Robotic storage and fulfillment technology provider AutoStore gained a powerful new financial backer yesterday, announcing that the Japanese technology conglomerate SoftBank Group Corp. had paid $2.8 billion to buy a 40% stake in the company and plans to help the company “aggressively expand” into new markets.
SoftBank bought the shares from existing investors Thomas H. Lee Partners L.P. (THL), EQT Private Equity, and other shareholders. Despite the large size of the deal, private equity firm THL will continue to be AutoStore’s majority shareholder. And THL, SoftBank, and EQT will each have representatives on Norway-based AutoStore’s board of directors.
New investor Softbank also owns broad holdings in a variety of logistics technology firms, including stakes in the warehouse robotics and automation provider Berkshire Grey, robotics vendor Boston Dynamics, third-party logistics (3PL) provider ShipBob, artificial intelligence (AI) firm Brain Corp., technology vendor Simbe Robotics Inc., and autonomous mobile robot (AMR) vendor Fetch Robotics Inc.
“We view AutoStore as a foundational technology that enables rapid and cost-effective logistics for companies around the globe. We look forward to working with AutoStore to aggressively expand across end markets and geographies,” Masayoshi Son, chairman & CEO of SoftBank, said in a release.
AutoStore says its automated storage and retrieval systems (AS/RS) and software create a high-density cube of robotic inventory storage, allowing customers to either store four times the inventory in the same space, or pack all of their existing inventory in 25% of the space. The company says its customer base has with more than 600 installations and 20,000 robots across 35 countries.
The move comes just a week after AutoStore said it had teamed with systems integrator Bastian Solutions to provide an automated micro-fulfillment center (MFC) for the Asian-American specialty grocer H Mart. In that deal, AutoStore will support H Mart’s online grocery operations in Carlstadt, New Jersey. AutoStore will install its solution at the back of the store, enabling the retailer to reduce the average distance between the MFC and the customer, supporting both in-store pickup and rapid home delivery for a range of grocery packaged goods along with fresh and frozen items.
Although it reduced the size of its holding in AutoStore, THL remains bullish on logistics tech, with holdings that include the supply chain visibility platform FourKites, inventory automation provider Material Handling Systems Inc. (MHS), and the supply chain systems design and integration firm Fortna Inc.
Amazon package deliveries are about to get a little bit faster—thanks to specially outfitted delivery vans and the magic of AI.
Last month, the mega-retailer introduced its Vision-Assisted Package Retrieval (VAPR)solution, an AI (artificial intelligence)-powered system designed to cut the time it takes drivers to retrieve packages from the back of the van.
According to Amazon, VAPR kicks in when the van arrives at a delivery location, automatically projecting a green “O” on all packages that will be delivered at that stop and a red “X” on all other packages. Not only does that allow the driver to find the right package in seconds, the company says, but it also eliminates the need to organize packages by stop, read and scan labels, and manually check the customer’s name and address to ensure they have the right parcels. As Amazon puts it, “[Drivers] simply have to look for VAPR’s green light, grab, and go.”
The technology combines artificial intelligence (AI) with Amazon Robotics Identification (AR-ID), a form of computer vision originally developed to help fulfillment centers speed up putaway and picking operations. Linked to the van’s delivery route navigation system, AR-ID replaces the need for manual barcode scanning by using specially designed light projectors and cameras mounted inside the van to locate and decipher multiple barcodes in real time, according to the company.
In field tests, VAPR reduced perceived physical and mental effort for drivers by 67% and saved more than 30 minutes per route, Amazon says. The company now plans to roll out VAPR in 1,000 Amazon electric delivery vans from Rivian by early 2025.
We are now into the home stretch of the holiday shopping season—the biggest retail bonanza of the year. By now, many shoppers have already made their purchases and are putting the final touches on their gifts. Some of us procrastinators have not even started. Isn’t that why online shopping was invented?
Here are some interesting facts about Americans’ holiday shopping patterns. The National Retail Federation estimates that consumer spending for the holidays will average $902 per person. Some $641 of that will be for gifts, with the remainder spent on food, decorations, and other holiday items.
Many of those purchases will be online, where more than 21% of all consumer transactions now occur. A recent report from DHL eCommerce reveals that 61% of U.S. shoppers buy online at least once a week, and 84% browse online one or more times a week.
We also buy a range of goods that way—63% buy clothing and footwear through e-commerce sites, according to the DHL report. Next most popular were consumer electronics at 33%, followed by health supplements at 30%.
That first category is interesting, because apparel and footwear are also among the most widely returned items, especially when bought as gifts. Either they don’t fit properly, or they aren’t quite what the recipients had in mind—which means that each January, retailers must cope with a flood of returns.
Of course, returns are not a seasonal phenomenon; consumers return goods—particularly those bought online—year round. Between 25% and 35% of all goods purchased via e-commerce are returned, depending on whose figures you believe. By comparison, only 8% to 9% of products bought in stores, where we can see the actual items and try on clothing and shoes, end up being returned.
Try-ons are not possible with apparel sold online, which leads to the common practice of “bracketing,” where customers order an item in multiple sizes, pick the one that fits best, and send back the rest. The seller typically absorbs the reverse logistics costs—and those costs can be significant. The retail value of returned consumer items totals around $745 billion each year. According to Narvar, a company that helps retailers manage the post-purchase customer experience, more than 90% of returned products have nothing wrong with them. They simply weren’t wanted or needed.
So as you make those final holiday selections, help your fellow supply chain professionals. Choose your gifts wisely to reduce the chances they’ll be returned. And remember, gift cards are always nice.
The private equity-backed warehousing and transportation provider Partners Warehouse has acquired PSS Distribution Services, a third-party logistics (3PL) provider specializing in warehousing, distribution, and value-added services on the East Coast, the company said today.
The move expands Partners Warehouse’s reach from its current territories, which stretch from its Elwood, Illinois, headquarters to its two million square feet of warehousing and rail transloading facilities across eight locations in Illinois, California, and Dallas.
In addition to adding East Coast operations to that footprint, the move will also strengthen Partners’ expertise in the food and ingredients sector, enhance its service capabilities, and improve the business’ capacity to support existing and new clients who require a service provider with a national footprint, the company said.
From its headquarters in Jamesburg, New Jersey, PSS brings experience across industries including food, grocery, retail, food service, direct store distribution (DSD), and e-commerce. The company is known for its state-of-the-art facilities and food-grade warehousing options.
“This acquisition marks a significant milestone in Partners Warehouse’s expansion strategy,” Nick Antoine, Co-Founder, Co-CEO, and Managing Partner of Red Arts Capital, said in a release. “The addition of PSS enables us to grow our capacity and broaden our service offerings, delivering greater value to our clients at a time when demand for warehousing space continues to rise.”
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Photo courtesy of the Association of Equipment Manufacturers (AEM)
Think you know a lot about manufacturing? Your hard-won knowledge might be about to pay off in the form of a brand-new pickup truck. No, you don’t have to physically assemble the vehicle. But you could win a Ford F-150 by playing an industry-themed online game.
The organization says the game is available to anyone in the continental U.S. who visits the tour’s web page, www.manufacturingexpress.org.
The tour itself ended in October after visiting 80 equipment manufacturers in 20 states. Its aim was to highlight the role that the manufacturing industry plays in building, powering, and feeding the world, the group said in a statement.
“This tour [was] about recognizing the essential contributions of U.S. equipment manufacturers and engaging the public in a fun and interactive way,” Wade Balkonis, AEM’s director of grassroots advocacy, said in a release. “Through the Manufacturing Challenge, we’re providing a unique opportunity to raise awareness of our industry and giving participants a chance to win one of the most iconic vehicles in the country—the Ford F-150.”
Makers of robotic truck-unloading solutions are refining their offerings now that the technology is being used in many warehouses—and that means solutions are getting “smarter” and more adept at handling challenges that arise in real time. Increased handling capabilities, better dexterity, and even more autonomy are at the heart of the updates.
“There are certain behaviors you don’t see in the lab but you do see in the real world,” explains Pete Blair, vice president of product and marketing for Cambridge, Massachusetts-based Pickle Robot, which completed its first commercial installation in the summer of 2023 and now has roughly 12 truck-unloading robots up and running around the country. “We’ve been improving the system over that time period. Right now, [we’re] moving forward with the next generation of the robot.”
As of this past fall, all customers had been upgraded to the new robot, which features better wheels on its custom-built base, a sturdier onboard conveyor, additional sensors, and an improved gripper, according to Blair. The updates are making the robot more efficient and are in line with enhancements other robotic developers are making as well—all in the name of automating one of the toughest jobs in the warehouse.
“This technology is something [warehouses have] wanted for so long,” Blair says, emphasizing the difficulty of manually unloading box after box from a trailer, often in extreme temperatures. “The value at the end of the day is just so big and easy to recognize. [Truck unloading] remains one of the worst jobs in the warehouse … these jobs are getting harder and harder to fill.”
SMOOTHING OUT THE PROCESS
Pickle’s truck-unloading robot consists of a robotic picking arm on a wheeled base, with sensors, cameras, and an advanced software system that enable it to move boxes of different shapes and sizes out of trailers and into the warehouse. The robot, whose gripper can handle cartons measuring up to 36 inches long, 24 inches high, and 24 inches wide, can retrieve boxes weighing up to 60 pounds from high up in the trailer and handle floor-loaded boxes of up to 100 pounds. The robot then places the items on a flexible conveyor that moves them into the warehouse for the next step in the receiving process.
Some of the next-generation updates are part of ongoing refinements to the system—such as the ability to move smaller items, perform multipick moves, and recover boxes that fall on the floor during unloading. Today, Pickle’s robot can grip items as small as six-inch cubes for multipick moves, for example. And it can autonomously respond to changing conditions in the trailer, just as a human would.
“If you pick something and something shifts and falls on the floor, the robot picks it up, just takes care of it,” Blair explains. “We had been field testing that function; now we can do it.
“We’re making the robot smarter, making it do things differently—with more sophisticated path-planning algorithms. Now it can make more sophisticated moves that are more efficient, faster—grabbing two things rather than one, for example.”
Other changes are a direct result of the robots actively working in the field. For example, the robot’s gripper is designed to break away if it’s under too much stress, but users found that the process of reattaching the gripper was difficult and time-consuming—and ultimately slowed the unloading process.
“This has been completely redesigned and is now a one-minute fix,” Blair says.
BUILDING A SYSTEM
Global robotics supplier Mujin is also continuing to refine its truck-unloading solution—TruckBot. Although the developer does not disclose the number of TruckBots in use around the world, company leaders say user feedback from pilot tests and recent rollouts is playing a large role in refining the system. Mujin is working to improve the robot’s capacity—so that it can handle an increasing array of sizes, shapes, and weights—and also ensure that the TruckBot, which is part of a larger effort to automate the entire inbound logistics workflow, can operate effectively alongside other types of warehouse robots, according to Josh Cloer, vice president of sales and marketing.
“Truck unloading is only part of the challenge; [you also have to consider] what happens next [in a warehouse’s inbound freight operation],” Cloer explains, pointing to downstream functions such as sorting the unloaded boxes and building pallets. “We focus on areas where we can solve all those problems.”
The company starts with its MujinController, a robotic platform that powers its products and allows them to work autonomously. TruckBot is different from other unloading solutions in that it doesn't use a robotic arm to grab and move boxes—instead, it uses advanced gripper technology attached to a standard telescoping conveyor. Powered by the controller, and using sensors and advanced software, TruckBot can reach as far as 52 feet into the truck trailer, grasping boxes weighing up to 50 pounds from the front and seamlessly transferring them to the conveyor, which transports the packages into the warehouse. Cloer says the design allows for faster unloading so that warehouses can turn those trailers around quickly: TruckBot can move up to 1,000 cases per hour.
Although customers can use TruckBot on its own, the robot is designed to work in concert with Mujin’s other robots—including its automated case-handling solution, called QuickBot, which can depalletize, palletize, and repalletize boxes in the warehouse. The combination allows for a smoother, more efficient inbound process.
“We provide the whole inbound automation solution,” Cloer explains. “We put these processes in parallel—unloading and palletizing really fast and sorting downstream.”
On the human side of the equation, labor can be reallocated from the loading dock to other parts of the warehouse. Cloer notes that many warehouses have multiple workers in a trailer performing the unloading tasks along with another set of workers handling the removal of boxes and building pallets. Automation solves that challenge.
“You can more greatly reduce the [number] of operators you need on the inbound side of the warehouse,” he says.
MAKING STRIDES
Vendors agree that interest in robotic truck unloading is growing as more systems are put in place. Quite simply, the ability to show systems in action, achieving real results, helps seal more deals, according to Blair.
“Being able to show other prospects … just [gives] the whole market confidence that this is ready for prime time,” he says, adding that Pickle just signed three more deals with customers this past summer. “Being able to automate this function—it remains a huge interest for a broad swath of customers.”