Demand for microfulfillment centers has cooled alongside a leveling off of e-grocery sales, but growth opportunities for the technology remain, experts say.
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.
It wasn’t long ago that the term “microfulfillment center,” or MFC, frequently cropped up in logistics industry conversations. The trend reflected a need for local inventory sources that could fill accelerating demand for last-mile delivery as e-commerce surged during the Covid-19 pandemic, especially in the grocery market.
You hear the term far less frequently today. Demand for MFCs has softened alongside steadying e-grocery sales over the past few years, but experts say the market for microfulfillment remains strong, with emerging opportunities that hold promise for equipment vendors and e-commerce players alike.
“A lot of the growth [in MFCs] pulled forward during the pandemic. Grocers had to service this channel that they hadn’t paid attention to or that was a small portion of their business,” explains Greg Lary, senior sales manager for logistics technology vendor Knapp, which was an early leader in supplying shuttle-based microfulfillment systems to grocers around the world. “Recent data [show that] demand has leveled off. We’re not seeing major spikes like during the pandemic. We expect to see more of a sustained volume [moving forward].”
Indeed, monthly e-grocery sales have softened since the pandemic days, according to data from the Brick Meets Click/Mercatus Grocery Shopping Survey, an independent research project that tracks online grocery trends. Monthly e-grocery sales were $6.5 billion in March of 2020 and hit a peak of $9.3 billion in March of 2021. Monthly sales have declined or been flat since, although they remain well above those 2020 levels—sales fell to $8 billion in March of 2023 and remained there this past March, 23% above where they were at the onset of the pandemic.
“The new behavior of the consumer is becoming more ingrained,” Lary says. “E-grocery is here to stay and should be considered in the growth plans of our grocery customers.”
Lary and others say microfulfillment technology can help companies address those needs in grocery and beyond. They point to growth opportunities across retail, including the pharmacy and even the auto-parts sectors, as the MFC market continues to evolve and businesses seek more efficient ways to serve customers. Here’s a look at some of the latest trends shaping demand for microfulfillment.
THE CASE FOR FLEXIBILITY
An MFC is a small-scale, automated facility used by e-commerce businesses to store inventory closer to the end-consumer, allowing companies to reduce transportation costs and transit times. MFCs often consist of robotic shuttle-based automated storage and retrieval systems (AS/RS) with manual or technology-assisted picking stations, but they can also incorporate other technologies, including autonomous mobile robots (AMRs), as part of a goods-to-person picking system. The key is that the systems are smaller in scale than what you’d find in a typical warehouse or fulfillment center and are often located in dense, urban areas. They can also be built inside larger warehouses or in the backrooms or storage areas of retail outlets.
One of the biggest challenges associated with MFCs is return on investment (ROI), says Matt Kelly, director of business development and strategic partnership at automated warehouse solutions provider Hai Robotics, which offers an autonomous case-handling mobile robot (ACR) solution for microfulfillment. Kelly describes that solution, the company’s HaiPick system, as an ACR-driven AS/RS.
“I think [microfulfillment] went through a lot of hype … and now businesses are figuring out if it’s the right decision, because it’s very expensive,” Kelly says, emphasizing the low per-item cost of most grocery merchandise compared to the high cost of installing microfulfillment equipment and technology, especially the infrastructure required in fixed-automation solutions. “ROI is really the issue.”
In light of that, flexibility has become a key attribute in microfulfillment, according to Lary, of Knapp. Modular systems that can be easily expanded or adjusted are often the best way to ensure customers make the most of their investment, he says.
“One of the biggest challenges [early on] was [the customers’] real estate requirements,” Lary says, explaining that Knapp’s early MFC designs featured a single layout that didn’t always fit the customer’s space. “One of the costliest parts [of a system] are the modifications that have to be made to the real estate. We realized we needed to be more flexible.”
Today, Knapp’s shuttle-based microfulfillment AS/RS can be customized to accommodate those differences and scaled to adjust to changing business demands: Customers can mix and match totes, trays, and cartons of various shapes and sizes; add racks when they need more storage capacity; and add shuttles for higher performance. This enables customers to design a system that fits their space requirements and budget. Oftentimes, they start small and add to the system over time.
“[It’s] less about ‘here’s what we have’ and more about fitting and using the space,” Lary explains, adding that the Knapp system can also incorporate AMRs—a technology that’s gaining traction in microfulfillment primarily because of its flexibility.
Hai Robotics’ ACRs are a case in point: The mobile robots consist of a base with a tower or ladder-like structure attached for transporting multiple containers at a time. The ACRs come in various styles and heights, with some capable of reaching as high as 39 feet. The robots retrieve cases or cartons from storage shelves and deliver them to workstations staffed by humans for picking and packing. The system’s software allows the robots to identify and retrieve specific totes or cartons within a storage system rather than moving an entire rack or shelf—differentiating Hai’s system from similar, shelf-to-person AMR solutions. The system allows more flexibility than fixed-infrastructure automation, Kelly explains, adding that, to date, Hai Robotics has implemented microfulfillment solutions for customers in the grocery, cosmetics, and e-commerce apparel industries around the world.
Matt Inbody, vice president, global execution excellence for supply chain automation specialist Dematic, agrees that the move toward AMRs will be a key trend in microfulfillment moving forward.
“The trend is toward efficient and cost-effective solutions. Lower-investment systems, such as AMR shelf-to-person solutions, are gaining popularity due to their appealing balance of automation and cost,” he says. “While many systems are still in development and refining their models, the future looks bright for these innovative solutions.”
Yet despite that generally rosy outlook, the grocery industry still faces one big barrier to microfulfillment ROI: cold storage. Kelly explains that, for many companies, the automated equipment that is the cornerstone of microfulfillment often stops short at the freezer because of the high cost of robotic solutions capable of working in extreme temperatures.
“It’s super expensive—and there’s not a lot of technology that can [operate] in that environment,” he says. “Freezer equipment for that application is substantially more expensive than having human beings walking around.”
NEW MODELS, NEW MARKETS
In-store fulfillment holds promise for the MFC market, according to Kelly and others, who say that turning retail storage areas into minifulfillment centers answers the call for systems that support both click-and-collect business and last-mile delivery—both of which are here to stay despite a return to in-store shopping post-pandemic.
“There is a lot of discussion around in-store fulfillment, which is a form of microfulfillment,” Kelly explains. “[You can] deploy a standard system that works much like a warehouse, but it’s in the store.”
Lary agrees, noting that much of the traditional microfulfillment market was designed for that purpose, whether it meant building standalone MFCs in dense, urban areas or carving out space for them in stores. E-grocery will continue to drive that trend, but other growth areas include convenience stores, pharmacies, general retail, and industrial parts—including parts used in the automotive and HVAC industries. Hub-and-spoke models—in which retailers use warehouses with larger automated systems to supply orders to stores—remain popular as well.
“We are seeing both of those models being applied—especially in denser, affluent areas,” Lary says.
Inbody, of Dematic, agrees, adding that flexibility and simplicity are key to making microfulfillment work at all levels, in all situations.
“Simple, easy-to-interface automation will drive the future of microfulfillment centers, reducing the need for large, fixed-automation units,” he says. “We anticipate continued growth in urban-based high-density systems, especially in [affluent] areas with a high population density. The evolving landscape of urban and suburban office spaces will also play a crucial role in the real estate aspect of urban fulfillment centers.”
The news that e-commerce microfulfillment specialist Takeoff Technologies filed for Chapter 11 bankruptcy this past spring raised questions about the strength of the microfulfillment market—but at least one of Takeoff’s business partners says the move is not an indicator of the sector’s strength.
Logistics technology vendor Knapp has partnered with Takeoff Technologies on microfulfillment projects since 2017 and extended that partnership as recently as February, adding a modular product portfolio to provide grocery retailers with right-sized automation for high-, mid-, and low-volume facilities. Greg Lary, senior sales manager at Knapp, said the bankruptcy news was a surprise to Knapp and that future projects with Takeoff are on hold, although Knapp continues to service existing projects the companies developed together.
“We were one of the creditors financially impacted. It was a surprise to the organization for sure,” Lary says, adding, “Our relationship is good, [but] we are not actively pursuing more projects through Takeoff while they figure out how and if they go forward.”
At press time, Takeoff was still pursuing the sale of its assets.
“I think the situation is going to raise concern about the condition of microfulfillment in the industry in general, and I think, at a surface level, I can understand why,” Lary adds. “But I don’t think Knapp, as an organization, sees Takeoff’s situation [as a reflection of] e-grocery [demand] or how Knapp plans to invest. We still see the channel as being viable and grocers invested in it; [and] automation is part of it. The vision still makes sense, even though Takeoff has some challenges at the moment.”
Its latest expansion adds both specialized U.S./Mexico cross-border and international trade compliance services. "JAMCO's capabilities align perfectly with our growth strategy and commitment to providing comprehensive, highly specialized premium logistics solutions,” Imperative CEO Dante Fornari said in a release. “JAMCO will significantly enhance our service offering by adding highly differentiated and integrated cross-border trade and logistics services. We'll be better positioned to support existing customers who manufacture in Mexico while providing JAMCO clients with our expedited mission-critical shipping and global forwarding capabilities."
According to Imperative, that move is significant because Laredo, Texas-based JAMCO is well located to serve the growing nearshoring trend that saw Mexico become the largest trading partner of the United States in 2023, surpassing China with over $800 billion in trade value. Amid that growth, Laredo, Texas, has also solidified its role as the top U.S. port, measured by trade value, representing approximately 40% of all U.S.-Mexico trade flows.
Seagull Software, which makes “BarTender” label management software, today said it has combined with Mojix, a provider of item-level inventory management and traceability.
As a single company, the combined firms will offer new capabilities in end-to-end supply chain management, leveraging BarTender’s global customer base and value-added channel partner network with more than 250,000 customers across 175 countries.
“We believe that labeling is the key to addressing the traceability challenge,” Dan Doles, now acting CEO and Director of Seagull, said in a release. “BarTender’s labeling software is ubiquitous at the front end of the supply chain, enabling the printing of more than 100 billion labels each year. By combining with Mojix, we will capture and track that data through the supply chain, providing unparalleled item-level traceability and visibility.”
That approach will allow the partners to provide their customers with value-added solutions for compliance, sustainability, serialization, and inventory and asset management requirements across the supply chain ecosystem, according to Chris Cassidy, the newly appointed Chief Revenue Officer of Seagull.
The features are based on SAP’s “generative AI copilot” platform called Joule, launched about a year ago. The latest upgrades to that product add collaborative AI agents that truly speak the language of business, expand Joule’s capabilities to support 80% of SAP’s most-used business tasks, and embed Joule more deeply within the company’s portfolio.
Specifically, collaborative multi-agent systems can now deploy specialized AI agents to tackle specific tasks and enable them to collaborate on intricate business workflows, adapting their strategies to meet shared objectives. SAP is infusing Joule with multiple collaborative AI agents that will combine their unique expertise across business functions to collaboratively accomplish complex workflows. These AI agents enhance productivity by breaking down silos and freeing workers to concentrate on areas where human ingenuity thrives.
And Walldorf, Germany-based SAP also said it had met its goal to train workers how to use those powerful new AI tools by upskilling 2 million people worldwide by 2025. That approach has lowered the world’s digital skills gap through role-based certifications, free training materials, and hands-on opportunities for developers. To continue that program, SAP says it will continue to expand its portfolio of AI-related learning opportunities, including courses on generative AI, AI ethics, and the company’s advanced AI tools and platforms.
For players in the drug distribution business, the countdown is on. In less than two months, every business involved in the pharmaceutical supply chain must be fully compliant with the Drug Supply Chain Security Act (DSCSA)—a 2013 law containing strict traceability requirements for the distribution of certain prescription drugs. Over the past decade, the DSCSA has been implemented in phases, but now the clock is running out. The law takes full effect on Nov. 27, barring any further adjustments or delays.
Among other measures, the DSCSA requires drug manufacturers to affix a unique product identifier, essentially a barcode, to every package so it can be tracked and traced during its journey through the supply chain. To thwart drug counterfeiters, the new law further requires wholesalers and drug dispensers to verify the validity of products they handle to assure they are genuine.
Is the pharmaceutical industry ready for all this? To find out, we spoke with Elizabeth Gallenagh, general counsel and senior vice president, supply chain integrity at the Healthcare Distribution Alliance(HDA), a national organization that represents U.S. health-care distributors. In addition to serving as HDA’s chief legal officer, Gallenagh is also the group’s primary expert on prescription drug traceability, supply chain safety and integrity, distributor licensure, and tax issues. She is a graduate of the George Mason University School of Law and George Washington University.
Gallenagh recently spoke with David Maloney, **{DC Velocity’}s group editorial director, about the enactment of DSCSA for an episode of the “Logistics Matters” podcast.
Q: First of all, can you tell us a little bit about the Healthcare Distribution Alliance?
A: Yes, the Healthcare Distribution Alliance, or HDA, is a national trade organization representing pharmaceutical distributors, also known as wholesalers. We have about 40 members that purchase drugs from manufacturers. They store the products in their warehouses and then fill orders for pharmacy customers throughout the country.
Q: The Drug Supply Chain Security Act will go into final effect in November. What’s the intent of the legislation?
A: The Drug Supply Chain Security Act—or as we call it, the DSCSA—is a law that was enacted in 2013. Its intent was to put together a national framework for drug supply chain security, essentially to enable a tighter, safer, more secure supply chain for the domestic U.S. market.
It involves all trading partners and ultimately will create an interoperable system that enables investigations by tracing a product with every transaction or sale of that product throughout the supply chain, down to the provider level.
Q: What are the law’s major requirements?
A: The law was actually phased in over a period of about 10 years. Many of the major requirements went into effect throughout that initial 10-year period—things like requirements mandating that manufacturers serialize their products and stipulating that trading partners only do business with other authorized trading partners. Authorized trading partners are defined as those that are duly licensed or registered with the Food and Drug Administration (FDA) or licensed by the states.
It also requires tracking of product with every transaction. A transaction is defined as a sale of the product, essentially from one authorized trading partner to another. And as we progress into the final phase, the law will also require serialized data, basically transaction information at the serial-number level that moves with the product through every transaction throughout the supply chain.
Q: You’ve said that the industry has had years to ramp up to comply with the law. Are our pharmaceutical supply chains ready for the final phase?
A: I think that’s still the $64,000 question. I can speak for our members, who have been doing everything in their power to get their own systems and processes ready to receive the serialized products and data, and then to transmit that serialized data with the product to their pharmacy customers.
That said, there are still some gaps in the system. We have been in a “stabilization” period that expires on Nov. 27. During this period, everybody has been testing and bringing product and data transactions live into production. I will tell you that many are ready, but there are still bugs that are being worked out as we race toward November.
I should also note that on Aug. 19, the HDA sent a letter to the FDA stating that “despite a concerted effort, some in the supply chain appear to remain short of reaching our joint goal of complete implementation.” In its letter, the group urged the FDA to “take immediate action to forestall potential disruptions to the drug supply chain and patient care that could stem from incomplete implementation of the enhanced drug distribution security (EDDS) requirements” and asked the agency to adopt “a phased, stepwise approach” to implementing the requirements in order to avoid disruptions to the movement of drugs through the supply chain.
Q: Will penalties be imposed on companies that fail to meet the deadline?
A: There will be penalties. But it’s important to note that the DSCSA is really about setting up the framework for tracking and tracing products—so that a manufacturer will only be permitted to sell its product downstream if it is a serialized product and the manufacturer can transmit the corresponding serialized data with the product. And then a distributor can only receive that product and purchase it if it has the corresponding data.
Q: Of course, this is only possible if you have the right technology in place to monitor and track drugs as they move through the supply chain. What kind of technologies are being deployed to make this possible?
A: The key to all of this is the barcode, which is mandated under the law in terms of the way that product is serialized. Everybody in the supply chain has to have the capability to utilize the barcode. If you’re a manufacturer, you have to incorporate that 2-D barcode with the serialized data into that product’s label. And that should already be in place under the first phases of the law.
Downstream partners will have to be able to read that barcode and import that data into their systems. This also enables verification of the product at the unit level.
In addition, we’re also deploying what we call EPCIS [a global data-sharing standard developed by the global standards organization GS1 that allows businesses to capture and share information about the movement and status of goods]. That is the backbone for getting all of this serialized data flowing to all of the requisite trading partners throughout the supply chain.
Q: As we learned during the push to distribute Covid-19 vaccines, a good number of pharmaceutical products must be temperature- or humidity-controlled. Will these new regulations help ensure that they’re properly handled as they move through the supply chain?
A: The DSCSA doesn’t speak specifically to temperature controls. However, there are other parts of the law [the overall Drug Quality and Security Act, which includes the DSCSA as well as the Compounding Quality Act] that do require those controls to be in place. That said, the DSCSA does require affected parties to do business with authorized trading partners. And in order to be an authorized trading partner, you have to adhere to temperature controls and safety rules for products, product handling, etc.
Q: Many of our pharmaceuticals are manufactured overseas, in China and India, for example. Do foreign manufacturers have to comply with DSCSA requirements?
A: If a foreign entity is producing product for use in the U.S. domestic market, the product has to be approved by the FDA. And it also has to meet DSCSA requirements.
Q: We hear a lot about counterfeit products infiltrating the drug supply chain. Will these new regulations reduce the number of counterfeits in the market?
A: We certainly hope so. All of this really started [as an effort to combat the rise in] counterfeit products and transactions back in the early 2000s. Obviously, the idea is to deter counterfeiters from infiltrating the U.S. drug supply chain. But really, what the law does is provide tools for the FDA and regulatory agencies to investigate suspect and illegitimate product, as well as tools that will enable the trading partners that are involved in the transactions to identify suspect product, flag it, quarantine it, investigate it, and deem it OK or deem it illegitimate based on their investigations.
So it really gives some investigatory and prosecutorial tools to the agencies. And it puts a process in place with the technology and serialization to pinpoint whether something is good product through verification with the manufacturer or through tracing of the product data that has accompanied the product throughout its journey through the supply chain.
Q: Drug prices in the U.S. are notoriously high compared with prices in many other countries. Will these new requirements add to the overall cost of supplying medication?
A: I haven’t seen any data that alludes to DSCSA compliance adding to drug costs. It’s an industry that’s built around efficiency, and so my sense is that [pharma industry players] probably have also built in plans over the last decade to absorb some of those costs. That said, the law also established a national tracking and tracing framework, where before we had a 50-state patchwork of regulations. So there would likely be some efficiencies gained from following a single, nationwide protocol, even though it’s a huge undertaking, versus doing it 50 different ways across the country.
Q: Now that DSCSA is nearing full implementation, how are your members feeling about the process?
A: Our members have been committed to this from the very beginning. We were very involved in negotiating on the legislation and pushing these concepts. We really have been working toward implementation from the get-go and throughout this entire 11-year period; we very much want to get to full implementation. But in the beginning, there may be some hiccups. We may hit a few bumps along the way.
A colleague of mine used to say, “We don’t know what we don’t know.” And I think that at each phase as we deploy new technologies and new processes, we will learn new ways to do things more efficiently. So we’re pushing hard toward November, and we are very hopeful.
Autonomous inventory management system provider Corvus Robotics is delivering drone technology for lights-out warehouse environments with the newest version of its Corvus One drone system, announced today.
The update is supported by an $18 million funding round led by S2G Ventures and Spero Adventures.
“Corvus Robotics fits our mission to invest in companies that truly transform the way business is conducted,” Marc Tarpenning, co-founder of Tesla and partner at Spero Ventures, said in a press release Tuesday. “Other than a landing pad, its drone-powered system requires no infrastructure, is quick and easy to deploy, and cost-effective to manage. It literally merges with the existing warehouse environment.”
Corvus Robotics’ drone-based inventory management system uses computer vision and generative AI to understand its environment, flying autonomously in both very narrow aisles—a minimum width of 50 inches—and in very wide aisles. It uses obstacle detection to operate safely in warehouses and features an advanced barcode scanning system that can read any barcode symbology in any orientation placed anywhere on the front of cartons or pallets, according to the company.
The lights-out feature is already in use at customer locations.
“Being able to run inventory checks 24/7 without operator assistance has been a game changer,” Austin Feagins, senior director of solutions at third-party logistics services (3PL) provider Staci Americas, said in the release. “The lights-out capability in the Corvus One system allows our inventory teams to correct discrepancies off-shift and pre-shift before production starts each day, limiting fulfillment delays and production impacts.”