Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
A near full-employment economy is making it difficult to find warehouse help and driving more companies toward automated solutions that can ease the labor crunch and speed operations throughout the facility. Such solutions are becoming increasingly common for storing and retrieving inventory as well as picking and packing orders, but there’s one area of the warehouse where automated equipment is still pretty scarce: the loading dock.
The main reason? An inconsistent environment. Trucks and trailers come in different shapes and sizes, and their contents often vary in weight, shape, and size as well. On top of that, items may have been loaded inconsistently, making it even more difficult to locate and extract specific boxes or pallets. It’s tough to apply machine-based solutions in such a variable environment, according to Tim Criswell, senior vice president of innovation and technology development for Daifuku Wynright Corp., which makes and installs material handling solutions, including robotic truck loading and unloading equipment.
“When you’re trying to automate [operations in] trailers specifically, there’s much more variety in the location of the products you’re trying to move and [in] their size and shape and position within the trailer,” Criswell says, explaining the difficulty of developing technology that can grasp and move a variety of items without damaging articles around them or bumping into trailer walls, for instance. “All those things are easy for a human to do, [but it’s] more challenging to automate that process.”
Easy for humans to do, yes, but not so enjoyable in practice. Loading or unloading hundreds of heavy boxes, often in extreme temperatures, makes the loading dock an area of high employee turnover for many operations—and a prime driver of what Criswell and others describe as a steadily growing interest in robotic truck loading and unloading solutions. DC Velocity asked industry experts to weigh in on where the technology stands today and what may be holding it back from widespread adoption. They identified three key challenges.
CHALLENGE #1: VARIETY
The deployment of automated truck loading and unloading equipment remains fairly limited, largely because of the need to accommodate a wide variety of items in a changing environment. As Criswell explains, the technology thus far has been best suited to operations that handle a high volume of a limited number of stock-keeping units (SKUs), where the items are loaded on pallets or in similarly sized cases and boxes. The most common solutions involve a robotic arm and conveyor operating inside the trailer. In loading applications, boxes and cases are fed into the trailer on the conveyor; a robotic arm at the end of the conveyor picks up the boxes individually and stacks them systematically from back to front. Unloading works much the same way, with a robotic arm picking up individual cases and/or boxes and depositing them on an outbound conveyor. Solutions are customized to meet specific needs and loading/unloading environments.
The method works well for high-volume operations than can justify the steep cost of the technology—including cargo container import operations, which are pretty much the “sweet spot,” Criswell says—but not so well in applications that call for unloading a large variety of SKUs. That’s why today’s challenge in developing truck loading and unloading solutions lies in refining the technology to create an off-the-shelf version that can handle a more diverse product mix. The key to that—especially for unloading applications—is utilizing today’s 3D vision technology, which allows engineers to program equipment that can “see” into the trailer and adjust its grasping and retrieval mechanisms to fit the specific application.
CHALLENGE #2: FRAGILITY
Companies are beginning to make headway on new loading and unloading methods that can address the varied conditions on the loading dock. One of the newest trends involves technology that loads and unloads boxes quickly, though not necessarily gently. In unloading applications, for example, such solutions have a robotic arm that incorporates vacuum technology that can quickly “grab and toss” items onto an outbound conveyor.
The process increases the number and variety of items a system can handle and boosts throughput, allowing the technology to be applied to more unloading situations and making the economics more attractive to customers, Criswell explains. But it’s hardly a universal solution. While such systems work well in operations that handle relatively sturdy items—including parcel environments, where robust packaging makes it possible to grab and toss items—they’re not well suited to operations that handle fragile products, like cases of wine or boxes of glassware.
“The challenge is that it can damage products because you’re not identifying them and being careful to pick up a case at a time,” Criswell says. “You’re grabbing what you can and letting it fall, so, depending on the product, there’s a possibility of damage.”
Such challenges illustrate the difficulty—though not the impossibility—of applying robotic automation to the loading dock, adds Joe Zoghzoghy, chief technology officer for Bastian Solutions, a material handling systems integrator that also develops robotic truck loading and unloading equipment.
“[Robotic loading and unloading] is not a solution that you can provide right away to customers because it’s a very complicated setup,” he says, emphasizing the need to tailor solutions to different clients and their varying requirements. “[But] a lot of people are trying to figure it out and get it to a point where it can be scaled up. … There are a lot of challenges, but it’s only a matter of time.”
The fast pace of advancing technology is helping to move the process forward. As technological capabilities expand and costs come down, designers and engineers have a wider variety of tools at their disposal and can create more flexible, affordable solutions, Zoghzoghy adds.
CHALLENGE #3: ROI
As Zoghzoghy notes, cost still remains the biggest obstacle to widespread adoption of automated truck loading and unloading solutions. Although implementation costs can vary widely depending on a company’s needs, experts warn that the outlay can be considerable. Nonetheless, demand for such solutions is only going to increase.
Statistics on the warehouse automation market in general bear this out, with some projections showing the overall market for automation will more than double by 2025—reaching $27 billion compared with $13 billion in 2018. What’s more, the market for collaborative robots—those that work alongside humans—is set to increase to $5.6 billion in 2027 from $550 million in 2018, according to research firm Interact Analysis, which says the majority of that growth will be driven by the logistics sector. Today, material handling, assembly, and pick-and-place applications of all kinds account for about three-quarters of the collaborative robot market, the company said in a 2019 report.
It only makes sense that the loading dock will eventually see its fair share of that investment.
“The trend is that technology is getting better and more cost-effective, the labor shortage is making demand from customers greater, and at some point, those lines cross and the idea is that it becomes more broadly used in the market,” Criswell says.
Zoghzoghy agrees.
“I definitely see this type of robotic solution becoming more common on the [loading] dock over the next few years. But I don’t think it will be overnight; it will be a process,” he says. “A lot of people are excited to see this type of technology within their hands, and we are working hard to get it out there.”
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.