If you're using conventional systems designed to handle cases, the answer is no. Here are some things you can do to prepare your operations for e-fulfillment.
Susan Lacefield has been working for supply chain publications since 1999. Before joining DC VELOCITY, she was an associate editor for Supply Chain Management Review and wrote for Logistics Management magazine. She holds a master's degree in English.
When retailers first began dabbling in e-commerce—whether as a pure play or as a supplement to their brick-and-mortar operations—they often were able to get away with handling order fulfillment manually. But now, as online retailing explodes, they're finding that approach just doesn't cut it. In order to keep up with the increase in volume and the demand for faster turnaround times, they have to automate. At the very least, they have to put in conveyors and sortation systems.
But as they do so, many companies are discovering that the systems that work well for supplying brick-and-mortar stores aren't a good fit with direct-to-consumer operations. That's because the characteristics of e-commerce orders are very different from their store-based counterparts.
These differences have a number of implications for fulfillment operations. First, when you're shipping directly to consumers instead of stores, the volume of orders is going to be higher. Second, instead of transporting cases or broken cases, conveyors and sortation systems have to be able to handle individual items. On top of that, there's packaging. In a bid to cut costs, more companies are choosing to mail out e-commerce orders in polybags or envelopes rather than corrugated boxes, according to Stephen Cwiak, vice president and general sales manager at conveyor manufacturer Interroll.
THE RIGHT FIT
All of these characteristics have a big impact on what type of conveyors you use or how you use them. For instance, small items, soft goods, and items packaged in bags or envelopes typically aren't a good fit with conventional roller conveyors.
"Because you can't rely on the item's having a large, firm, flat-bottomed surface, there's a potential that the item will end up going up and down between every roller," explains Tim Kraus, product manager for line sortation at systems integrator Intelligrated. As a result, he says, small things could get stuck between rollers, and you don't have as much control of the movement of the bagged items as you might like.
In comparison to roller units, belted conveyors provide a better ride for small and bagged items, making them a good match for e-commerce. However, they typically cost more than the more popular roller conveyors. And not every company is willing to shell out for the more expensive systems, especially if they already have a roller conveyor that they're hoping to repurpose for e-commerce operations.
One way to get around this is to batch-pick items into a tote, according to Kelly Reed, a partner with the consulting firm Tompkins International. The totes can then be transported by traditional roller conveyors to a unit sortation system or put-to-order module, where the items are allocated to individual orders and packaged.
After the orders are packed, orders in cartons can be separated from those packed in polybags or envelopes, Reed says. The polybag or envelope orders can be deposited back into a tote and routed to a shipping sorter, where they can be manually sorted for shipment.
Not only are totes an economical option for companies looking to make use of existing equipment, but they're also a good fit for those retailers that sell a mix of products. One such company is online women's fashion retailer JustFab. Most of the company's volume consists of shoes, which can be easily transported on roller conveyors in shoeboxes. But the company also sells soft goods, such as jeans, purses, and accessories. For these items, the company uses totes. (See sidebar for more on JustFab's fulfillment operations.)
The majority of JustFab's orders are packed in corrugated cartons. The remainder are polybagged and handled manually, using a process similar to the one described by Reed. "Polybags are such a small percentage of our business that we chose not to [automate] it," says Bert Hooper, JustFab's vice president of operations. "We tote up our sealed polybags and send them to a manual shipping station, where our employees apply shipping labels and sort them into gaylords [large reusable corrugated containers used for shipping]."
If a facility has no choice but to use roller conveyor for transporting small bagged items, Kraus recommends that the rollers have tighter roller centers than the standard three to four inches. He also suggests setting any sensors used with the conveyor to detect small items.
On top of that, the company should pay particular attention to catch points—places on the conveyor's frame where the bags might get snagged. These include corners, guardrail "transition" areas, and areas where one piece of sheet metal overlaps another. Rigid cartons are less likely to get snagged or drag on these points than a bag, which conforms to the shape of whatever you set it on, says Kraus.
SORT IT ALL OUT
As is the case with conveyors, the best sortation systems for brick-and-mortar fulfillment may not be the best ones for e-commerce fulfillment.
Mitch Johnson, director of systems development for Hytrol Conveyor Co., notes that typically, sorters in DCs that supply retail stores are set up to handle 200 orders. This works well in a store fulfillment environment, where those 200 orders may contain thousands of items. But in an e-commerce operation, the average order only contains 1.5 items. If your systems can only process 300 items, you aren't going to be able to keep up with the volume and velocity requirements of e-commerce, Johnson warns. "So you have to look at different ways to do it."
To handle that kind of volume, Johnson suggests using sortation systems that offer a lot of sort points in a small area, like a tilt-tray sorter or a cross-belt sorter.
In addition to volume, the type of packaging used will affect the choice of sorter. If you're just handling cartons, Reed recommends using a sliding-shoe sorter. This type of sorter is well suited to the small, mostly lightweight cartons that are common in e-commerce operations, he says. Sliding-shoe sorters also work well when you're routing a high volume of goods or totes to different order processing or consolidation areas, says Clint Lasher, divisional president, engineering and integration, Oak Lawn (Ill.) for systems integrator Wynright. For lower volumes, a pop-up sortation system would work well, he says. JustFab, for example, is using a pop-up wheel divert sorter.
If you're sorting bagged items, however, things change—including the criteria you use to decide what type of sorter to deploy. According to Kraus, with cartons, you only have to know the size of the cartons, the range of carton sizes, and the rigidity of the cartons. With bags, you not only need to know the size of the bag, but also the size and rigidity of the item(s) inside the bag and how closely the size of the item or items matches the size of the bag. "If it's a large bag with very small items, that becomes more difficult to handle because there are more catch points and a bigger opportunity for snags," he says.
The rigidity of the bag itself also plays a role, says Kraus. Most direct-to-consumer orders use a very thin polybag with no structure or rigidity. In those cases, Kraus says, a loop-type sorter, such as a tilt tray, cross belt, or bomb bay, is a good choice, assuming the operation or layout will accommodate it. Another good choice is a positive line-type sorter, such as a sliding shoe, pusher, or sweep divert. However, friction-based line sorters, such as pop-up wheels, pop-up rollers, or angled roller belting, do not work as well because of the bag's lack of structure or rigidity, Kraus says.
Interroll's Cwiak specifically recommends cross-belt sorters for handling polybagged items. A cross-belt sorter does a good job of sorting soft goods without their becoming tangled or being mishandled, which is known to happen with narrow-belt sorters, sliding-shoe sorters, and tilt-tray sorters, he says.
TIME FOR A PARADIGM SHIFT?
Although analyzing equipment needs is an important part of the process, there's more to preparing an operation for e-commerce than modifying or replacing the conveyors and sortation systems, cautions Steve Schwietert, vice president of integrated systems sales for systems integrator TGW. Schwietert strongly urges DCs to re-examine their entire paradigm for picking, packing, and shipping items. For example, he argues that goods-to-person systems, such as automated storage and retrieval systems and miniloads, are much better suited to e-commerce than traditional picking methods.
Conveyors, of course, will still be needed to transport goods to and from those systems. Indeed, Lasher says that e-commerce fulfillment will require a lot more routing conveyors to ensure goods are moved around the warehouse in an intelligent fashion.
Motor-driven roller conveyors work well for transporting goods into and out of goods-to-person systems because they're easy to deploy and control, Schwietert says. And because they're modular, they give users the flexibility to change configurations as needs shift, says Lasher.
The paradigm shift may extend beyond simply redesigning your distribution center. For example, Johnson of Hytrol says he can envision a day when retailers—in an effort to respond to demands for same-day delivery—install automated equipment like conveyors and sortation systems in the stores themselves. In this scenario, store employees would pick orders from the site's inventory for customers to pick up the same day.
Whether or not these dreams become reality, this much is clear. E-commerce fulfillment presents both challenges and opportunities. And it has likely changed the fulfillment game for good.
Justfab: From carts to conveyors
When it comes to the front-end selling experience, the online women's retailer JustFab has always been tech savvy, with a Web operation that pushes monthly recommendations for shoes and handbags tailored to a customer's personal style. On the back end, however, the pure-play e-commerce retailer was—until recently—anything but high tech.
Bert Hooper, the retailer's vice president of operations, recalls that when he joined the company in June 2011, its Louisville, Ky., warehouse was an entirely manual operation. While that worked well enough when the company was starting out, it was becoming increasingly clear JustFab would have to automate in order to stay competitive. "You get to the point where it's costing you too much money to manually process the order," says Hooper.
JustFab needed to reduce its variable labor cost per unit and its cycle times in order to stay in the game. In addition, it had to come up with a more efficient way to handle multiple unit orders (when a customer orders more than one item at a time) than simply sending associates out to collect items on carts. After weighing its options, it installed 1,500 feet of conveyor and sortation systems from Intelligrated, along with various other systems.
Today, JustFab's DC associates pick directly onto the conveyor system. The orders then travel to the sortation system, which diverts multi-unit orders back to the "binning" area to collect the remaining items, and sends single-unit orders and completed orders on to the packing area.
The sortation system has six divert lanes for multi-unit orders, with 200 bins per divert lane. This means the company can have up to 1,200 multi-unit orders in the system at one time, flowing between picking, packing, and shipping. This is in addition to the 1,000 single-unit orders that the system is concurrently handling.
As a result of the shift to the new system, JustFab has been able to keep up with the rapid increase in volume. Since 2011, the company has grown from an operation with 200,000 units in inventory that processed 2,000 orders per day to one that handles 1 million units of inventory and 8,000 orders a day.
Distribution centers (DCs) everywhere are feeling the need for speed—and their leaders are turning to automated warehouse technology to meet the challenge, especially when it comes to picking.
This is largely in response to accelerating shipment volumes and rising demand for same-day order fulfillment. Globally, package deliveries increased by more than 50% between 2018 and 2020, and they have been steadily growing ever since, reaching an estimated 380 billion last year on their way to nearly 500 billion packages shipped in 2028, according to a 2024 Capital One Shopping research report. Same-day delivery is booming as well: The global market for same-day delivery services was nearly $10 billion in 2024 and is expected to rise to more than $23 billion by 2029, according to a January report from consultancy The Business Research Co.
Adopting technologies that can boost DC throughput rates while improving accuracy and efficiency can go a long way toward helping companies keep up with those changes. Two recent projects reveal how both simple and more complex systems are answering the call for higher-velocity operations in DCs of all types and sizes.
FROM PAPER TO VOICE
Pickers at European fruit and vegetable wholesaler Gebr. Gentile AG are working faster and making fewer errors in getting fresh produce out the door after a pick-by-voice solution was installed at the wholesaler's Näfels, Switzerland, logistics center in 2023. Company leaders implemented Lydia Voice from logistics technology vendor Erhardt + Partner Group, allowing the wholesaler to move from a paper-based picking system to an automated one that has streamlined the process and is helping workers get the thousands of shipments that move through the nearly 10,000-square-foot refrigerated facility each day out the door quickly.
"The products stay in our warehouse for an average of 0.7 days, meaning the goods that come in are immediately shipped out again," Renato Häfliger, managing director at Gentile AG, said in a statement describing the project late last year. "We handle approximately 80 to 100 tons of goods daily. Ideally, our inventory rotates quickly, ensuring maximum product freshness."
In all, the Näfels facility handles between 200 and 300 different items for roughly 200 customers.
"On average, this corresponds to 6,000 to 10,000 shipping units that our pickers must process daily," Häfliger adds. "Each order involves about 20 to 60 picks. Using paper lists made this process challenging, as employees never had both hands free. This led to errors and noticeably slowed down the workflow."
Häfliger and his colleagues wanted a hands-free solution that would speed up the picking process—but they couldn't afford the downtime of a complex IT project or the added time to train both regular and seasonal workers on a new system. The beauty of the voice-picking system was that it could be used by any worker without prior training—regardless of gender, accent, or dialect—and could be installed and up and running quickly. That's because the system uses deep neural networks—technology that simulates human brain activity, particularly pattern recognition—to learn and understand language instantly. The software acts as a voice assistant, guiding workers through the picking process via a headset and wearable computer—leaving workers' hands and eyes free for picking tasks. The technology can be integrated into any enterprise resource planning (ERP) system or warehouse management system (WMS) so that work flows seamlessly to the pickers on the floor.
Häfliger says the system proved to be "very easy and intuitive to use during testing, so it [was] ready to go immediately. This was one of the main reasons why we quickly decided on this system, as we employ many seasonal workers in addition to our core team. Long training periods are simply not an option for us."
Today, workers are picking faster, with fewer errors, and orders are moving more swiftly through the Näfels DC—Häfliger cites a double-digit increase in efficiency since switching from paper to voice.
ROBOTS TO THE RESCUE
Sometimes, DC operations call for even more automation to best respond to their picking challenges.
That was the case for contract logistics services specialist DHL Supply Chain when business leaders there were looking for a way to improve warehouse operations in the company's health-care fulfillment business.
Workers supporting one of DHL's health care-focused clients were using a manual, cart-based picking system that simply wasn't allowing them to keep up with the fast-paced facility's fulfillment demands. Pushing heavy carts long distances throughout the warehouse left associates fatigued at the end of the day, slowed the overall fulfillment process, and opened the door to errors. DHL Supply Chain leaders needed a system that would alleviate the physical strain on workers, cut cycle times, and improve quality. They turned to warehouse automation vendor Locus Robotics to solve the problem, ultimately deploying 100 autonomous mobile robots (AMRs) to boost picking operations.
Today, the AMRs work alongside pickers, directing them to bin locations throughout the warehouse via the most efficient path—eliminating the need for pickers to push those heavy carts long distances and allowing for hands-free picking directly into shipping boxes. The AMRs then deliver completed orders to the next stage of the process on their own.
DHL Supply Chain has been reaping big rewards since launching the AMR system in 2018. The "pick-to-box" approach has helped reduce errors by 50% and has boosted efficiency by eliminating the need for a separate packing area in the warehouse. Cycle time for orders has fallen by 60%, worker training time has decreased by 90%, and pickers are feeling less fatigued.
"By replacing carts with AMRs, DHL saw increased consistency in warehouse associate output, as the physical demands of walking long distances with heavy loads were minimized," leaders at Locus Robotics explained in a case study about the project. "By integrating [AMRs], DHL improved order quality, reduced operational touchpoints, and enabled rapid cycle times—all essential for a health care-focused supply chain."
Demand for AMRs and similar automated material handling equipment is unlikely to slow in the years ahead: The global market for logistics automation was valued at $34 billion last year and was projected to reach more than $37 billion this year, rising to an expected $81.5 billion in 2033, according to data published last fall by Straits Research. Hardware—which includes AMRs, automated storage and retrieval systems (AS/RS), automated sorting systems, and the like—is the driving force behind that market growth, according to the research.
Such anticipated demand circles back to those accelerating shipment volumes: The Straits research also found that more than a third of material handling executives said their primary need for implementing DC automation is to fill more orders—faster and at a lower cost.
Shippers are actively preparing for changes in tariffs and trade policy through steps like analyzing their existing customs data, identifying alternative suppliers, and re-evaluating their cross-border strategies, according to research from logistics provider C.H. Robinson.
They are acting now because survey results show that shippers say the top risk to their supply chains in 2025 is changes in tariffs and trade policy. And nearly 50% say the uncertainty around tariffs and trade policy is already a pain point for them today, the Eden Prairie, Minnesota-based company said.
In a move to answer those concerns, C.H. Robinson says it has been working with its clients by running risk scenarios, building and implementing contingency plans, engineering and executing tariff solutions, and increasing supply chain diversification and agility.
“Having visibility into your full supply chain is no longer a nice-to-have. In 2025, visibility is a competitive differentiator and shippers without the technology and expertise to support real-time data and insights, contingency planning, and quick action will face increased supply chain risks,” Jordan Kass, President of C.H. Robinson Managed Solutions, said in a release.
The company’s survey showed that shippers say the top five ways they are planning for those risks: identifying where they can switch sourcing to save money, analyzing customs data, evaluating cross-border strategies, running risk scenarios, and lowering their dependence on Chinese imports.
President of C.H. Robinson Global Forwarding, Mike Short, said: “In today’s uncertain shipping environment, shippers are looking for ways to reduce their susceptibility to events that impact logistics but are out of their control. By diversifying their supply chains, getting access to the latest information and having a global supply chain partner able to flex with their needs at a moment’s notice, shippers can gain something they don’t always have when disruptions and policy changes occur--options.”
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”
Logistics service provider (LSP) DHL Supply Chain is continuing to extend its investments in global multi-shoring and in reverse logistics, marking efforts to help its clients adjust to the challenging business and economic conditions of 2025.
The company’s focus on improving e-commerce parcel flows comes as a time when retailers are facing an array of delivery challenges—both international and domestic—triggered by a cascade of swift changes in reciprocal tariffs, “de minimis” import fees, and other protectionist escalations of trade war conditions imposed by the newly seated Trump Administration. While business groups are largely opposed to those policies, they still need strategies to accommodate those rules of the road as long as the new rules remain in place.
Accordingly, DHL last week released a new study on the growing importance of multi-shoring strategies that go beyond the classic “China Plus 1” philosophy and focuses on diversifying production and supplier locations even further, to multiple countries. This expanded “China Plus X” strategy can help companies build resilient supply chains by choosing more diverse production locations in response to global trade disruptions. The study offers five criteria for sourcing goods from countries outside China such as India, Vietnam, Hungary, and Mexico, depending on the procurement needs of each particular industry.
As the Trump Administration threatens new steps in a growing trade war, U.S. manufacturers and retailers are calling for a ceasefire, saying the crossfire caused by the new tax hikes on American businesses will raise prices for consumers and possibly trigger rising inflation.
Tariffs are taxes charged by a country on its own businesses that import goods from other nations. Until they can invest in long-term alternatives like building new factories or finding new trading partners, companies must either take those additional tax duties out of their profit margins or pass them on to consumers as higher prices.
The Trump Administration on Thursday announced it may impose “reciprocal tariffs” on any country that currently holds tariffs on the import of U.S. goods. That step followed earlier threats to apply tariffs on the import of steel and aluminum beginning March 12, another plan to charge tariffs on the import of materials from Canada and Mexico—now postponed until early March—and new round of tariffs on imports from China including a 10% blanket increase and the elimination of the “de minimis” exception for individual items under a value of $800 each.
Various industry groups say that while the Administration may have legitimate goals in ramping up a trade war—such as lowering foreign tariff and non-tariff trade barriers—applying a strategy of hiking tariffs on imports coming into America would inflict economic harm on U.S. businesses and consumers.
“This tariff-heavy approach continues to gamble with our economic prosperity and is based on incomplete thinking about the vital role ethical and fairly traded imports play in the prosperity,” Steve Lamar, president and CEO of The American Apparel & Footwear Association (AAFA) said in a release. “Putting America first means ensuring predictability for American businesses that create U.S. jobs; affordable options for American consumers who power our economy; opportunities for farmers who feed our families; and support for tens of millions of U.S. workers whose trade dependent jobs make our factories, our stores, our warehouses, and our offices function. Sweeping new tariffs — a possible outcome of this exercise — instead puts America last, raising costs for American manufacturers for critical inputs and materials, closing key markets for American farmers, and raising prices for hardworking American families.”
A similar message came from the National Retail Federation (NRF), whose executive vice president of government relations, David French, said: “While we support the president’s efforts to reduce trade barriers and imbalances, this scale of undertaking is massive and will be extremely disruptive to our supply chains. It will likely result in higher prices for hardworking American families and will erode household spending power. We encourage the president to seek coordination and collaboration with our trading partners and bring stability to our supply chains and family budgets.”
The logistics tech firm Körber Supply Chain Software has a common position. "The imposition of new tariffs, or the suspension of tariffs, introduces substantial challenges for businesses dependent on international supply chains. Industries such as automotive and electronics, which rely heavily on cross-border trade with Mexico and Canada, are particularly vulnerable,” Steve Blough, Chief Strategist at Körber Supply Chain Software, said in an emailed statement. “Supply chains that are doing low-value ecommerce deliveries will have their business model thrown into complete disarray. The increased costs due to tariffs, or the increased costs in processing time due to suspensions, may lead to higher consumer prices and processing times.”
And further opposition to the strategy came from the California-based IT consulting firm Bristlecone. “Tariffs or the potential for tariffs increase uncertainty throughout the supply chain, potentially stalling deals, impacting the sourcing of raw materials, and prompting higher prices for consumers,” Jen Chew, Bristlecone’s VP of Solutions & Consulting, said in a statement. “Tariffs and other protectionist economic policies reflect an overarching trend away from global sourcing and toward local sourcing and production. However, despite the perceived benefits of local operations, some resources and capabilities may simply not be available locally, prompting manufacturers to continue operations overseas, even if it means paying steep tariffs.”