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.
There’s no shortage of robotic material handling technology on the market today, and many organizations find themselves bombarded with solutions at trade shows and in other venues, enticing them toward automation, “Industry 4.0,” and the “smart” warehouse. The technological advances are impressive and the appeal great, leading many to seek out and implement robotic technology on a variety of levels.
But once a company decides to implement a particular robotic solution in its warehouse or distribution center—whether for picking, palletizing, automated truck unloading, or another task—it faces a critical next step: figuring out how to integrate that solution into its operation as part of a larger system. The technology will need to work with other equipment and infrastructure, including a longtime workhorse of the warehouse: conveyors.
Blending the tried-and-true with the up-and-coming is something conveyor manufacturers and systems integrators say is becoming a more important part of material handling system design.
“They must work hand in hand,” Tim Kraus, product manager for logistics and material handling at conveyor manufacturer Intralox, says of conveyors and robotics. “Even the most sophisticated lights-out order fulfillment designs have some supporting conveyor. The most cost-effective means to transport items—full cases, totes, individual items, packaged orders—in a consistent path is a simple conveyor.”
Kraus and other conveyor professionals say the convergence of robotics and conveyors can lead to increased productivity and quality while reducing error rates—factors that help improve a company’s competitiveness in today’s marketplace.
“If you look at all of those factors, the idea of integrating robots and conveyors has many benefits,” says Kevin Reader, director of business development and marketing for logistics solutions provider Knapp, pointing to software, design, and other technologies as keys to making it all work.
WORKING HAND IN HAND
Conveyor manufacturers are finding many ways to integrate with the plethora of robotic solutions on the market. As one example, Kraus says Intralox is working with e-commerce and parcel end-users and their integrators to “optimize the presentation of orders” to a robot—that is, conveying items to a robotic picking arm or sorter in a way that maximizes efficiency, accuracy, and, ultimately, payback of the robotic investment, which can be considerable.
“If a conveying system can optimize the conveying to that robot, it’s a huge opportunity” for customers, Kraus explains. “In some cases, you can see where an articulated arm is picking up an item, and if our conveyors and sorters can help singulate an item, presenting one thing at a time instead of a pile of items, that makes it easier for the robot.”
Barry Miller, integrator and subsystems manager for material handling equipment maker Interroll, agrees and adds that controlling the precise movement of a box on a conveyor helps in this regard as well. Advanced conveyor control systems make this possible, giving the systems integrator or robotics provider the ability to communicate efficiently with all aspects of the conveyor system so that items can be placed in the same spot over and over again to accommodate the robotic solution in use.
“Robots thrive off of repetition,” Miller explains. “So, if we can stop that box in the same location every time and make it easy for the integrator to do, then we’ve provided a proven solution” that can maximize productivity and efficiency.
FINDING COMMON GROUND
Palletizing is one of the most common applications in which conveyors and robotics converge, Miller adds, explaining that products are conveyed to a robot that then builds the pallets. In more complex applications, systems can feed cases of products to robots for picking and palletizing, and then convey the pallets farther down the line to forklift operators for truck loading. He says some integrators are blending conveyors and automated guided vehicles (AGVs) in unique ways as well.
Kraus agrees and offers additional examples of ways in which the technologies could work together. For instance:
A robotic operation to piece-pick individual items for order fulfillment out of totes might need a storage and retrieval system and supporting conveyor with right-angle transfers that can quickly deliver and exchange totes. If the supporting conveyor system can’t operate fast enough, it may require more robots to achieve the required throughput during peak seasons.
A robotic operation designed to pick up completed e-commerce orders for sortation will operate faster and with greater accuracy if the orders can be presented individually rather than in a large pile. It’s often cost and space prohibitive to keep orders completely singulated when they’re being conveyed to the robot, but conveyors and sorters can thin out this bulk flow and present it to the robot in a way that, again, keeps the robot working efficiently and optimizes the investment.
Traditionally, nonconveyable items that are large, irregularly packaged, or unstable eat up a disproportionate amount of labor in a material handling system. Many operations are looking for ways to reduce this labor, and they are looking at mobile robotics as an option. But getting these nonconveyable items to and from the robots can still be a manual-intensive process, Kraus says. Customers are looking for ways in which a conveyor system can work in conjunction with these systems to help minimize the strain and stress on a reduced available labor pool. The conveyor systems might be designed to feed or take items away from the robot.
Simplicity of operation is also an important factor. Reader adds that integrating the various software and controls involved in a material handling system becomes even more complex when robotics enter the mix; despite that challenge, every system must be streamlined and simple in its execution.
“This is not a trivial integration,” Reader says of robotics and material handling in general. “In order to make it streamlined and simple, the core technology behind it is quite complex. But it needs to be simple to execute from a customer perspective. That’s the challenge.”
Such challenges are likely to intensify as robotics take on a larger role in the warehouse and DC, Miller adds.
“Over the last few years, robots have become a major player in automation—in collaboration with conveyors and conveyor equipment,” he says. “As we move into what everyone calls ‘Industry 4.0’ and automating more things, you see more and more robots. And those robots are no good without equipment to feed them.”
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Freight transportation sector analysts with US Bank say they expect change on the horizon in that market for 2025, due to possible tariffs imposed by a new White House administration, the return of East and Gulf coast port strikes, and expanding freight fraud.
“All three of these merit scrutiny, and that is our promise as we roll into the new year,” the company said in a statement today.
First, US Bank said a new administration will occupy the White House and will control the House and Senate for the first time since 2016. With an announced mandate on tariffs, taxes and trade from his electoral victory, President-Elect Trump’s anticipated actions are almost certain to impact the supply chain, the bank said.
Second, a strike by longshoreman at East Coast and Gulf ports was suspended in October, but the can was only kicked until mid-January. Shipper alarm bells are already ringing, and with peak season in full swing, the West coast ports are roaring, having absorbed containers bound for the East. However, that status may not be sustainable in the event of a prolonged strike in January, US Bank said.
And third, analyst are tracking the proliferation of freight fraud, and its reverberations across the supply chain. No longer the realm of petty criminals, freight fraudsters have become increasingly sophisticated, and the financial toll of their activities in the loss of goods, and data, is expected to be in the billions, the bank estimates.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
A measure of business conditions for shippers improved in September due to lower fuel costs, looser trucking capacity, and lower freight rates, but the freight transportation forecasting firm FTR still expects readings to be weaker and closer to neutral through its two-year forecast period.
Bloomington, Indiana-based FTR is maintaining its stance that trucking conditions will improve, even though its Shippers Conditions Index (SCI) improved in September to 4.6 from a 2.9 reading in August, reaching its strongest level of the year.
“The fact that September’s index is the strongest since last December is not a sign that shippers’ market conditions are steadily improving,” Avery Vise, FTR’s vice president of trucking, said in a release.
“September and May were modest outliers this year in a market that is at least becoming more balanced. We expect that trend to continue and for SCI readings to be mostly negative to neutral in 2025 and 2026. However, markets in transition tend to be volatile, so further outliers are likely and possibly in both directions. The supply chain implications of tariffs are a wild card for 2025 especially,” he said.
The SCI tracks the changes representing four major conditions in the U.S. full-load freight market: freight demand, freight rates, fleet capacity, and fuel price. Combined into a single index, a positive score represents good, optimistic conditions, while a negative score represents bad, pessimistic conditions.