access control, facilities can help ensure forklifts are operated only by trained and authorized personnel, supporting safety initiatives while improving fleet accountability. Existing customers will be able to add this functionality to previously purchased equipment later this summer.

The introduction of MyInsights Plus Productivity reflects Toyota’s commitment to kaizen, or continuous improvement. By continuously expanding the capabilities of its telematics platform, Toyota helps customers strengthen safety programs, improve operational visibility and create more accountable workplaces.

National Forklift Safety Day is an opportune time for Toyota Material Handling to raise industry awareness of the protective resources its customers have on their forklifts. Hosted annually by the Industrial Truck Association, National Forklift Safety Day highlights the critical importance of safe forklift use and operator training. With approximately 4.5 million forklift operators in the U.S. workforce, Toyota continues to advocate for warehouses to foster a culture of safety at every facility touchpoint.

Produced by PMMI, The Association for Packaging and Processing Technologies, the event (June 2–5; Expo Santa Fe, Mexico City) brought together manufacturing professionals from more than 40 vertical markets, including food, beverage, pharmaceutical, personal care, household products, automotive, and industrial manufacturing.

Attendees explored solutions from 740 exhibiting companies occupying 20,675 net square meters (222,544 net square feet) of exhibit space. Over 200 PMMI member companies participated, demonstrating PMMI members' continued commitment to serving the Latin American market with the latest packaging and processing technologies, expertise, and support.

“EXPO PACK México 2026 showcased the strength and momentum of the packaging and processing industry across Latin America,” says Jim Pittas, president and CEO, PMMI. “The quality of participation and engagement throughout the event reinforces its role as the region's leading destination for innovation, business connections, and industry growth.”

EXPO PACK México's international reach was evident throughout the event. In addition to country pavilions from Brazil, China, Spain, France, Italy, Turkey, Taiwan, and Argentina, the show welcomed organized buyer delegations from Costa Rica, Guatemala, and Colombia, further strengthening its role as a hub for packaging and processing innovation throughout Latin America.

“EXPO PACK México continues to be the industry's most important meeting place in the region,” says Celia Navarrete, director, EXPO PACK. “This year's strong participation demonstrates the value of bringing manufacturers and suppliers together to explore innovation, build partnerships, and advance the industry.”

That value was evident throughout the show floor, where attendees connected with suppliers, explored new technologies, and identified opportunities to improve operations and strengthen their businesses.

“EXPO PACK México always exceeds our expectations,” says Miguel Ángel Sotero, Packaging Manager at Empacadora San Marcos. “We find the solutions we are looking for and discover new opportunities to improve our processes. Beyond the innovation and technology, it is a key space for building partnerships and strengthening our network.”

Exhibitors also highlighted the value of face-to-face interactions with customers and prospects, using the event to strengthen relationships, uncover new opportunities, and gain insights into evolving market needs.

“EXPO PACK México is the most important event of our year,” says Pamela Melgosa, Marketing Director at Grupo Mayapack. “It is a key platform for generating business opportunities, strengthening relationships, and gaining a deeper understanding of our customers' needs so we can respond more quickly and efficiently.”

Throughout the show floor, attendees explored the latest advancements in automation, artificial intelligence, robotics, smart manufacturing, and sustainable packaging solutions designed to help manufacturers improve productivity, efficiency, and flexibility.

The event's educational programming also attracted strong participation, with attendees taking part in 20 free Innovation Stage sessions featuring end users and industry experts discussing emerging technologies, operational challenges, and best practices.

Networking opportunities drew significant engagement throughout the week. The Packaging & Processing Women's Leadership Network (PPWLN) LATAM Breakfast, Young Professionals Network Breakfast, and Vision 2030 Leadership Forum each attracted nearly 150 industry leaders and emerging professionals to discuss workforce development, leadership, innovation, and the future of manufacturing.

EXPO PACK México also strengthened its commitment to developing future industry talent, welcoming 500 students. Students participated in educational activities on the show floor, engaged with exhibitors, and learned firsthand about career opportunities within the packaging and processing industry.

EXPO PACK México 2026 once again served as a strategic platform for manufacturers seeking new technologies, industry insights, and valuable business connections throughout Latin America.

EXPO PACK will return to Mexico in 2027 with EXPO PACK Guadalajara (June 8–10, 2027; Guadalajara, Jalisco), followed by EXPO PACK México 2028 (June 6–9, 2028; Expo Santa Fe, Mexico City).

Before then, PMMI will host its largest event, PACK EXPO International (Oct. 18–21, 2026; McCormick Place, Chicago). For more information about the complete lineup of PACK EXPO trade shows, visit packexpo.com.

Employees will now be able to direct Proteus in the same way they’d communicate with a colleague—using plain, conversational language, with no technical commands and no programming interface. An employee tells it what needs to be done, and the robot takes care of the rest.

Like its predecessor, this Proteus is designed to take on physically demanding tasks—moving heavy carts and covering long distances—so employees can focus on higher-skilled work like managing inventory flow and ensuring quality control.

These new technologies are part of Amazon’s plans to invest over €10 billion over the next few years to expand and modernize its fulfillment operations in Europe. This also includes the expansion of Vulcan, Amazon’s first robot with a sense of touch.

As part of this investment, Amazon plans to grow its European fulfillment center workforce by 25,000 in the coming years, creating new jobs across the region.

How does the new Proteus work?

The original Proteus operates in dock areas within fulfillment centers, navigating safely around people and transporting heavy carts that can weigh close to 400 kilograms—work that requires employees to push carts, lift heavy items, and cover long distances during a shift. It’s currently deployed at 25 fulfillment centers in the United States.

The next generation of Proteus is designed to go much further. Rather than operating only in dock areas, the new system can work anywhere items need to be moved. This includes transporting containers as they arrive at a site, transferring them between workstations, and assisting employees across Amazon’s fulfillment centers and delivery sites.

There is also a major shift in how employees interact with it. Using advances in AI, the next generation of Proteus is designed to understand natural language. That means employees can assign it tasks the way they'd communicate with a colleague.

"You tell it what needs to be done. It figures out the priority, the route, the timing," said Scott Dresser, vice president of Amazon Robotics. "It becomes your assistant for material movement."

The system is designed to handle the heavy lifting and help support site safety. It’s currently being piloted in Amazon's labs, with deployment in Europe planned for the first half of 2027.

The expansion of Proteus is one piece of a broader robotics roadmap. Alongside advancements in mobile robots, Amazon is also developing new collaborative technology and robotic manipulation—the ability to handle individual objects with precision.

This includes STARK, a new collaborative robotic tote-handling system. Born from an operations employee's idea to improve a process and support site safety, STARK works side by side with employees, picking full totes from conveyors and placing them on carts—work that otherwise requires repetitive heavy lifting. First piloted in Barcelona, Spain, STARK is planned to expand to 15 sites across Europe by 2027.

Vulcan is another key innovation that will support a growing number of sites. As Amazon's first robotic system with a sense of touch, Vulcan can see and feel objects simultaneously to navigate densely packed environments. Originally developed for a facility in Spokane, Washington, Vulcan has expanded to handle more complex picking tasks at Amazon's Hamburg facility in Germany.

"This transformation is designed to deliver a step-change in how we support our employees and serve our customers," said Armin Cossmann, vice president of operations for Europe. "Customer expectations aren't slowing down—and neither are we."

As part of these investments, Amazon plans to grow its European fulfillment center workforce by 25,000 in the coming years. Since introducing robotics into its operations, Amazon has hired hundreds of thousands of employees globally and created new categories of jobs including reliability, maintenance, and engineering roles.

"Europe is at the center of how we’re building our operations for the future," Dresser said. "The investment we're making here, the talent we're building with here, the technology we're deploying here—this is where the next chapter of operations innovation is being written."

This year’s National Forklift Safety Day (NFSD) event falls on June 9, with the presentations held live on that day from Willard Intercontinental hotel and the National Press Club, in Washington, DC. The event also will be live streamed.  

The NFSD event brings together executives from lift truck manufacturers and industry safety experts, with presentations and discussions focused on how to increase the level of safety in the use of industrial trucks.

To register for the live, in-person event or streamed broadcast, visit ITA’s website (indtrk.org) and navigate to the events tab. The main session on June 9 is scheduled for 9 a.m. to 11 a.m. ET.

With forklifts being heavy equipment that carry pallet loads that may weigh 4,000 pounds or more, lift truck safety has long been a focus for ITA and industrial truck OEMs.

According to statistics gathered by National Safety Council, there were 84 fatal incidents in 2024, and several thousands of non-fatal incidents. Reducing such incidents through best practices, operator training and industry education is a key goal of NFSD, especially as the number of lift trucks and lift truck workflows increase.

This year marks the 13th edition of ITA’s NFSD event, which is traditionally held the second Tuesday of June. From its start with ITA, similar lift truck safety day events have spread to other countries, including Japan, China, the United Kingdom, Australia and other countries as well.

But the event is only one way to make lift truck safety a priority for your operations.

For Nathan McKenzie, CEO of Speedshield, who devised its AI-powered pedestrian detection system, AiVA, to tackle preventable injuries and fatalities caused by heavy industrial machinery, the issue goes beyond operator error or non-compliance. He believes many industrial sites are still relying on outdated approaches to safety in environments that have become faster, busier, and more complex than ever before.

“Spend a few days on a warehouse floor and you realize pretty quickly that forklift safety is something workers have to think about every hour of every day, regardless of the safety protocols put in place” McKenzie said. “Any environment where a forklift is used, whether it’s a manufacturing plant, a distribution center, or as part of a mining operation, share something in common—they’re constantly moving. Operators are navigating tight spaces, people are crossing shared walkways, pallets are stacked high, and everybody is working under pressure to keep things ticking along at speed. When ‘stuck-by’ and other vehicle-related incidents occur, it’s easy to assume it’s because somebody wasn’t following safety procedures. But that’s rarely the case.”

McKenzie said in his experience, these incidents tend to occur during ordinary moments that escalate faster than people are able to react—a worker steps into an operator’s blind spot while carrying out a routine task, or an operator focuses on maneuvering a load and loses visibility for a second or two. In busy sites where alarms, reversing buzzers, radios, and machinery are all competing for attention at once, it becomes very easy for important warnings to simply fade into the background.

“I think National Forklift Safety Day is important because these incidents are still affecting thousands of workers and families every year,” McKenzie said. “Behind every statistic is somebody who went to work expecting a normal shift and ended up seriously injured, or worse. At the same time, there’s a real opportunity for the industry to rethink how training, site design, and technology all work together to reduce preventable accidents.”  

Advanced object and pedestrian detection features aren’t mandated safety features for all industrial trucks, but they are a safety-related technology, helping operators make better decisions within a busy warehouse. What’s more, with vision/AI-based solutions, there is no tag or beacon infrastructure to add to key points like rack uprights.

Alex Johns, the new president of ELOKON North America, said there are advantages of vision-based object detection versus other technologies like tags or LiDAR.

“The biggest thing that jumps out is that you don’t have to carry anything extra,” Johns says. “With tag-based systems, you’re always relying on a human not to forget their badge. With LiDAR, you’re dealing with a very “linear” way of seeing—it’s basically just breaking a light plane.”

Vision-based objection/pedestrian detection is often deployed in situations where the end user has a fairly large mixed fleet of trucks from more than one OEM.

“In the U.S., about 85% of facilities are running a ‘mixed fleet’—they might have a Crown here, a Raymond there, and a Hyster over there,” Johns added. “You can’t have a safety system that only speaks one language. You need a system that fits the environment, not just the truck, because the safety variables change from one corner of the warehouse to the other.”

BCI members have traditionally focused on lead batteries, but the association increasingly includes flow, sodium, lithium-ion, and other emerging chemistries. ENEROC's arrival is a natural step in that direction and opens the door for other lithium specialists to engage with BCI's platform of advocacy, education, and industry collaboration.

The numbers reflect that shift. Lithium shipments from BCI members increased 31% year-over-year in 2025, even as total North American battery volumes softened. Lithium technology has moved well beyond early-adopter status into a recognized and established segment of the industrial battery market. BCI's membership is evolving to reflect that reality.

Different applications call for different solutions, and the battery industry has always understood this. Lead batteries remain essential across automotive, stationary, and industrial applications, and BCI's member companies continue to drive innovation and sustainability in that space. Lithium technology brings its own strengths to specific applications. BCI provides the platform where both can collaborate on the issues that matter to the entire
industry: safety, product integrity, sustainability, and reliable power for the nation. ENEROC's membership is a sign that lithium technology has matured enough to take its place within that broader conversation.

Founded in 2018 and backed by CATL, the world's leading battery cell manufacturer, ENEROC launched U.S. operations in March 2025. Its motive power batteries are designed and built for the North American market of forklifts and lift trucks, construction equipment, airport ground support vehicles, personnel carriers, and golf carts, the segments where lithium technology has earned a meaningful and growing share of the market over the past five years.

Battery Council International  was founded in 1924, when a group of U.S. battery manufacturers came together to form what would become the industry's leading trade association. Today, BCI supports members spanning battery manufacturers and recyclers, distributors and retailers, raw material suppliers, and expert consultants, through advocacy, communications, education, collaboration, and research. BCI is an authority on energy storage solutions and a strong advocate for domestic battery supply chains that are critical to the American economy and national security.  

This milestone strengthens ORBIS’ ability to support the growing demand for high-performance automation solutions across North America.

“As an approved AutoStore supplier, having a second designated location to manufacture Bins, marks an important step in expanding ORBIS’ role in the automation space of the reusable packaging industry,” said Norm Kukuk, President of ORBIS. “This approval further reinforces ORBIS’ commitment to supporting advanced material handling solutions and helping customers drive efficiency, sustainability, and operational excellence.” 

ORBIS’ expertise in reusable packaging and plastic injection molding ensures that bins meet the stringent specifications required for automated systems, delivering durability, precision and long-term performance.

With AutoStore, ORBIS goes beyond the cube. In addition to AutoStore Bins, we support broader operations with reusable pallets for shipments and totes for work-in-process, covering more applications across facilities.

As manufacturing and material handling systems become increasingly automated and specialized, companies are under pressure to reduce operational complexity while maintaining uptime, safety, and sustainability goals. AMMEGA’s move brings together modular plastic, synthetic, PTFE, silicone, and lightweight rubber belting solutions into a single portfolio backed by North American-based manufacturing, technical expertise, and application support under one roof. By integrating these specialized product lines under one brand, Ammeraal Beltech simplifies the process of identifying, sourcing, and servicing the right belting solution for any application. 
 
Rather than limiting customers to a narrow set of technologies, Ammeraal Beltech’s expanded resource enables application-specific recommendations across multiple belting categories. For example, a food processing or packaging facility can now source modular plastic, PTFE, and synthetic belting solutions through one supplier relationship, helping streamline procurement, accelerate maintenance support, and reduce operational disruption. With the addition of modular belts, modular chains, lightweight rubber belts, and PTFE solutions, the integrated portfolio now consists of 10 different categories. 
 
“Our goal is to make finding the right belting technology and expertise entirely frictionless,” said Bobby Bauman, Director, Global Product Line Management Friction Driven. “By bringing everything under one roof, our customers get faster problem-solving and localized support from a team that truly understands their operational and business objectives.” 

The integrated portfolio now includes: 

• Chemprene’s lightweight rubber conveyor belting, coated fabrics, and precision-molded diaphragms
• uni’s modular plastic belting and chain solutions
• Green Belting’s PTFE and silicone-coated fabrics, tapes, and belts 

This change also reflects AMMEGA’s continued investment in localized U.S. manufacturing and customer support through its Built American Proud initiative. Over the past several years, the company has expanded its domestic operational footprint to include 14 warehouses, eight customer solutions centers, five manufacturing facilities, and three fabrication sites across the United States. These investments help reduce lead times, strengthen supply chain resilience, and provide customers with faster access to products and technical support. 

The integrated portfolio is backed by AMMEGA’s $100 million investment in U.S. manufacturing and supply chain capabilities, helping customers reduce lead times, improve service responsiveness, and strengthen operational resilience. 

Interact Analysis predicts Asia will remain the region with the highest growth rate in 2026 at 2.9% (down from 3.2%), while the Americas will continue to experience the weakest growth at 1.9% (down from 2.2%).

Global disruptions are increasingly becoming the status-quo 

Interact Analysis has found that businesses are increasingly viewing frequent global shocks as the new status quo, with many choosing to adapt their supply chains to become more resilient to a new culture of uncertainty and disruption. Just-in-time (JIT) manufacturing processes have become unpopular due to their lack of flexibility in the face of sudden disruption, and many firms are also beginning to account for potential energy price shocks in an effort to mitigate the effects of any future disruptions.

Because of these efforts from the manufacturing industry to strengthen their supply chains and hedge for uncertainty, Interact Analysis predicts the overall effect on production from the current oil shock will be a small pullback. However, analysts warn that, should this disruption persist, rising input costs and weaker consumer demand could feed more directly into sector-level production declines. This could result in a significant downgrade from the current outlook.

Semiconductor production remains strong, despite challenges

While growth forecasts for 2026 and the 2025-30 period have been downgraded due to geopolitical factors, a number of sectors have continued to resist the negative effects of these disruptions. Interact Analysis projects the semiconductor sector will experience strong growth across the global manufacturing economy, appearing in the top performing sectors for 8 of the 10 largest manufacturing economies. The United States leads the way with the strongest projected growth rate of 10.7% in its semiconductor sector during 2026, while South Korea is a close second with a projected growth rate of 10.3%.

The strong growth rate in the United States comes in part from AI-driven demand for data centers, as well as the 2022 CHIPS & Science Act, which provides funding for domestic semiconductor research and manufacturing. In South Korea, the growth in the semiconductor sector can be explained by heavy global demand for high-end chips manufactured in the country, leading to high export volumes.

Jack Loughney, Interact Analysis Senior Data Analyst, UK, says, “Overall business sentiment from our clients is that, notwithstanding the current events across the globe which are somewhat concerning, they have begun to inoculate themselves against uncertainty. Just-in-time manufacturing is mostly a thing of the past, energy price shocks have been accounted for, and many companies see being disrupted as the status quo instead of an exceptional event.

 “The longer-term implications of the current Middle East conflict and disruption to the Strait of Hormuz remain highly uncertain and will depend on how the situation develops over the coming months. In the short term, we can expect a reduction in consumer spending due to higher essential costs. However, the effect on overall production is expected to be a small pullback rather than a severe black swan event.”

The market intelligence specialist reveals growth was primarily influenced by large-scale equipment upgrades in the electronics manufacturing industry, cyclical recoveries in the semiconductor industry, and increased automation penetration in logistics and warehousing. Falling barriers to entry for consumers have also driven adoption, while improved safety, ease of use, and cost reductions have also contributed to the rise in shipments seen in 2025.

Between 2025-30, Interact Analysis forecasts strong revenue growth, with an average annual increase of 13.6%, expanding to more than $2.3 billion in 2030. The gap between shipment and revenue growth indicates a downward trend in the average selling price. However, the rate of decline is predicted to be slow compared with previous years due to the stabilization of the price war in China and rising manufacturing costs in Europe and the US.

China continues to dominate market share 

China’s dominance in the collaborative robot industry continues, with its year-on-year growth consistently outpacing other major regions. In terms of shipments, Interact Analysis reports China’s market share rose from 28.9% in 2018 to 54.7% in 2025, with forecasts suggesting it could reach 61.4% by 2030. In contrast, market share of the Americas is projected to fall from 15.9% to 13.7% between 2025 and 2030. Meanwhile the EMEA region is expected to drop from 18.1% to 13.5% over the same period, to be narrowly overtaken by the Americas.

China’s revenue share of the collaborative robot market is predicted to increase from 35% in 2025 to 42.4% in 2030, representing an average annual growth rate of 17.8%, compared with 11% for the rest of the world. China’s rapid revenue expansion can be explained through volume advantage, as well as lower average unit costs. Prices are beginning to stabilize in China after several years of intense price competition, with average revenue per unit decreasing by just 0.35% in 2025, compared with 7.9% in 2024. 

High payload cobots are experiencing strong growth

Interact Analysis’ Collaborative Robots report indicates the industry is shifting toward medium and high payload ranges, aligning with the rise in ‘industrial cobots’. Traditionally, cobots have focused on light payloads of 10 kg and under, however the market is increasingly expanding into the 16-20 kg and >20 kg segments, blurring the lines between cobots and industrial robots.

Samantha Mou, Senior Analyst at Interact Analysis, explains, “This upward payload shift aligns closely with vendor product strategies. Examples include ABB's PoWa series for the Chinese market and JAKA's 40 kg model (with a 90 kg model in development), both designed with higher payloads and reduced force control precision. These ‘industrial cobots’ essentially penetrate traditional industrial robot applications while retaining collaborative safety features, targeting scenarios such as automotive parts, metal processing, and warehousing & logistics that require high payload, cost effective automation.”

Solutions Community members are industry’s thought leaders on automation, software, hardware, equipment and services that support a fully integrated supply chain. This includes suppliers, integrators, consultants, media, academia and users. They collaborate on solutions worldwide and in virtually every major manufacturing and distribution sector.

The philosophy of the Solutions Community is to support MHI’s mission of providing a unique venue where suppliers of material handling equipment and technology can collaboratively work with the user community to improve the marketplace for all. All participants adhere to a safe harbor no-buy, no-sell environment to openly discuss topics of mutual interest, including best practices, lessons learned and other information.

MHI member companies have the opportunity to join any of MHI’s Industry Groups or the Solutions Community. Industry Groups share information and conduct research to stay at the forefront of their industry. Typical Industry Group activities include industry statistics collection, standards development, technical publications, public relations, promotion of safety, and member and user education. The Solutions Community brings MHI members together with equipment and systems users to collaborate and address common challenges and opportunities in manufacturing and supply chain in a safe harbor environment.

For more information about MHI Industry Groups, please visit mhi.org/industrygroups. 

McKenzie steps into the role following more than two decades with the company, having most recently served as Chief Technology Officer. As one of Speedshield’s earliest employees, he has played a central role in shaping the company’s evolution from its early engineering roots into a global provider of AI-powered safety and perception systems used across material handling, mining, construction, and heavy industry. 

His appointment comes at a pivotal moment for Speedshield, as demand accelerates for intelligent safety technologies that can operate reliably in complex, high-risk environments. With increasing pressure on operators to balance productivity, compliance, and worker safety, the company is expanding its focus beyond standalone systems toward a broader ecosystem of integrated, perception-led solutions. 

Under McKenzie’s leadership, Speedshield will continue to advance its core mission of improving on-site safety by enhancing how machines understand and respond to their surroundings. Drawing on deep experience in product development and engineering, he will guide the company’s next phase of innovation, with a focus on scalable, cost-effective technologies that deliver real-world impact across diverse industries. 

“Speedshield has always been, at its core, an engineering and solutions-driven business,” said McKenzie. “Our customers aren’t looking for technology for its own sake. They’re looking for ways to solve real problems on site, particularly when it comes to the interaction between people and machines. That challenge is consistent across industries and regions, and it’s where we continue to focus our efforts.” 

McKenzie continued: “We’re now at a point where advances in AI and edge computing allow us to rethink how safety is delivered. It’s no longer just about capturing data or providing visibility, but about creating a clear, real-time understanding of the environment around a machine. By simplifying how that information is delivered to operators, we can improve both safety outcomes and operational efficiency without adding unnecessary complexity.” 

Having led the development of Speedshield’s core technologies, including its AI-powered perception capabilities, McKenzie brings a uniquely hands-on perspective to the role. His leadership is expected to strengthen the company’s product-led approach, while supporting continued expansion into new industries and applications where pedestrian and vehicle interactions present significant risk. 

As Speedshield builds on its recent growth, the company is also investing in the continued evolution of its product portfolio, with a focus on greater integration, ease of deployment, and adaptability across different operating environments. This includes expanding its ability to detect and respond to a wider range of real-world scenarios, enabling customers to address both safety and operational challenges through a single, unified platform. 

“With the technology now reaching a point of broader market acceptance, the opportunity ahead is to make these systems more accessible, more intuitive, and more widely deployed,” McKenzie added. “Our goal is to ensure that advanced safety is not seen as an optional add-on, but as an expected part of every industrial operation.” 

From forklift technicians who diagnose hydraulic problems to automation technicians who troubleshoot and repair conveyor systems to maintenance crews who keep robotics and materials handling equipment going, these folks support the technology that keeps warehouses running.

To get an idea of what the maintenance tech career path looks like, Modern talked to three different people in the industry about what makes for a successful career as a materials handling equipment and systems technician.

One was in their early to mid-career, one later in their career and one on the corporate side. They all agree people skills are as important as understanding the many technologies inside and out. Here’s what they said.

Early to mid-career tech

Jordan Chapman, Swisslog field service manager

You could say that Jordan Chapman started as an automation tech at Swisslog 12 years ago. While entirely accurate, that would be slightly misleading, too. In reality, his recently retired father started as a field service manager at Swisslog before that. So, you might stretch Jordan’s timeline a bit and say he’s been around maintenance techs almost half his life. Except now he gets paid for it. So much better.

At age 37, he is now a field service manager, and considered to be one of Swisslog’s rising stars. Last year, he was named to the company’s Global Talent Program. It’s an exclusive group of 40 selected from Swisslog’s 3,000 employees worldwide.

Clearly, Chapman has done a lot already. Asked his roles since starting in 2014, he identified seven. “Swisslog has a tendency to promote from within so there have been plenty of opportunities for my personal and professional growth.”

Those seven roles are:

• Contractor

• Field service engineer

• Systems operations team member

• Maintenance tech

• Back to field service engineer

• Project coordinator

• Project manager, and

• Field service manager.

Each one has a distinct set of responsibilities and defined skills expected of the role.

His first couple of roles were more centered on gaining hands-on-experience with the equipment and systems. This includes learning proper operation and preventative maintenance. There was also extensive travel.

“Travel was one of the great benefits when I first started out,” says Chapman.

On the systems operations team, he was an on-site tech 24/7/365. So much for the travel.

Then Chapman moved back to a traveling field service engineer and then advanced into project management. “I wanted to manage projects. I had been a captain of sports teams growing up, so I wanted to develop into a leadership role at Swisslog.” This was his launching pad.

As a project coordinator, Chapman started with broader administrative responsibilities for small projects. This role also included responsibility for managing the scope and dollar value of the entire project.

That funnel opened up further when he became project manager. Chapman was responsible for 15 to 20 projects at a time ranging from retrofits to system upgrades varying in value from $25,000 to $1 million.

The position was responsible for all aspects of the project from beginning to end. In addition to scope and dollar value, it also included developing schedules, ordering parts and collecting resources for the project.

Now comes the fun part, explains Chapman.

As field service manager he helps to manage two teams with a total of as many as 30 people. Ensuring everyone has all the needed resources for the project tops the list of responsibilities. But there’s more.

“This is when I have had to start learning how to develop people not just projects. This was a huge step for me,” says Chapman.

Listening to him, makes it clear that Chapman uses his own development as a model for helping others.

“As an on-site tech on the systems operations team, I was in a remote part of North Carolina. There weren’t a lot of opportunities to establish a life outside of work. So, I now always keep in mind that what every tech really wants is to build a balanced life. I now get to help with their livelihoods, not just their careers,” says Chapman.

“I’ve matured so much in all these roles in the company. Professionally, I wanted to be management. But I also wanted to be a husband, father and have a family. That’s me now. I’ve literally grown up at Swisslog.”

The later career tech story

Darrell Krueger, OPEX national service manager

At the other end of the maintenance tech career spectrum is Darrell Krueger. He’s national service manager at automation supplier OPEX.

At 53 years old, Krueger has been at the company as a tech for 32 years. It all started with a job fair.

Until 2018, he worked on the mail sortation side of the business. Since then, he’s been focused on automated materials handling systems and equipment.

Krueger oversees five regional service managers and about 100 techs working on a large number of automated equipment and systems.

We caught up with him during windshield time somewhere between Iowa and Ohio. And yes, like Jordan Chapman of Swisslog, travel was originally one of the benefits of becoming a tech. Still is.

There are attractions to the job itself, too. That list includes challenging work, job satisfaction and constant opportunity (if not a personal requirement) to learn new technology.

Krueger says: “OPEX is an open door to where you want to go in the maintenance tech world. It’s got a pretty good career ladder.”

His list of positions includes service technician, lead technician, regional service manager, software support manager and now, national service manager. Sixteen of Krueger’s years have been with management responsibilities.

Today, he says 70% of his time is spent on the people side of maintenance, both staff and clients. But that came only with time. Krueger says entry level techs generally spend 10% to 15% of their time communicating with clients.

A good bit of his time communicating is with staff. “Many people are shy when it comes to communicating. My job is to get them to open up. Once they do that, they become a different tech,” says Krueger.

“Those who are especially challenged here are in a shell and don’t know it. That means I need to spend more time with them and help them to learn new skills. For these people, probably 70% of our conversations are on them as a person with the rest on their maintenance skills,” says Krueger.

And while he does not get involved with new hires today, Krueger definitely has a profile of the person he sees succeeding as an OPEX maintenance tech.

His list is not technical. It is very human based:

• Good work ethic,

• Integrity, and

• Do what they say they will do.

“I have relieved people of their duties for coming up short in any of these three categories,” Krueger adds.

Apparently, his team is pretty good at finding the right people. Krueger says less than 5% are terminated. And less than 10% in a year walk out the door for other opportunities. “But half of them typically come right back here.”

Without specifics, Krueger says the right level of compensation for techs is critical to retention. But so is recognition for jobs well done, corporate flexibility to their life needs beyond the job, and an opportunity to grow in the position.

At his career point, Kreuger sees some important changes in what techs do day to day.

“There’s definitely going to be change in the technology in my next seven to 10 years. Our equipment is still going to be mechanized, but it will become increasingly digital. And there is no underestimating the future role of AI. That’s especially in maintenance troubleshooting and the emerging world of predictive maintenance,” he says. “Getting there will require a new mentality by techs. It’s going to be interesting.”

The corporate view on tech careers

Dan Domberg, Hyster-Yale vice president of service and customer satisfaction

There’s also the matter of the big picture when it comes to maintenance technician career development.

That makes this the right time to talk to Dan Domberg.

He’s at Hyster-Yale Materials Handling, and oversees more than 10,000 techs at dealers worldwide. Not each one individually, mind you. More big picture.

As vice president of service and customer satisfaction, Domberg has corporate responsibility for coordinating service with Hyster and Yale dealer techs across the lift truck manufacturer’s roughly 250 dealers locations in North America.

It isn’t long into our conversation that he refers to techs as brand builders. “All of our techs report to their specific dealers,” explains Domberg. But there’s more.

He continues to explain that once a lift truck user gets past the sales/leasing cycle, techs are the front-line person they interact with. “In their capacity, techs are the lifeblood of customer service and satisfaction,” adds Domberg.

That’s a high bar. But fortunately, there is a path for all of them.

While techs report to their individual dealers, much of their training is corporate based. Some is remote learning while the rest is on site at one of many regional training centers.

“Technicians typically begin by developing core maintenance and safety competencies, certifying a strong understanding of lift truck fundamentals, workplace safety and essential mechanical systems,” explains Domberg.

“We're a performance-driven culture that advances people through the individual’s demonstrated capabilities rather than tenure,” adds Domberg. “Dealers generally know within three months if someone is cut out to be a Hyster or Yale tech.”

Beyond mechanical systems, techs are also taught electrical, hydraulic, powertrain, HVAC and diagnostic systems.

As to career paths, techs have four options: maintenance tech, product specialist, solution specialist and service system specialist.

The first focuses on core service skills, preventative maintenance, inspections and diagnostics.

A product specialist is a subject matter expert on particular truck families and systems.

Advanced and emerging technologies fall into the solution specialist track.

And a service system specialist focuses on all key operating systems as well as truck families and material handling solutions.

That said, the question comes up—what does it take for a tech to be successful?

“Top of the list is curiosity,” says Domberg. “While curiosity is a key attribute for success in many jobs, it is imminently applicable to being a lift truck tech. That includes being a life-long learner and an ability to expand skills.

Interestingly, the example he uses here is artificial intelligence. “AI has promise to enhance a tech’s knowledge and efficiency. And good techs with knowledge and skeptical curiosity are going to be essential to the promise of AI,” says Domberg.

Also critical to a tech’s success, he adds, is life/work balance and company culture. For the former, the tech needs to find an individual balance point. And for the latter, Domberg says it comes down to the person’s sense of a bigger purpose for helping others.

When it comes to retention of techs, Domberg says all of those factors matter alongside the right benefits and pay levels. But he also emphasizes that career techs need to always want to improve. “That is just fundamental to everyone’s long-term success,” says Domberg. 

Editor’s Note: This year, Modern will devote the four Big Picture articles to looking at the Workforce of the Future. Our next installment will be featured in the September issue.

This year’s “Intralogistics Robotics Survey” supports that and paints a picture of a warehouse and DC environment that’s embracing robotics both for the first time and expanding existing initiatives. The survey also signals a healthy market, with strong interest and a high share of companies investing or planning to invest. Once companies get past that first project, for example, they expand fleets, add locations and deploy robotics in different operational areas.

To better understand how organizations are using and plan to use robotics in their operations, Peerless Research Group partnered with MHI and The Robotics Group to produce the fifth annual Intralogistics Robotics Survey. The report explores robotics adoption, usage and expansion plans, along with organizational readiness, barriers, use cases and future investment over the next three years.

Most organizations are on board with robots

For this year’s survey, Peerless Research Group reached 166 subscribers of Modern Materials Handling and sibling publications Logistics Management and Supply Chain Management Review by e-mail between March and April 2026.

The group represents a cross-section of companies that use robotic automation, evaluate it or track adoption. Manufacturing leads at 29%, followed by transportation and warehousing at 21%, wholesale trade at 14% and retail at 12%. Respondents range from corporate management (41%) to logistics leaders (20%), with smaller shares in warehouse leadership and industrial engineering roles.

Respondents represent companies across the revenue spectrum, from smaller operations to large enterprises. Nearly half (46%) report less than $50 million in annual revenue, while 13% fall in the $50 million to $99.9 million range. At the higher end, 9% report revenues between $500 million and $999.9 million, and a combined 8% exceed $1 billion.

Of this year’s survey participants, 52% say they currently use one or more types of robots. Another 32% plan to deploy robotics within the next three years, while 12% place those plans further out. The share of companies using robotics ticked up from 48% to 52%, a modest gain.

At the same time, the number with no such plans dropped from 9% to 3%. “That’s significant,” says Dwight Klappich, principal at consulting firm DK Advascent. “It tells you that nearly every company is at least considering robotics for some part of their operations.”

Beyond robotics, 58% of respondents say they use or consider other forms of intralogistics automation, including conveyors, sortation systems, and automated storage and retrieval systems (AS/RS) or shuttle systems. Another 25% say they do not use these technologies, while 17% remain unsure.

Use of these broader automation technologies continues to edge up, from 46% last year to 58% this year. Klappich says the increase looks like a solid jump, but the overall picture hasn’t changed much. He notes that this category spans a wide range, from basic conveyor systems to large-scale AS/RS and shuttle systems.

Addressing key challenges

Limited physical space leads this year’s list of supply chain challenges. Respondents cite physical warehouse constraints first, followed by high and rising labor costs, and operating costs that run above expectations. Labor availability and long order cycle times round out the list.

Klappich says companies have long tied automation decisions to labor cost and availability, but space has become the harder problem to solve. Zoning limits, extended construction timelines and high capital costs make it tough to add capacity, especially near population centers where delivery expectations are highest.

“You can adjust wages, change hiring or relocate labor,” Klappich adds, “but you can’t easily create more well-located square footage.”

Still, labor continues to drive most robotics decisions, with respondents ranking reduced labor costs as the top motivator, followed by improved warehouse productivity and increased throughput. Asked to name the single most important factor, 67% point to labor costs and 33% cite labor availability. Klappich says trends like rising wages and continued use of incentive pay, signing bonuses and overtime keep labor front and center in robotics decisions.

Gathering information, building internal knowledge

Of the companies that are in the planning stages of their robotics journeys, 47% are gathering information and building internal knowledge. Another 13% are developing strategy and vision, while 12% are finalizing commercial conditions such as the business case and capital approval.

Smaller shares report impact analysis (9%), requirements documentation (8%) or pilot programs (6%). Timelines vary, but 47% expect more than two years from project inception to go live, compared to 23% who expect seven to 12 months, 17% who expect 13 to 18 months and 13% who expect 18 to 24 months.

As they evaluate options, respondents lean on a mix of sources, including materials handling suppliers (47%), robotics vendors (40%), trade associations (35%) and industry analysts or advisory firms (33%).

They’re taking different approaches to fund robotics initiatives, with preferences split between hybrid CapEx/OpEx (36%) and pure CapEx (36%), while 29% favor a robotics-as-a-service (RaaS) model. Thirty-six percent say funding is underway and 14% already have the funds in place to move forward.

Key robotics use cases

Companies are targeting some very specific use cases as they expand their robotics efforts. Palletizing and depalletizing top the list for performance improvement, followed by item picking and pallet or unit picking.

On the deployment side, order or case picking leads at 57%, followed by heavy payload forked or tugger transport robots (32%), sortation robots (31%) and collaborative in-aisle picking (30%).

Other areas where companies plan to use robots include autonomous case handling (29%), truck loading and unloading (28%), and heavy payload high-reach applications (24%).

“This is where I saw some misalignment, and most notably that heavy payload transport was ranked 11 in the list of challenges but No. 2 in the area companies are considering robotics,” Klappich says.

He points to similar gaps elsewhere. “Sortation was No. 9 in challenges, but it’s No. 3 in consideration. Palletizing/depalletizing was rated as the No. 1 challenge, but it’s eighth on the list of types of robots under consideration,” Klappich says, adding that the various picking robots track more closely with the challenges respondents say they’re dealing with.

Expanding existing fleets

Companies that have already deployed robotics are moving beyond early projects and into broader use. Twenty-nine percent say they deployed systems one to three years ago and are now operational, while 17% went from purchase to deployment in less than a year.

“Seventeen percent purchased, deployed and were operational in less than one year,” Klappich says, noting that much of the activity has taken place over the last three years.

Most projects reach go-live in under a year. Nearly half (48%) say their initiatives took seven to 12 months from inception, while 26% report 13 to 18 months, and 13% say they finished in six months or less.

“A typical robotic initiative is six to 12 months from inception to go live, which is significantly less than conventional automation,” Klappich says.

Organizations are now building on their initial robotics deployments. Thirty-nine percent of respondents say approval and funding are underway for new projects, while 35% already have funded initiatives in progress. Another 12% have projects that are planned but not yet approved. Within three years, 46% expect to use more than five types of robots.

Deployment is spreading as well, with most companies already operating robots in multiple locations and more planning to extend that footprint across additional sites.

To fund those projects, companies are holding steady or increasing their robotics budgets. Thirty-one percent report no change from 2025, while 45% say budgets are rising, including 18% that expect increases above 10%.

Most current robot users prefer a hybrid model where they buy the hardware and subscribe to software (53%), while 37% opt for full CapEx and 11% favor a RaaS approach. Operations owns the robots in most cases (63%), with engineering, IT and other functions playing smaller roles.

Meeting & exceeding business objectives

Companies are zeroing in on the business case as they evaluate robotics. ROI tops the list at 63%, followed by payback time (52%), total cost of ownership (47%) and process performance (41%), with time to value also factoring into decisions.

Most say those investments are paying off, with 74% reporting that robotics met their business goals, while 21% say they fell short and 5% remain unsure.

Most companies say their robotics projects delivered where it counts. Nearly all (94%) say they met or beat expectations for how quickly the systems started producing results; and 89% say the same for process performance, safety and investment risk. Some gaps remain, with 11% saying they missed targets tied to ROI, reliability and integration costs.

Even with some misses, robotics’ overall track record is strong in the fulfillment arena. These projects are delivering returns across the metrics companies care about—from payback and process performance to ROI and reliability. And, a sizable share of respondents say results exceeded expectations.

Performance around safety and investment risk also remain strong, which stands out for a newer technology category. “By and large, and across multiple measures,” says Klappich, “robotics projects are meeting or exceeding companies’ business objectives.” 

“Customers were reticent to accept cloud software,” says Adam Kline, senior director at Manhattan Associates. “They were concerned about performance, especially on the floor where conveyors and products move fast, and decisions need to be made quickly.”

Kail Plankey, project manager at St. Onge, agrees. “No one likes latency, and the WMS environment can least afford it compared to other industries,” Plankey says. “Sales and planning can have some latency, but execution between four walls can’t.”

Data security was another concern from the industry—could it trust a cloud-based WMS? Slowly, however, those fears began to shrink, and warehouses began looking at what SaaS could offer. The cloud was proving out in terms of redundancy and robustness, and IT departments began getting behind the security levels.

Today, WMS as SaaS is starting to hit a groove. By migrating from on-premises software to SaaS, warehouses stand to gain a good deal of benefits, including greater scalability, cost efficiency and real-time access to data. WMS vendors are seeing many, if not most, customers get comfortable with the offering.

Why WMS as SaaS

With a few exceptions—highly regulated industries like government and the defense industry—SaaS is becoming the prevalent model for WMS. “We have a few strongholds out there still using on-prem,” says Tammy Kulesa, senior director, supply chain execution at Blue Yonder, “but we deployed over 1,000 customers to SaaS in the last year.”

There’s good reason for the migration, according to the vendor population. Scalability is one. As your needs change and your business grows, SaaS allows you to keep up with those changes without the need for additional hardware. This helps with operational agility.

“It’s not about on-prem being broken,” says Jeff Jones, senior account executive at Made4net, “but about what SaaS can do. You get rapid deployment, rapid innovation and rapid enhancements across distribution.”

The result, then, is that your operations don’t need to invest in new infrastructure or lose time for software implementation. In addition, if there’s a feature that no longer fits your operation, you can easily do away with it, and/or add new ones based on your current needs.

This scalability and flexibility can protect customers from themselves, too, says Plankey. “With traditional systems, it was common to deploy software and then stay with it,” he says. “Ten years down the road, nothing has changed, and you’ve painted yourself into a corner because it’s costly and risky to upgrade.”

SaaS, in contrast, almost forces a business to stay current, which lowers risk. “If something is wrong or needs an upgrade, with SaaS it happens automatically,” says Keith Moore, CEO at AutoScheduler.AI. “Customers always have access to the latest version.”

SaaS deployment is much faster than installing an on-premises solution, too, giving it another check in the plus column. While traditional system implementation may last months to a full year, an SaaS solution is ready to go, almost immediately. This allows for low disruption to your day-to-day operations, and a faster ROI.

Because SaaS is cloud-based, end users also get the advantage of remote management. This pays off because multiple stakeholders can access real-time information, from wherever they may be based. In a world where flexibility and remote work opportunities are in high demand, this is an attractive feature.

Not all SaaS are created equal

For all that SaaS can offer, not all versions of WMS are created equal. Some, like Blue Yonder and Manhattan, are “cloud native,” which means the brands created them in the cloud and use application programming interface (APIs) as a common language. This allows different software systems to communicate smoothly, without needing to know how the others are built.

“Everything in our solution takes advantage of the cloud,” says Kline. “The system can automatically scale, for instance, as volume increases or shrink back down when volumes are lower.”

This allows companies to extend their solutions rather than modify, says Kline. “The solution core is the same for everyone, on the exact same code,” he explains. “But we can add unique business logic through a series of APIs, which means we have nearly infinite possibilities to customize workflows.”

Made4net is also a cloud-native solution, and Jones says one of the chief advantages of that approach versus simply pushing WMS to the cloud is versatility. “When you are cloud first, you can take fast advantage of enhancements using a building block solution,” he says. “If you’re not cloud native, you can’t do that.”

Blue Yonder’s Kulesa says that the company invested 25 years into developing its cloud-native platform. “We re-architectured all the customer development into a cloud solution,” she says. “The platform gives you access to unified data that is crossing multiple solutions and providing visibility to the entire supply chain.”

Kulesa says that users like to customize, but until native cloud solutions existed, they were often hesitant. “Extensions can break, but with a cloud native solution, they can innovate without the fear and challenges,” she explains.

Still other offerings—such as AutoScheduler.AI—serve as a cloud-based orchestration platform. Using AI, the platform aims to tie all your systems together by sitting “on top” of WMS. AutoScheduler pulls together the different silos of labor, automation, yard and execution, making the decisions for action where a WMS cannot.

The role of AI

No dive into technology is complete these days without mentioning AI. In the case of cloud-based WMS, however, the disruption could be huge—depending on who you ask. In fact, the AI disruption to SaaS has earned a new term: the “SaaSpocalypse.” But is that where things are headed?

Moore says the possibility exists. “We’re at an interesting inflection point,” he says. “This is an existential crisis that all forms of SaaS are facing.”

The theory goes like this: What makes SaaS valuable is its singular unified code base. When a new feature rolls out, SaaS just drops it into the cloud-based system and constantly improves the experience for the end user. That same singular code, however, could also lead to the demise of SaaS, however.

“AI can quickly write code now,” says Moore. “That was the big barrier to entry in software. Instead of three-plus years building a WMS, AI can do it in a month, and SaaS may disappear as a result.”

Not everyone is worried, however. “There’s definitely a concern on Wall Street that AI will eat SaaS,” says Kline, “because it’s very good at generating code. But you need business domain expertise, too.”

That’s where legacy WMS providers—now in the native space—like Manhattan and Blue Yonder, have a leg up. They have been around for years and generating code for a full decade. “Writing code is one piece of the puzzle,” says Kline. “But there is added value in and around the application that an experienced software provider can supply.”

Plankey also believes an AI-caused demise is not around the corner for SaaS, especially not with WMS. “We’re in the phase where there’s still a strong push to the cloud with WMS,” he says. “Today, end users have the advantage of choices. Do you use on-prem or the cloud? Your cloud or a vendor’s cloud? When I think of AI, it may change how vendors develop software, but I don’t think it will force it out of existence.”

Kulesa says a shift is underway when it comes to WMS, and some of that is thanks to AI. “It is giving managers visibility and predictability before a shift even begins,” she says. “AI allows you to see changes as they’re happening and adapt in real time.”

For end users, the good news is that today, there’s every iteration of WMS available, and increasingly, most of those versions are AI-enhanced. “When you’re working with a vendor, realize those choices exist, even if they’re only offering one, option,” says Plankey. “Don’t be afraid to go against the trends if you have good reason.”

AI will continue to disrupt, no matter the technology or the industry. For now, it’s a question of how much and how fast, and in the case of SaaS, maybe even a question of threatening its existence. As a customer, the best question for your vendor is ensuring they are well prepared and have a meaningful strategy around AI.

“Most people don’t recognize the big shift that’s underway,” says Moore. “We’re living in interesting times.” 

As more companies add automation in layers, for example, mobile robots have to communicate with warehouse management systems (WMS), warehouse execution systems (WES), order management systems (OMS), conveyors, lift trucks and other robotic systems, all without turning the operation into a complex science project.

Put simply, the robot still has to move the product. But now operators also have to ask what it connects to, what it talks to and how much work it creates once it’s on the floor.

“You can put the hardware in,” says Brendon Turner, account manager, AMR, at Kuka, “but I always tell people, if you’re willing to invest in automation, why don’t you do it from end to end?”

Here are six trends pushing mobile robots beyond stand-alone equipment and into larger roles on the DC or warehouse floor.

1) Software takes on more of the work. Mobile robots got plenty of attention on the Modex show floor in Atlanta this year, but in logistics and warehousing, Turner says more of the conversation now centers on the software that drives their work. In many facilities, that means connecting the fleet manager to the systems already handling orders, inventory and fulfillment decisions.

In a warehouse setting, the fleet manager prioritizes where robots go and what they do. It can also connect to another software layer, such as an order management system (OMS), warehouse management system (WMS) or warehouse execution system (WES), which handles order processing and generation before sending work to the fleet.

With many companies already running on enterprise resource planning (ERP) platforms from Oracle or SAP, Turner says the goal is to connect those systems directly to the robot fleet.

That way, orders can move from the business system into the warehouse workflow without adding extra handoffs or asking employees to manage decisions the software can already make.

Turner says Kuka works with Numina Group, whose Real-time Distribution System (RDS) brings orders in, batches them and sends that information to the robot fleet to carry out the work. “Orders come in from the [OMS or WMS],” says Turner, “and are then dispatched directly to the robots to manage the logistics process inside the warehouse.”

2) Mobile robots move within reach. There was a time when mobile robots were either out of reach for many companies or treated more like a novelty than a real warehouse tool. That’s changing as more companies look for systems they can bring into existing operations, especially in areas where traditional automation costs too much, takes too long or just doesn’t fit the work.

Kim Karvonen, vice president of sales at Piaggio Fast Forward, says companies want technology that’s easier to bring into the warehouse and start using right away. “There’s a trend toward less complexity,” he says, “and a push toward technology that can be more easily adopted to operations.”

This is a win for facilities that may not be ready for full-stack automation, but that still need help automating some manual processes. Karvonen points to picking operations with high SKU counts and low pick volumes as one example. Non-conveyable goods and e-commerce picking can fall into the same category, where the work can be hard to automate using fixed systems.

Karvonen says that even among companies that use automation, some of the work may not fit neatly into a fixed system. It could be the product itself, the order profile or the way the process runs. Whatever the root cause, mobile robots can help fill in and automate those hard-to-reach workflows.

3) The business case gets more attention. According to Michael Harris, vice president of Ocado Mobile Robot Systems at Ocado Intelligent Automation, many customers now come into early conversations with a better sense of the type of system they want.

From there, the questions get more specific: How will the system perform? How fast will it pay back? Can the provider prove it before the project goes live?

Companies are also assessing mobile robots against a tougher operating backdrop. Labor rates, fuel costs and tariffs are all pushing up the cost to serve, while customers still expect faster delivery, reliable timelines and accurate orders. That puts more pressure on warehouse automation to produce measurable results.

“We’re definitely seeing that companies are requiring faster and faster paybacks,” Harris says. “They also want assurance that they’ve invested in something that will continue to grow with them as their business changes over the next few years.”

That’s where simulation, data and analytics come in. Harris says Ocado uses the customer’s own data to help demonstrate how a system will perform and what returns it can deliver. This shifts the buying conversation for warehouse and DC operators. The robot still has to do the work on the floor, but companies want the business case tested before the project starts.

4) Lift trucks are part of the robot conversation. Mobile robots aren’t limited to small carts, each-picking or goods-to-person workflows. They’re also moving into lift truck applications, where companies are looking at how pallets move across the facility and whether the automated version of that move should look the same as the manual one.

A facility using counterbalanced trucks or pallet riders today may need to ask a different set of questions once automation enters the picture. What needs to move? How far does it travel? How often does the equipment return empty? Could a different automated vehicle move more product with fewer wasted trips?

That’s where the use case matters, says Kyle Smart, sales manager, robotics automation at Yale Lift Truck Technologies. A tow tractor with carts or trailers, for example, may move more product at once and reduce empty fork travel on return trips. That can change how a company thinks about the move itself, not just the lift truck it uses today.

For warehouses and DCs, it’s less about swapping one lift truck for an automated version and more about matching the vehicle to the work. “If they’re using forks to move pallets across facilities and long distances, do they need to use a forks-automated solution to do that going forward?” Smart says. “It’s not just a simple, ‘I use this style truck today, and when I automate, it needs to be that exact same style truck.’”

5) AI helps robots read the room. Artificial intelligence (AI) has been working its way into nearly every corner of the warehouse, and mobile robots are no exception. Vendors are focused on making robots better at the work they already do, from navigation to how the units move around each other in busy facilities.

Karvonen says AI was one of the bigger trends on display at Modex this year. “AI is going to make automation more capable of predicting and adapting to situations that have been sticking points in the past,” he says.

In mobile robot applications, that could mean better navigation, better orchestration and better movement between units as they travel through the facility. Karvonen says AI can also improve collaborative features, including human following and contactless pushing, by making those functions more predictive.

That matters because some environments can’t be fully automated, and certain workflows still require human judgment or handling. Karvonen expects to see more technologies built for those situations, where people remain part of the work.

“We’re going to see a generation of technologies and robotic solutions,” Karvonen adds, “that will specifically address environments where the human needs to be part of the process.”

6) Mixed fleets need a referee. Once companies start investing in mobile robots, they don’t always stop with one type, one brand or one use case. That’s where VDA 5050 comes in.

The open communication standard originated in Europe and is gaining attention as companies look for a common way to connect mobile robots from different manufacturers to a central fleet manager.

Turner says connecting mobile robots made by different manufacturers is becoming more important as companies think beyond their first mobile robot deployment.

“I think that [interconnectivity] is coming pretty quickly,” Turner says. “Companies have been using autonomous materials handling technologies, but now they’re asking, ‘If I bring another company in, how will these systems work together?’”

Turner points to one large OEM that had more than nine brands of materials handling equipment in its facilities at one time. Five years ago, he says, interoperability wasn’t much of a conversation. Now, companies like that one are thinking about it earlier because they know their fleets may grow in different directions.

“They’re planning for the future,” says Turner. “They know they’ll need more than one type of vehicle, and interoperability gives them a way to manage those systems together.” 

Most lift truck OEMs can offer object and pedestrian detection features, including “active” solutions that will automatically slow or stop a truck if an object is detected, but the operator has not yet slowed the truck.

An evolving trend in this solution niche is the growing number of specialist object and detection solution providers who use vision and a layer of AI software to provide alerting to operators, or even active solutions designed for integration to a lift truck OEM’s CAN bus communications layer.

At the recent Modex show in Atlanta, numerous independent providers of vision/AI object and pedestrian detection solutions could be found, including providers such as ELOKON, Slamcore, Matrix Design Group. Additionally, exhibitors such as KGIS Safety Technology, part of Kyungwoo Systech, offers proximity alerting based on ultra-wideband technology.

These third-party solution providers add to the range of choices for end users, and might suit sites with mixed fleets of older trucks.

That said, not all providers are alike, with Matrix Design Group touting their solution as built for integration with controls from lift truck OEMs. In fact, Matrix recently announced a partnership with Hyundai Material Handling to provide an integrated solution.

The plus for companies that use lift trucks is that more solution choices can be found than ever before, even while the major lift truck providers are continuing to enhance their own object and pedestrian detection capabilities. Additionally, object and pedestrian capabilities are “trickling down” into more and more truck models, much like what has happened with automotive cars and light trucks.

Advanced object and pedestrian detection features aren’t mandated safety features for all industrial trucks, but they are definitely safety-related technology, helping operators make better decisions within the hustle and bustle of a busy warehouse. What’s more, with vision/AI-based solutions, there is no tag or beacon infrastructure to add to key points like rack uprights.

Modern spoke with Alex Johns, the new president of ELOKON North America, for some insight on these systems.

Q: What are the advantages of vision-based object detection versus other technologies like tags/LiDAR, etc.?

A: The biggest thing that jumps out is that you don’t have to carry anything extra. With tag-based systems, you’re always relying on a human not to forget their badge. With LiDAR, you’re dealing with a very “linear” way of seeing—it’s basically just breaking a light plane.

AI cameras are different because they “see” the whole landscape. They give you a much wider field of awareness, and they don’t get tripped up by dust or obstacles the way older sensors do. It’s a lot simpler: you put the camera up, and it just knows what a person looks like.

Q: Is your vision-based objection/pedestrian detection often deployed in situations where the end user has a fairly large mixed fleet of trucks from more than one OEM?

A: In the U.S., about 85% of facilities are running a ‘mixed fleet’—they might have a Crown here, a Raymond there, and a Hyster over there. You can’t have a safety system that only speaks one language.

Our AI vision is completely agnostic. It doesn’t matter if you’re mounting it on a forklift or putting it in a static position to watch a hazardous shipping dock; it’s versatile. You need a system that fits the environment, not just the truck, because the safety variables change from one corner of the warehouse to the other.

Q: Can a third-party, vision-based objection technology system actively control the truck (slow it down or stop it) if the alert is being heeded by the operator?

A: The short answer is yes—the system can absolutely slow the truck down or stop it. But the real question is: Should it?

We see this all the time: a company starts a trial and they want every bell and whistle—the confetti falls and they want the “creep speed” feature on 100% of the time.

But if you have 30 trucks and 1,000 workers, and those trucks slow down every single time a person gets close, your productivity is going to fall off a cliff. You’ll have the safety manager and the operations manager go into a meeting room together and only one of them is coming out!

There’s a happy medium. Maybe you only trigger that ‘creep speed’ in high-risk zones or habitual danger spots. We usually tell people to start simple: Warn the operator, warn the pedestrian and see if that fixes the behavior first. You can always turn on the more intrusive stuff later if you need to.

Q: In cases where you are selling it directly to end user safety of fleet managers, what is the typical fleet profile?

A: We really don’t have a “standard” profile. If you’re serious about safety, we’re serious about it, too, whether you have one truck or a thousand.

Usually, we see fleets in the 30 to 100 range, but we’ve done massive deployments of 500-plus and small shops with only 10. It’s less about the size of the fleet and more about the safety goals of the organization. If you’ve got multiple brands under one roof and a goal to hit zero accidents, that’s our sweet spot.”

For Betterware, a direct-to-consumer home goods company based in Mexico, the issue came down to boxes. The company ships large volumes across Mexico and Latin America, often fulfilling orders with multiple cartons.

Under its carrier agreement, each additional box added cost, turning what might seem like a small decision on the packing line into a direct hit on margins.. The challenge became more noticeable as order sizes and product variety increased. With only a limited set of carton sizes available, teams often had to split orders across multiple boxes, even when space inside each carton was not fully used.

The opportunity was straightforward. If Betterware could fit more items into each box, it could reduce the number of boxes shipped per order and bring down total shipping costs without changing its transportation setup.

The team understood that cartonization was key: fewer boxes shipped per order means immediate cost efficiencies.

To improve performance, Betterware worked with a supplier to improve how orders are packed before they leave the building.

The system (Paccurate) calculates the most efficient way to pack each order in real time. It selects the right carton, determines how items should be arranged, and helps maximize available space while still protecting products during transit. It also analyzes shipping data to recommend the best mix of box sizes for the operation, helping improve decisions beyond a single order.

On the warehouse floor, that takes the guesswork out of packing. Workers no longer need to decide which box to use or test different configurations. Instead, they receive clear instructions that guide each step, reducing trial-and-error, cutting down on repacks and keeping orders moving at a steady pace.

The results came quickly. Betterware reached its targets for items per box early in the rollout, and the project was cash-flow positive almost immediately.

“We saw ROI from the very beginning. The percent of savings achieved gave us confidence to scale quickly,” says Julio Acevedo Morales, director of logistics at Betterware Mexico.

The new process also gave operations teams more control. Packing rules such as stacking and nesting can now be adjusted directly by the team, allowing faster changes without relying on IT support.

Beyond cost savings, the changes are also reducing material use. By shipping fewer boxes, Betterware is projected to cut corrugate waste by nearly 1,300 acres per year, adding a sustainability benefit alongside the operational gains.

With a more controlled packing process in place, Betterware can handle higher volumes without adding unnecessary cost, turning packing from a hidden expense into a more predictable and manageable part of the operation. 

They’ll be the organizations that do the best job empowering the people responsible for operating, maintaining and scaling those technologies.

That reality rings loud and clear in two features in this month’s Modern: one focused on lift truck safety culture and the other examining career paths for maintenance technicians supporting today’s increasingly automated operations. The common thread running through both stories is simple: Technology matters, but people make it work.

That may sound obvious, but it’s a point worth reinforcing at a time when the materials handling industry (well, every industry) is fascinated with AI, robotics, predictive analytics, autonomous systems and digital orchestration platforms. And make no mistake—those technologies matter. They are reshaping warehouse and DC operations in meaningful ways.

But none of those systems deliver sustainable value without skilled people behind them—people who understand the equipment, trust the systems, reinforce safe operating practices and know how to troubleshoot problems when operations are running at full speed.

Take lift truck safety. As editor at large Amy Wunderlin points out this month, warehouses are becoming faster, denser and more congested environments. Operators are navigating heavier traffic, tighter workflows and rising productivity expectations while working alongside pedestrians, robots and other mobile equipment.

Technology is clearly helping. Cameras, telematics, object sensing, virtual reality training tools and automated slowdown systems are becoming increasingly important components of warehouse safety strategies.

But the companies seeing the strongest results are not relying on technology alone. They’re building cultures where safety is visible, reinforced daily and supported from the top down.

That requires leadership. It requires training. And perhaps most importantly, it requires trust.

The same people-first lesson carries directly into Gary Forger’s cover story on maintenance technician career paths. Today’s maintenance technicians are no longer simply wrench-turners focused on mechanical repairs. Increasingly, they’re systems specialists working across software, controls, robotics, sensors, telematics, diagnostics and eventually AI-enabled predictive maintenance environments.

Yet what struck me most while reading Forger’s reporting was how often the conversation returned not to technology—but to people skills. Communication. Curiosity. Leadership. Work ethic. Integrity. Mentorship. That’s an important reminder.

As warehouses continue evolving into highly automated, software-driven operations, the value of skilled, adaptable, people-oriented workers will only increase. AI may help identify maintenance issues faster. Advanced safety systems may help reduce operational risk. But people will still be the ones making decisions, solving problems, mentoring teams and building the cultures that ultimately determine whether these technologies truly succeed at scale. 

But every second Tuesday in June, ITA holds a special National Forklift Safety Day (NFSD) event that brings together executives from lift truck manufacturers and industry safety experts, with presentations and discussions focused on how to increase the level of safety in the use of industrial trucks.

With forklifts being heavy equipment that carry pallet loads that may weigh 4,000 pounds or more, lift truck safety has long been a focus for ITA and industrial truck OEMs.

According to statistics gathered by National Safety Council, there were 84 fatal incidents in 2024, and several thousands of non-fatal incidents. Reducing such incidents through best practices, operator training and industry education is a key goal of NFSD, especially as the number of lift trucks and lift truck workflows increase.

This year’s NFSD event falls on June 9, with the presentations held live on that day from Willard Intercontinental hotel and the National Press Club, in Washington, DC. The event also will be live streamed. Additionally, for those attending live, on the afternoon of June 8, an education session will be followed by a reception.

To register for the live, in-person event or streamed broadcast, visit ITA’s website (indtrk.org) and navigate to the events tab. The main session on June 9 is scheduled for 9 a.m. to 11 a.m. ET.

This year marks the 13th edition of ITA’s NFSD event, which is traditionally held the second Tuesday of June. From its start with ITA, similar lift truck safety day events have spread to other countries, including Japan, China, the United Kingdom, Australia and other countries as well.

While as of press time, the final speaker agenda was not final, the ITA event typically includes talks and/or panel discussions from participants, including ITA leaders, safety and regulatory experts, OEM executives and a representative from the U.S. Occupational Safety and Health Administration (OSHA), which has a decades-long partnership with ITA. Past events also have included panel involvement from safety or environmental health directors from companies that use lift trucks.

As warehouses grow busier and more congested, operators are being asked to navigate heavy loads at a high rate of speed while in the same space as pedestrians, material flow and other materials handling equipment. These challenges pose a need for better training programs and safety systems built into everyday operations and workflows.

Building a safety culture that prioritizes safety every day not only keeps workers out of harm’s way, but leads to happier, more productivity employees.

“When leadership decisions are consistently demonstrating that safety is not negotiable, and especially under operational pressures, it builds trust across the workforce,” says Kay Yoder, senior vice president, environmental health and safety, business continuity and sustainability, Southern Glazer’s Wine & Spirits. “When safety is embedded in the leadership expectations and in accountability, it protects our people, the operations and the long-term business performance is generally better.”

Understanding the ‘why’ through low-tech solutions

Consistency and visibility are the cornerstones of a safer warehouse. When lift truck operators know what is coming at them, they can make safer decisions and work more productively.

Good facility design enables this by providing separation between pedestrian and vehicle in the warehouse and ensuring the proper safety systems are in place.

Basic safety measures like defined traffic lanes, clearly marked intersections or slowdowns, visual aids, floor markings, physical barriers and mirrors help make it clear to operators and pedestrians where it is safe for them to be. These visual cues should be combined with ongoing training, which is at the core of any good safety program.

Training helps make it clear to operators why these systems are in place—to make their job safer and easier. From a corporate standpoint, unfamiliar systems and rules can get a bad reputation as something implemented to monitor or watch them, but if an operator can see how the systems help them, they are more likely to embrace the unfamiliar.

“The best thing you can do to foster a strong safety culture is make sure that the people you are trying to influence know that you care, making safety visible, making it personal to them, and really embedding it in the daily operations,” says Yoder. “When the employee sees that it’s driven from the leadership…it really is an enabler of operational excellence and not a priority that shifts with the business standards.”

Shannon Curtis, director of product marketing, The Raymond Corp., a brand of Toyota Material Handling North America, reiterates this point by explaining that when training reinforcement is embedded into daily behaviors, an organization will see fewer disruptions from downtime, more consistent productivity and throughput, and ultimately, higher quality and fewer errors.

Raymond’s Lean Management program is built around these principals, helping companies create best practices for standard processes and guide the integration of continuous improvement into daily work.

“We have found that those additional types of training really do help create zones, create best practices for a warehouse, and help minimize some of that pedestrian-to-truck and truck-to-truck type of interactions, just by implementing a standard workflow and processes in a warehouse,” says Curtis.

Consistent and ongoing training is an important element in Southern Glazer’s Powered Industrial Vehicle Program, which aligns with OSHA requirements and industry practices.

“All the operators are trained, evaluated and then certified before operating the equipment with refresher training provided as required,” says Yoder. “We mandate daily pre-use inspections and preventative maintenance to ensure equipment reliability, and from a risk control standpoint, we use designated travel lanes, speed limits, signage and site-specific controls.”

Southern Glazer’s places a significant emphasis on traffic management and pedestrian protection through visual aids like floor striping, clear signage and designated travel lanes that separate people from the equipment.

In dock areas, more focused training is required that touches on trailer security, proper use of the dock equipment, and effective communication between drivers and loaders.

“Our program is not just about meeting the basic requirements,” says Yoder. “It’s about consistently reinforcing reliable behaviors that keep people safe while supporting the demands of a fast-paced distribution environment.”

Adding technology to the mix

With the increased demand on productivity and costs within the warehouse, there’s been a natural gravitation toward how technology can be leveraged to protect people and further enhance safety processes.

From a training standpoint, Raymond has been focused on providing options to their standard truck to help foster best practices with the use of technology. Its visual reality (VR) training tool is used to train new operators in a more secure environment rather than placing them immediately on a truck.

Additionally, telematic and camera systems are two of the more common safety features—that while not necessarily standard on trucks—are quickly becoming a must have.

Unlike the automotive industry where safety features like backup cameras or airbags have become standard on vehicles, the forklift industry isn’t quite there yet. A big reason for that is because every warehouse is different with unique needs and operations.

“It’s kind of hard to standardize what should be on vehicles when the warehouses can be very different,” says Karen Baehner, senior manager, emerging technologies, product management and engineering, Logisnext Americas.

Curtis adds that being able to pick and choose features gives companies more flexibility around costs.

“When you buy a car and it has all the functionality, you pay that higher price, but you might not use everything on it,” Curtis explains. “[Companies] really have that ability to pick what their needs are and customize the truck to their needs.”

Cameras, however, are great starting point when implementing safety systems, notes Baehner because they can see what operators cannot. “Cameras can bring that visibility to the operator and give them a little bit of lift in terms of what they’re seeing and what they can get into,” she adds.

In more advanced systems, cameras can even take action to prevent collisions. Slow down and speed assist systems automatically limit speed or stop an operator in high-risk moments.

“A combination of these settings with the customer can give them that customization that they’re looking for and feel more comfortable, and that’s really what’s most important—that the operators are comfortable with the safety systems,” says Baehner. “They shouldn’t see this as something that is replacing them; it’s more of something that’s assisting them.”

Raymond, for example, offers a range of technologies through its telematic system, iWarehouse, such as object sensing that uses LiDAR to detect if an object is too close to a truck’s travel path. The system can bring the truck to a controlled slowdown or stop until that truck navigates away from the object.

Another telematic tool is Raymond’s real-time location system, which can identify “keep in, keep out zones” or different speed restrictions around high pedestrian traffic areas. Break areas, for example, are a naturally high pedestrian area where a zone could be set up that requires a truck to naturally slow down or warn of cross traffic.

Southern Glazer’s is already seeing the benefits of similar systems by deploying telematics and camera systems in its facilities to monitor speed, impacts and operator behaviors.

“All of that enables us to do an objective incident investigation when something happens, but it also supports continuous learning and coaching with the workers,” says Yoder.

Additionally, the distributor’s forklifts are equipped with a blue safety light to improve awareness at intersections and blind spots. This gives pedestrians or another driver an early visual warning of approaching equipment.

“Together, I feel like these technologies deliver real-time insights and enable really meaningful coaching conversations supported with trend analysis, and they really allow us to proactively address potential risks before incidents occur,” says Yoder.

Going above and beyond

Whether its cameras and telematics or basic mirrors, Baehner emphasizes that the best safety systems are those that operators are most comfortable using.

“The biggest thing is making sure that guidelines are in place, and everyone’s aware of what’s going on,” says Baehner. “Clear visibility in terms of where things should be placed and how they should be loaded and consistency is pretty key.”

Yoder agrees that though Southern Glazer’s continues to evolve and use technology to engineer out the risk, in the end it has to be about more than compliance.

“It’s going above and beyond compliance and getting the buy in from the people…that’s how you drive the safety culture,” she says. “You can’t make people care, but if you can help them understand how much you care, it goes a long way. It’s not a disciplinary thing; it’s a helping them understand that by moving so quickly or taking risks, it’s not helping them to get home safely to their family… it’s just explaining the why.

“With effective education and hazard controls and genuinely caring for one another…safety becomes something that’s more sustainable and can be embedded in how we work every day,” she concludes. 

Title: Events chair; general manager, North America

Location: Atlanta, Ga.

Experience: Events chair for the MHI Robotics Group, helping organize industry events, site visits and thought leadership programs; leads North America operations for Nomagic

Modern: You were at Modex this year. What stood out to you?

Josh Cloer: You can see how much the market has changed. If you go back to 2018 or 2020, there were only a handful of robot arms actually doing work. Now, there are probably a hundred doing something actively in booths. That tells you how much the space has matured. It’s a very healthy market, and you can see that in the level of investment and the number of real deployments.

Modern: There’s a lot of talk around humanoids and next-gen robotics. What’s your opinion on those?

Cloer: There’s a big question about what the best solution is today versus what it might be in a few years. You hear a lot about vision-language-action models and humanoids, but when you walk the floor, you don’t see many humanoids doing real work yet. What you do see is more industrial robot arms doing useful, repeatable tasks. It comes down to using the right tool for the job.

Modern: For readers who may not be familiar, what is the MHI Robotics Group?

Cloer: It’s one of several industry groups within MHI, focused on robotics. It brings together companies working with robot arms, mobile robots, integrators and supporting technologies like safety systems. It’s really a place to share ideas, talk through challenges and help move the market forward. We organize panels and site visits, and work with students and universities on recruiting.

Modern: Where are you seeing the biggest changes in how robotics is being used?

Cloer: Truck unloading is a big one. Five years ago, it was mostly demos. Now you walk into a warehouse and there’s a robot unloading a trailer. Another area is fulfillment, especially retail order building, where things are more mixed and flexible. And item picking is finally starting to work in production after years of trial and error.

Modern: What are some of the biggest challenges companies face when deploying robotics?

Cloer: Most warehouses are brownfield, meaning they weren’t designed for robots. There’s already infrastructure in place, and every design decision affects something downstream. So, there’s a lot of planning involved in figuring out how to fit automation into an existing system.

Modern: Do you see any common mistakes companies make as they integrate robots into the workplace?

Cloer: A lot of robotics solutions look similar at a high level, which makes it hard to tell the difference if you’re not deep in the space. At the same time, most companies don’t have robotics experts internally, so they’re trying to learn the market and make a decision in a short amount of time. That’s where you see mismatches between the technology and the use case.

Modern: In your opinion, how has robotics most changed the workforce?

Cloer: You’re seeing a shift from manual tasks to more of a supervisory role. People are becoming managers of robots, much like they are becoming supervisors of AI agents. Instead of picking and packing, they’re monitoring systems, stepping in when needed, and providing feedback. It’s really an upskilling of the workforce.

Modern: Looking ahead, what are you most excited about?

Cloer: Today, most robots are very deterministic. You tell them what to do, and they follow that path. The interesting part is what happens when something goes wrong. We’re starting to see systems that can observe a problem and recover on their own.

For example, if a box falls outside a tote, the system can recognize that, go pick it up, and place it back correctly without a person stepping in. That’s where you start to get closer to real autonomy. 

"The Physical AI market is a multi-billion-dollar economic engine, but its full potential can only be unlocked if machines are trustworthy enough to operate in real-world human environments," said Samuel Reeves, CEO of FORT Robotics. "The robotics industry is at a critical crossroads where impressive demos are everywhere, but repeatable safety remains rare. Acquiring Mapless AI expands our platform to directly meet this vital need, allowing FORT to deliver the proactive safety frameworks our customers are asking for. We are building the foundational trust system to ensure that as robots become more autonomous, they become fundamentally more predictable."

FORT has long been the industry standard for safety-certified control, providing autonomous systems with the essential hardware and software backbone required to mitigate real-world operational risk. The addition of Mapless AI's technology stack advances that foundation by introducing two major market solutions:

Human-in-the-Loop from Anywhere (Remote Teleoperation): The platform now enables seamless remote teleoperation across long distances, enabling an off-site specialist to safely monitor and operate vehicles or machine systems from anywhere. This capability addresses a primary request that FORT hears from enterprise fleet managers: the ability to maintain a reliable human-in-the-loop safety net for autonomous operations without placing workers in high-risk zones. 

Onboard Active Safety (Environmental Sensing): The addition of onboard perception technology enables machines to actively detect, anticipate, and respond to their environments in real time. This predictive approach allows autonomous vehicles to execute smart, real-time planning and contingency maneuvers, a meaningful leap beyond traditional reactive safety architectures.

By merging these capabilities, the acquisition transitions the FORT platform into an intelligent, proactive system where autonomous machines can not only communicate securely, but also actively read their environments, anticipate potential hazards, and execute real-time operational decisions on the fly. A single off-site operator can safely monitor and intervene across multiple vehicles from anywhere in the country, completely decoupling human workers from high-risk environments while keeping meaningful oversight intact. 

The Mapless AI team, led by founders Philipp Robbel, PhD (MIT), and Jeffrey Kane Johnson, PhD (Indiana University), draws on deep roots in automotive leadership, including Bosch, Apple, Uber, and nuTonomy. Their rare combination of automotive functional safety expertise and real-world robotics execution gives FORT a team uniquely equipped to advance the supervised autonomy capabilities the market demands. The acquisition positions FORT to accelerate its expansion into complex real-world environments, including construction, logistics, defense, last-mile delivery, and beyond.

"We founded Mapless to build the foundational safety layer robots need to operate effectively in complex, real-world environments.The reality is that for robots to work closely with humans, they must be smart enough to understand and anticipate risk," said Philipp Robbel, Co-Founder of Mapless AI. "Joining the FORT family allows us to bring our safety-first vision to a much larger platform, accelerating the type of products that will define the next decade of industrial automation."

The investment arrives as global industrial operators face an urgent dual challenge: the need for productivity gains amid rising safety risks on factory and warehouse floors. Despite significant investment in automation, many facilities remain digitally dark regarding their manual fleets. According to the Occupational Safety and Health Administration, between 35,000 and 62,000 forklift-related injuries occur each year in the United States, resulting in an average of two fatalities every week. This safety risk exists alongside significant inefficiency, with forklifts productive for less than half of their total operating time. Despite heavy technology investment, most sites still lack real-time visibility into vehicle location and performance.

Slamcore has built the solution. Using a stereo camera and proprietary visual AI, Slamcore's technology continuously tracks the position and behavior of any vehicle in a facility without GPS, beacons, floor markers or any other infrastructure. Slamcore Aware gives operations managers facility-wide visibility of every vehicle, enabling smarter utilization, faster investigations and meaningful reductions in idle time. Slamcore Alert monitors driver behavior and proximity to pedestrians and structures, catching the near misses before they become incidents.

"Operations managers in factories and warehouses have largely been flying blind when it comes to their manual fleets. Slamcore Aware and Slamcore Alert change that from day one, without disruption to existing operations," said Owen Nicholson, CEO, Slamcore. "ROKStar Ventures’ investment tells us that the industry's most sophisticated players see this as a foundational infrastructure, not just another point solution. As our footprint grows, so does a body of real-world operational data that does not exist anywhere else and that will become the backbone for the next generation of physical AI."

"Delivering visual AI that performs reliably at the scale and complexity of a real factory or distribution center is a genuinely hard problem," said Ryan Gariepy, vice president of Robotics at Rockwell Automation. "Most approaches either require significant infrastructure investment or fail to hold up in the dynamic, unpredictable conditions of an active facility. The potential for the same technology platform to work on every class of autonomous and human-operated industrial vehicle is key. We're also incredibly excited about their ability to scale without requiring complex and time-consuming vehicle or facility redesigns."

Jim Adler, Founder and General Partner at Toyota Ventures and a Slamcore board member since the company's earliest days, sees the long-term data opportunity as equally significant as the products themselves, stating: “At Toyota Ventures, we believe safety and efficiency go hand-in-hand. Slamcore Aware and Alert have proven this today, but their long-term potential is even more compelling. Each Slamcore deployment generates real-world operational data, which will train the next generation of physical AI models.”

ITA has announced the lineup of speakers for National Forklift Safety Day 2026, including:

• Brian Feehan, President, Industrial Truck Association
• Jim Mozer, ITA Chairman of the Board and Senior Vice President, Crown Equipment Corporation
• David Keeling, U.S. Assistant Secretary of Labor, Occupational Safety and Health Administration (OSHA)
• Carl Modesette, Director – Americas Design Center, Logisnext Americas Inc.
• Bill Sims, President, The Bill Sims Company, Beyond Zero Injuries

National Forklift Safety Day is free of charge and open to anyone interested in advancing workplace safety.

The 2026 event will continue the successful format established in previous years, featuring presentations from government regulators, safety experts and material handling industry leaders. This consistent approach ensures a high-value forum for sharing fresh insights, reinforcing regulatory compliance and advancing a collective, nationwide commitment to incident-free workplaces.

“As the material handling landscape rapidly adopts new technologies and automated solutions, the human element remains our most critical asset,” said Brian Feehan, president of ITA. “Hosting the 13th annual National Forklift Safety Day allows our industry to realign on the fundamentals: comprehensive operator education and proactive daily equipment checks. Safety cannot be a secondary priority; it must be incorporated directly into the culture of every warehouse, manufacturing floor and distribution center across the country.”

National Forklift Safety Day in-person and virtual registration is available on ITA’s website at www.indtrk.org/national-forklift-safety-day and virtual registration also available here: https://www.workcast.com/register?cpak=1078702148779372.

The press conference featured a distinguished panel of industry leaders, including  Celia Navarrete, Director of EXPO PACK; Erick Suárez, President of AMEE (Asociación Mexicana de Envase y Embalaje); Pedro Hugo Alcalá, General Director of AMEXXICOR (Asociación Mexicana de Cartón Corrugado); Juan Pablo Gómez Sepúlveda, Director of Product Development and IT at GS1 México; and Laura Bonilla, Former President of CANAINCA.

Organized and produced by PMMI, The Association for Packaging and Processing Technologies, EXPO PACK México is the region’s premier packaging and processing exhibition, bringing together global suppliers and buyers from more than 40 vertical markets. The pre-show press conference explored how manufacturers are responding to growing demands for efficiency, workforce solutions, automation, and sustainable production.

“Manufacturers across Mexico and Latin America are under increasing pressure to improve productivity, address workforce shortages, and remain competitive in a rapidly evolving market,” says Celia Navarrete, EXPO PACK director. “EXPO PACK México 2026 will give companies the opportunity to see automation, robotics, AI, and integrated solutions in operation and connect directly with suppliers that can help modernize their operations. The level of innovation and international participation already confirmed for 2026 reflects the continued growth and momentum of the region’s manufacturing sector.”

The event comes at a pivotal time for the industry. According to PMMI’s Trends and Opportunities in the Packaging Machinery Market in Mexico 2026–2027 report, investment in packaging and processing machinery continues to rise despite economic uncertainty and cautious spending behavior.

In 2025:

● 71% of companies increased investment in packaging and processing machinery

● 32% increased spending by 5%–20%

● 22% increased expenditures by 20%–40%

● 17% expanded investments by more than 40%

Companies are prioritizing investments to expand capacity, replace obsolete machinery, accommodate new product formats and SKUs, and implement automation and digitalization initiatives — highlighting the industry’s focus on efficiency, flexibility, and long-term competitiveness.

Manufacturers also continue to navigate challenges related to workforce availability, ROI concerns, supply chain constraints, and the pace of automation adoption. As a result, many companies are taking a phased approach to modernization. Currently, 67% of companies prioritize semi-automated solutions, while 13% are focused on fully automated operations. At the same time, adoption of advanced technologies continues to grow, particularly in AI-driven machine vision, predictive maintenance, industrial and collaborative robotics, and automated guided vehicles.

Sustainability remains another key area of focus, especially initiatives centered on operational efficiency, waste reduction, and resource optimization.

EXPO PACK México 2026 will showcase the technologies helping manufacturers address these evolving needs. More than 700 exhibitors spanning 20,000+ net square meters of exhibit space will present machinery, automation, robotics, digital technologies, AI applications, and integrated systems covering the entire production lifecycle.

The international event will feature country pavilions from leading manufacturing regions around the world and is expected to attract more than 20,000 attendees from industries including food, beverage, pharmaceutical, personal care, household products, automotive, and other consumer packaged goods sectors.

Attendees at EXPO PACK México 2026 also benefit from the active collaboration of 14 strategic partners representing leading organizations in the packaging and processing industry.

• CANAINCA — Cámara Nacional de la Industria de Conservas Alimenticias

• ANPDAPAC — Asociación Nacional de Productores y Distribuidores de Agua Purificada y Bebidas Carbonatadas

• CANIFARMA — Cámara Nacional de la Industria Farmacéutica

• CANAGRAF — Cámara Nacional de la Industria de Artes Gráficas

• CANAFEM — Cámara Nacional de Fabricantes de Envases Metálicos

• IFT — Institute of Food Technologists

• CANACINTRA Puebla — Cámara Nacional de la Industria de Transformación, Delegación Puebla

• CANACINTRA León — Cámara Nacional de la Industria de Transformación, Delegación León

• AMEE — Asociación Mexicana de Envase y Embalaje

• CIG — Cámara de Industria de Guatemala

• CRECEX — Cámara de Comercio Exterior de Costa Rica

• AMEXICCOR — Asociación Mexicana de Envases y Embalajes Corrugados

• CONAFAB — Consejo Nacional de Fabricantes de Alimentos Balanceados y de la Nutrición Animal

• GS1 — GS1 México

As one of the most influential business platforms for the packaging and processing industry in Latin America, EXPO PACK México continues to connect manufacturers with the technologies, expertise, and global suppliers driving the future of production and packaging and processing innovation.

For more information and to register for EXPO PACK México 2026, visit expopackmexico.com.mx

The report, an essential industry tool for benchmarking, was based on the findings from surveys of distribution professionals in 2025 and 2026. Respondents represented such industries as manufacturing, retail, wholesale/distributor, third-party warehouses, life sciences, and transportation services. This year’s report showed an increase in international participation with 17.2% of respondents located outside of North America.

The report tracks 36 operational metrics that are key to distribution professionals. The top five most popular metrics for this year’s report were:

•  On-time shipments

•  Dock-to-stock cycle time (in hours)

•  Average warehouse capacity used

•  Peak warehouse capacity used

•  Backorders as a percentage of total lines

The report also contains such demographic information as company size, facility type, and location. To benchmark operational performance, industry professionals can use this report to compare their internal key performance indicators against a broad range of facilities.

The 2026 DC Measures Report is complimentary for WERC Corporate Members and can be downloaded for free at werc.org/ASSESS-DC_Measures. MHI members can download a complimentary copy of the report at mhi.org/hub/knowledge#DC_Measures.

Individual WERC members can purchase the report for the member rate of $200; while non-members can purchase it for $550. It is available at werc.org/page/ASSESS-DC_Measures.

Benchmarking tool

In addition to the DC Measures report, WERC has also updated its Online Benchmarking Tool, which includes more than a decade of DC Measures data. This dynamic digital platform helps practitioners, 3PLs, and consultants customize benchmarking data to quickly meet internal evaluation needs.

The Online Benchmarking Tool is complimentary for the primary contact on WERC Corporate members accounts and MHI member accounts. WERC individual members can purchase a 1-year license to the tool for $1,500; non-members can purchase it for $2,000. The license and more information about the tool can be found at: werc.org/ASSESS-Online_Benchmarking_Tool.

For more information about the DC Measures suite of benchmarking tools or joining WERC, contact membership@werc.org.

This webinar addresses those challenges by using actual inventory profiles and storage layouts to evaluate where VLMs create measurable gains in density and efficiency, and where other storage systems may be the better solution.

What Attendees Will Learn / Key Takeaways

• How to identify which inventory profiles are well suited for VLM storage
• How VLMs compare against existing storage methods using real layout and density examples
• Common inventory characteristics that reduce VLM effectiveness
• How storage density, footprint reduction, and labor impacts can be evaluated before implementation
• Which alternative storage systems may be better suited for inventory that is not ideal for a VLM

That is according to new research from Interact Analysis, which found that throughput ranked as the most important key performance indicator among warehouse decision-makers and influencers this year. Orders and automation followed close behind.

The findings come from the company's latest Voice of Market report, which surveyed businesses across e-commerce, retail, manufacturing, third-party logistics and parcel operations.

The report also suggests companies are feeling more confident about spending. Nearly half of respondents expecting higher capital spending than a year ago said they anticipate increases of more than 15%. E-commerce businesses stood out as the most optimistic group in the study.

Receiving and unloading ranked as the top area companies want to automate, with 54% of respondents identifying it as a priority. The report found that accuracy problems and product damage continue creating headaches in that part of warehouse operations.

Right now, receiving and unloading are only partially automated at many facilities. Interact Analysis said 26% of operations in that workflow are fully automated, while another 50% use some level of automation. The remaining operations still rely entirely on manual processes.

To improve performance in those areas, companies are pursuing multiple paths. About 68% of respondents said they plan to invest in more labor while 56% said they expect to spend more on technology.

Forklifts themselves also remain a challenge. More than a quarter of respondents, 26.3%, identified forklifts as their biggest problem technology. The report noted that the finding likely reflects how heavily forklifts are used throughout warehouse operations and how rapidly the technology around them continues changing.

"There is a trend towards autonomy, creating an asymmetric environment which impacts multiple warehouse KPIs - including productivity, efficiency, and throughput," said Monica Sanchez, Senior Research Lead for Voice of Market at Interact Analysis. "While there is clear demand for hybrid manual-autonomous forklifts, it is important to recognize that operating both vehicle types in tight, high-paced dock environments introduces coordination and safety complexities that will need to be carefully addressed in solution design."

The latest CapEx Finance Index found that total new business volume reached $10.6 billion on a seasonally adjusted basis in April. That was down 1.1% from March, marking the third straight monthly decline. Still, activity remains well ahead of last year.

Year-to-date new business volume is up 15% compared to the same period in 2025, while April activity also rose 9.6% year-over-year on a non-seasonally adjusted basis.

"The April CFI data showed some cooling in equipment demand, but conditions in the sector remain strong," said Leigh Lytle, President and CEO at the Equipment Leasing and Finance Association. "New business volume growth slowed a tad, but demand is still above what we saw for most of last year. The surge in demand from AI-related deals appears to be outweighing geopolitical tensions at the moment, but I'll be keeping a close eye on the May report for signs of further easing. Financial conditions remain healthy, and I don't expect higher treasury rates or Fed policy to change that anytime soon."

While overall volume slipped slightly month over month, some areas continued to post strong gains. Small-ticket financing, often viewed as a measure of broader business spending, climbed to $3.6 billion in April. That was up 8.7% from March and nearly 40% higher year-to-date compared to 2025.

Banks also saw one of their strongest months on record, with activity reaching $5.4 billion. Activity among captives and independent financing companies also increased.

Credit conditions remained steady. Industry-wide approval rates dipped slightly to 77.1%, although small-ticket approvals improved to 81.1%.

The report also showed fewer payment issues. Delinquency rates fell to 1.8%, matching the lowest level seen during the past two years. Loss rates also declined.

At the same time, confidence among industry executives improved. ELFA's Monthly Confidence Index rose to 59.9 in May from 54.6 in April.

"This past quarter, we've seen a clear shift: global economic changes and changing expectations mean businesses and municipalities are being incredibly deliberate with their capital," said Dominic Janney, President of Canon Financial Services, a wholly-owned subsidiary of Canon U.S.A., Inc. "They're cautious, and rightly so. But postponing critical equipment upgrades poses a massive risk to staying competitive."

The expansion, which will go live in June, brings to Canadian shippers a new “managed service” resource that will help Canadian businesses streamline pallet sourcing and management activity. Marketed as PalletTrader+, the full managed-service program leverages dedicated personnel with deep industry expertise and market knowledge to help clients bring structure and visibility to their entire pallet program, so they can reduce costs, improve consistency, and eliminate blind spots across their network, noted John Vaccaro, president of Bettaway Supply Chain Services and PalletTrader.

“Canada is an obvious next step for PalletTrader+,” said Vaccaro, adding that the platform has been receiving increasing inquiries from Canada-based businesses, as well as Canadian divisions of its U.S. clients, about expansion plans. “We felt the timing was right, particularly after spending the past four years to learn from our customers, prove out the model, and build a critical mass of users,” he said.

Vaccaro emphasized that for the Canada introduction, the immediate focus of the PalletTrader+ team is to reach out to Canadian pallet suppliers “to get to know them, answer questions about the service, get their feedback, and ultimately gain a thorough understanding of their needs and capabilities so we can target new, dedicated opportunities directly to them,” he explained. The managed service will provide full intra-Canada coverage, with transactions conducted in Canadian dollars.

PalletTrader also has an open market functionality where independent sellers can post individual inventories, pricing and delivery timelines, and promote those to any potential buyer. Availability of the open marketplace, which also includes digital transaction settlement and payment, will be launched later this year.

The Canadian market has been absent a comprehensive digital-enabled resource for third party pallet procurement management, noted Scott Geffros, CEO of the Canadian Wood Pallet and Container Association (CWPCA). “As consumers of wood packaging look for more of a one-stop shop for their transport pallet/packaging needs, having a platform that enables total pallet supply chain management makes a lot of sense,” he said. “The Association is pleased welcome PalletTrader as a member and support its managed service launch for Canadian shippers and pallet suppliers. It’s a
positive development for the market.”

Industry estimates peg the addressable market for white wood pallets at some $7 billion with over 500 million “one-way” white wood pallets in circulation in North America. There are more than 1,500 pallet “depots,” virtually all of which are independent businesses, each of which could have as few as five or as many as 1,000 customers. The cost of a white-wood pallet can range anywhere from $3 to $25, depending on demand, condition, size and material cost.

The latest Monthly Confidence Index from the Equipment Leasing & Finance Association showed confidence rising to 59.9 in May, up from 54.6 in April. The survey tracks opinions from executives across the $1.3 trillion equipment finance industry and offers a snapshot of where lenders and finance companies think the market is headed over the next several months.

One of the biggest changes came in expectations around business conditions. Nearly 27% of executives said they expect conditions to improve during the next four months, more than double April's 11.8%. Meanwhile, only 9.1% expect conditions to worsen, down sharply from 29.4% the previous month.

Demand for financing tied to capital spending also showed a stronger outlook. About 26.1% of respondents expect demand for leases and loans used to fund equipment purchases to increase over the next four months. None of the executives surveyed said they expect demand to decline.

Hiring expectations remained fairly stable. About 40.9% of executives expect to add workers, while half expect no change in headcount.

Views on the overall economy also became more positive. More than 30% of respondents believe U.S. economic conditions will improve during the next six months, up from 15.8% in April.

Still, some industry leaders remain cautious about what may be ahead.

"Despite geopolitical events and high oil, the economy is still reacting positively. In many ways, we are in uncharted territory. Though we are cautious about the future, we remain optimistic," said Charles Jones, Senior Vice President, 1st Equipment Finance, Inc.

Some executives pointed to signs of stress, particularly among smaller businesses.

"The first quarter was a solid start to the year in terms of new business volume with reasonable yields. Small businesses appear to be stressed, as illustrated by materially increased Chapter 11 bankruptcy filings year over year. This is validated by slight increases in delinquency and normalized credit charges in this specific segment. I expect this to continue for much of 2026. With that said, volume and overall performance are strong and I expect Wintrust Specialty Finance will have a strong year in 2026 as illustrated by the start in Q1," said David Normandin, CLFP, President and Chief Executive Officer, Wintrust Specialty Finance.

Others warned that higher fuel costs could create additional pressure.

"The blockade of the Strait of Hormuz is having the effect of driving up fuel costs. The small and mid-sized businesses that don't have the ability to pass along the higher costs are having the biggest challenge in managing their cash flow as a result," said James D. Jenks, CEO, Global Finance and Leasing Services.

The acquisition comes just weeks after Locus introduced Locus Array at MODEX 2026, where the company drew attention for its autonomous picking technology. The system is already in use at customer sites, and Locus said that the addition of Nexera should enable the robots to handle more products and more picking tasks.

Picking sounds simple, but it has long been one of the hardest jobs for warehouse robots. Boxes, bags, clothing, oddly shaped products, and lightweight items all behave differently. Robots may work well with one product but struggle with another.

Nexera's technology was built to address that issue. According to the company, NeuraGrasp combines computer vision, sensors, and a flexible gripping design that adjusts based on the item being picked. Locus said the system has gone through years of testing and millions of picks.

"The frontier of warehouse robotics today is AI-driven mobile manipulation at enterprise scale,” said Rick Faulk, CEO, Locus Robotics. “Being able to efficiently grasp millions of SKU types with both speed and precision is where the next decade of value gets created. Nexera has built something technically significant in that space, and combining it with Locus Array puts us at the forefront of leveling up mobile manipulation across the industry."

Industry analysts say handling products has been a sticking point for robotic picking systems.

“Item manipulation has been one of the biggest bottlenecks to successful robotic picking. Over the years, we've seen significant developments in machine vision and path planning. But the actual manipulation and gripping of items, and thus the SKU coverage, has been a significant challenge. Having robust end-effectors is becoming a significant competitive advantage,” said Rueben Scriven, Research Manager at Interact Analysis.

Scriven also sees a larger movement in the market.

“Whilst robotic picking arms have been around for a while, Locus Robotics is among a small number of vendors to natively embed robotic picking at the heart of the automation, signaling a shift towards fully automated picking.”

Locus said Nexera will continue operating under its ownership, with the company expecting the technology to begin rolling into Locus Array in the coming months.

A professor in LSSU’s School of Engineering and Technology, Devaprasad has spent 40 years helping shape the next generation of automation professionals. He serves as director of the university’s Center for Advanced Robotics Engineering and has helped secure more than $3 million in robotics and automation equipment for the center, along with more than $2 million in grants for engineering programs. He also helped advance LSSU’s pioneering robotics programs, including the first nationally ABET-accredited bachelor’s degree in robotics engineering technology in the United States. His students gain hands-on experience in areas such as PLCs, robotics programming and simulation, machine vision, robot safety, collaborative robotics, mobile robotics and systems integration, with many graduates going on to leadership roles across the automation industry.

“To me, A3’s Educator of the Year is a deeply meaningful recognition because it comes from the organization that represents the very industry our students are preparing to serve,” said Devaprasad. “What I have always loved about teaching is bringing foundational ideas to life through hands-on experience, then watching students take those skills into the field. I am so proud of our alumni and the impact they have made over the years. As robotics and automation continue to grow across nearly every part of industry, the role of education in preparing the future automation leaders has never been more important, and I am honored to be a part of it.”

As the 2026 A3 Educator of the Year, Devaprasad and Lake Superior State University will receive a cash prize from the Siemens Cooperates with Education program (SCE), along with a hardware and software technology bundle to further expand hands-on learning opportunities for students. Siemens will also award Devaprasad and the top five nominated educators with a technology bundle of Siemens software valued at more than $250,000 each to support automation education and workforce development in the United States.

“Siemens is proud to support the 2026 Educator of the Year Awards, celebrating the dedication, innovation and expertise of exceptional educators nationwide,” said Amanda Beaton, US program manager, SCE. “It is a privilege to work with inspiring teachers and nominees who continue to transform STEM education. Their real-world industry experience, hands-on and career-relevant teaching approaches, and passion for learning reflect what it takes to prepare today’s students to become confident, work-ready contributors in the modern workforce.”

Devaprasad’s recognition comes as A3 expands its focus on students, educators and emerging professionals at Automate 2026, North America’s largest automation event, taking place June 22-25 in Chicago. The Automate Education Pavilion, presented by A3 NextGen, is dedicated to the schools, training programs and industry leaders helping build tomorrow’s workforce. New this year, the A3 NextGen Theater will feature sessions on curriculum, career pathways, hiring and talent development for students, educators and employers. Devaprasad and his class will exhibit in booth #33051 in the Education Pavilion, offering attendees a firsthand look at the kind of hands-on robotics and automation experiences that have become a hallmark of LSSU’s program. For more information on LSSU’s Robotics Engineering program, visit: www.lssu.edu/robotics.

Formally introducing MyBull Robotics’ North American presence in Farmington Hills, the event showcased its automation capabilities to customers, partners, and the local business community. MyBull Robotics U.S. is providing local investment and job creation in the Detroit area, with a current US team of 12 and a strong focus on expanding engineering and technical roles. The Grand Opening follows its successful appearance at the MODEX 2026 industry show in April.

Comprising flatbeds, forklifts, and tuggers, MyBull Robotics’ robust range of autonomous machines operate seamlessly in all weathers and on challenging terrain, helping companies become more efficient and resilient. Featuring lidar, vision cameras, multi-source fusion positioning, and more, they offer safe, rugged indoor and outdoor material handling and fast return on investment, alongside MyBull Robotics U.S.’s round-the-clock support. 

The Grand Opening at the new North America headquarters of MyBull Robotics U.S. in Michigan consisted of two structured sessions (morning and afternoon), as well as a flexible open house networking period at the end of the day. Located at 37735 Enterprise Ct., Farmington Hills, the facility comprises a dedicated showroom, a warehouse configured for proof-of-concept demonstrations, and on-site engineering, sales, and after-sales support resources. Intelligent mobile machines from MyBull Robotics are already deployed in real-world industrial environments in the US, with the showroom and facility intended to demonstrate its capabilities in a practical, accessible way.

The event introduced MyBull Robotics’ North American presence, demonstrating real-world examples of how the company’s technology can help North and South American manufacturing and logistics companies become more efficient. Each structured session included a company introduction and product overview, showroom presentation, live equipment demonstrations of forklifts and tuggers in the warehouse, use case demos, and a Q&A with the MyBull Robotics U.S. team. Attendees came from the local business community as well as existing and potential MyBull Robotics U.S. manufacturing and logistics customers, integrators and partners.

Vinh Tran, Managing Director of MyBull Robotics U.S., says, “MyBull Robotics is establishing its North American presence in Farmington Hills to support long-term growth in the US automation and robotics market. We intend to become a long-term contributor to Michigan’s and the US’s advanced manufacturing and supply chain ecosystem, enhancing supply chain innovation and workforce development.

“At MyBull Robotics U.S., we take pride in our excellent engineering, project management, and after-sales service. Our comprehensive, rugged, safe, and reliable autonomous AMRs, tow tractors, tuggers and forklifts provide flexible indoor and outdoor operation in complex, dynamic environments. Combined with our excellent customer support, AI-driven fleet management, and intelligent warehouse orchestration, we are able to improve the efficiency and performance of companies across a wide range of industrial sectors throughout North America.”

During its recent appearance at MODEX 2026 in Atlanta, MyBull Robotics U.S. officially launched the IP-rated TMN-T50US five-ton AMR-capable tugger, providing robust towing performance, consistent uptime, safe, precise navigation, and seamless integration into existing workflows. It was unveiled alongside the TMN-FP20 autonomous forklift, which allows for seamless switching between manual and automatic driving modes, and is equipped with multi-sensor fusion navigation technology for strong environmental adaptability in warehouses, factories, logistics parks and docks.

Created as a space where customers work directly with SPG design engineers, the Innovation Center supports packaging development from early concept through final validation. By combining immediate prototyping with on-site testing, partners can reduce material waste and significantly improve speed to market.

“The Innovation Center gives our customers direct access to the tools, expertise and testing capabilities needed to move packaging ideas from concept to launch faster,” said Joe Gumbis, Chief Commercial Officer, SPG. “By bringing design, engineering and validation together in one location, we can collaborate more effectively and help customers develop packaging solutions that perform in real-world supply chain environments.”

The facility features a dedicated lab space, a showroom highlighting SPG’s sustainable materials and advanced prototyping equipment, including a CNC cutting table and 3D printers for immediate fit testing. To ensure performance and compliance, the center features in-house, ISTA-certified testing capabilities, including a vibration table, free-fall drop tester, compression tester, incline impact tester and environmental thermal chamber.

Located in the heart of Silicon Valley, the center also strengthens SPG’s ability to support data center and cloud infrastructure equipment providers and other high-tech industries.

The company said it has signed a binding agreement to acquire 100% of Invent's shares, although the deal still needs regulatory approvals and other customary conditions before it closes. Comau expects the transaction to be completed during the third quarter of 2026.

Invent focuses on warehouse and intralogistics operations, particularly in e-commerce and high-volume distribution environments where speed and efficiency are becoming increasingly important. The company develops software and AI-driven tools to help businesses manage product movement through warehouses, from storage and picking to packaging and shipping.

The deal comes not long after Comau's acquisition of Automha and continues the company's broader push into warehouse automation and material handling.

Comau said the addition of Invent will help strengthen its growing warehouse business by combining Invent's software and workflow technology with Automha's storage systems. The goal is to create a more connected system that links warehouse storage, order fulfillment and product movement together under one umbrella.

The acquisition also expands Comau's footprint in Latin America while giving it a larger presence in the U.S. mid-market intralogistics segment, areas the company said are seeing growing demand for automation.

Even after the acquisition closes, Invent will continue operating with its existing structure and leadership team.

"Expanding Comau’s capabilities through innovative companies such as Invent is a central pillar of our international growth strategy aimed at diversifying our competencies and technologies in different markets," said Pietro Gorlier, CEO of Comau. "After the full integration of Automha, a leading Italian solutions provider in the fast-evolving Intralogistics market, the acquisition of Brazil-based Invent will generate further synergies, adding yet another element to our ability to connect storage and material handling with production. This is another concrete step in strengthening Comau’s position as a global automation hub."