In this ‘cycling podcast’ episode of Logistics Business Conversations, host Peter MacLeod speaks with Jim Ryan, founder of Sentry Protection Products, in a discussion that creatively draws parallels between cycling and warehouse safety. Ryan, a lifelong cycling enthusiast, uses his passion for the sport to illustrate key lessons in business strategy and safety innovation. He compares the forward momentum required in cycling to the need for constant progress and innovation in business—stopping, he says, means falling behind.

His long-distance cycling trips, particularly a cross-country ride with his brother, serve as a metaphor for planning in business, emphasizing the importance of having a main goal, a stretch objective, and a fallback option to manage unforeseen challenges.

The conversation explores the origins of Sentry’s signature product — an energy-absorbing column protector — and its evolution into a broader range of warehouse safety solutions. Ryan explains how initial resistance, particularly in European markets like Germany, gave way once competitors adopted similar concepts, validating the market need and helping push safety standards forward. He also discusses the role of collaboration, even with competitors, to advance industry-wide safety improvements.

Cycling Podcast

A major theme of the episode is the balance between speed and safety. Drawing comparisons to motorsports and modern cycling safety gear like radar-based lights, Ryan highlights the importance of infrastructural safety systems like Sentry’s Collision Sentry, which uses sensors to warn of potential collisions at blind corners. These tools, he notes, function similarly to how radar alerts cyclists to approaching vehicles, enhancing awareness and preventing accidents.

Ultimately, Ryan underscores that workplace safety is not just a regulatory requirement or added cost — it’s a vital investment in people. He argues that safer environments lead to higher productivity, improved morale, and greater business resilience. Just as cyclists must remain vigilant and equipped for changing conditions, businesses must combine the right tools, training, and culture to protect their most valuable asset: their people.

Click here to listen

In recent years, we’ve taken great interest in the products brought to market by Sentry, who are expert at identifying areas of danger and coming up with seemingly simple solutions to reduce or eliminate warehouse accidents. But after many conversations with James Ryan, the founder of Sentry Protection Products, only now do I fully comprehend the design and manufacture challenges
that lie behind ‘simple’ solutions such as its Column Sentry rack protectors, and the lead time it takes to conceive, test, trial and manufacture, and then bring to market such a solution. Not to mention the various international standards to which it has to conform.

Given enough time, anyone could come up with a complicated solution to solve a problem. But real genius lies in the ability to develop a solution that is both brilliantly effective and brilliantly simple, the “why didn’t I think of that” type of product.

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Bicycle Association addresses logistics challenges

Gessmann, a provider of automation solutions, is showcasing advanced systems for the intelligent deployment of AMRs (Autonomous Mobile Robots) and cobots at Automatica in Munich. A key highlight is a robotic solution that has already been successfully trialled and further developed in partnership with Volkswagen.

“With our innovative GESSbot GB 350 robotics solution, we are setting new standards in intralogistics and delivering genuine added value for our customers. As the leading trade fair for smart automation and robotics, Automatica provides the perfect platform to present our technology to an international expert audience and explore new business opportunities,” explains Steffen Kuhnle, Head of the Robotics Division at Gessmann.

Volkswagen serves as a prime example of the GESSbot’s potential. At one of the car manufacturer’s logistics centres, Gessmann’s robotics solution is already being adapted for series production to optimise intralogistics processes. The close collaboration between Gessmann and Volkswagen clearly demonstrates how modern robotic technologies can help overcome the current challenges faced by industry. “As one of our key partners, Volkswagen highlights the relevance of our robotics solution for high-level industrial applications — particularly in areas where efficiency and cost pressures are critical,” says Kuhnle. The results to date speak for themselves.

In logistics, the GESSbot, when combined with a cobot, unlocks significant potential for process optimisation. Traditional warehouse tasks — where employees manually pick items using paper lists — are time-consuming, prone to error, and physically demanding. The GESSbot GB 350 offers an efficient alternative by handling repetitive tasks such as order picking in close cooperation with staff. This not only reduces strain on employees but also improves workplace ergonomics.

Intelligent Navigation for Dynamic Environments

With a payload capacity of up to 350 kg and modular attachments including a shelving unit, roller conveyor, Z-lift system or wagon transporter, the GESSbot offers maximum flexibility across a wide range of applications. The system is complemented by the Techman cobot by Techman, suitable for tasks in the automotive, mechanical engineering, semiconductor, consumer electronics, and food industries.

“With a reach of up to 1.90 m and a payload of up to 35 kg, it is ideal for processes such as palletising. It is also user-friendly, as tasks can be intuitively programmed via a touchscreen. As a certified partner, we are able to train our customers in the use of cobots and provide them with the best possible support.” explains Kuhnle.

Another standout feature of the system is its intelligent navigation. The GESSbot detects and avoids obstacles in real time, adapting dynamically to changes in its environment. It navigates reliably in both wide open spaces and narrow, complex areas — without requiring complex installations. Additionally, the GESSbot’s behaviour is predictable for nearby personnel. It communicates actively via a sound system, display, and LED indicators, and is perceived as approachable and almost human-like thanks to its expressive ‘eyes’.

A Partnership, Not Just a Product

“The experience with VW highlights the full potential of this robotic technology,” emphasises Kuhnle. The close, hands-on cooperation with Volkswagen has enabled VW to independently programme the GESSbot and further develop its automation systems internally. This partnership-driven approach strengthens the customer’s in-house expertise over the long term. The integration of Nvidia Omniverse also allows for realistic simulations and the use of synthetic data, significantly reducing development times and simplifying system commissioning.

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Added value thanks to Autonomous Logistics Bot

Libiao Robotics, a supplier of automated warehouse storage systems and robotics, has opened a new office in Singapore. The Singapore HQ facility will henceforth act as headquarters for its overseas (i.e. non-China) business. The new office is situated in Perennial Business City in Jurong Lake District, the largest commercial district outside of Singapore’s city centre and dubbed ‘Singapore’s next central business district’.

Libiao’s new office was officially unveiled on 22nd May in a ceremony hosted by Libiao Robotics CEO and founder Xia Huiling and its CTO Zhu Jianqiang. The ceremony was attended by representatives from long-time Libiao Robotics investor Hidden Hill Capital as well as dignitaries from global investment manager GLP including Angela Zhao, China Co-President of GLP Asset II, and Jerry Cai, China Co-COO of GLP Asset. Also present were representatives from Singapore’s largest supermarket chain, Fairprice, which has deployed Libiao’s technology to good effect in its logistics operations.

A ceremonial ribbon-cutting ceremony marked the official opening, and a traditional lion dance was held to bestow good luck and fortune upon the new facility. Addressing the audience, Xia Huiling, said: “Our philosophy is to solve challenges by supplying essential mechanisms, and not to keep providing patches to stick over the problems. The way we do business is by encouraging our partners to work and innovate together. This is how we help our customers to reach their goals.”

Dong Zhonglang, Co-Founder and Managing Partner of Hill House Capital, added: “When I first saw the robots of Libiao Robotics back in 2016, I told everyone that this must be the future for warehouse automation, not only because they have a perfect design, but also because of their philosophy, which is to ‘make the world more efficient’.”

Technology That Helps Deliver Promises

Following the opening ceremony, a forum called ‘Opportunity in Changes’, hosted jointly by Libiao and GLP, described the landscape influencing modern global supply chains, and how advanced yet affordable technologies such as Libiao’s AirRob automated warehouse storage system can help retail and eCommerce businesses to better deliver the promises they make to their customers. Xiong Kaixin, VP of Commercial, GLP China described how being a signatory of the UN Principles for Responsible Investment (PRI) demonstrates a firm commitment to a broad range of ESG initiatives, as well as a commitment to investing in technology companies that accelerate global energy transition and carbon emission reduction.

Libiao’s robotic technology enables businesses to store and move goods in the most optimised and energy-efficient manner, helping to achieve considerable reductions in operational costs and carbon consumption. The location of the new office is therefore highly appropriate, as Perennial Business City is the first sustainable Super Low Energy business park in Jurong Lake District. Powered by renewable energy, and equipped with motion-sensors and LED lighting, the building holds a Singapore Building and Construction Authority (BCA) Green Mark Platinum certification.

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Singapore Cargo Warehouse Modernisation Project

Dexory has added a view optimisation module to its existing suite of warehouse optimisation technologies. Peter MacLeod, Editor, finds out more.

In the fast-paced world of logistics, visibility and efficiency are no longer luxuries – they’re necessities. UK-based scale-up Dexory is addressing these needs head-on with cutting-edge automation and AI-powered optimisation tools. What began as a solution for real-time stock reconciliation has rapidly evolved into a comprehensive warehouse intelligence platform, and its benefits are being harnessed across industries and continents.

Understanding Customer Needs

Customers don’t always know exactly what they need, at least not at first. That’s something Dexory understands deeply. “They come to us with a specific pain point,” Tatiana Kalinina (pictured, below), Dexory’s Vice President Business Development told me during a break in activities at LogiMAT, “but as we dive deeper into their operations, we uncover opportunities for broader value.”

Dexory’s approach begins with a detailed discovery process, analysing a client’s unique warehousing challenges. The initial offering is straightforward: an impressive robot-enabled solution that performs daily, wall-to-wall inventory scans, a tried-and-tested bit of tech about which we’ve previously written in Logistics Business. These scans eliminate the visibility gaps that plague many warehouses and reduce the need for time-consuming, error-prone manual stock checks.

Tatiana Kalinina, Dexory

The benefits extend beyond the bottom line. By automating low-value tasks, employees are freed up to focus on higher-level work. One client saw warehouse staff transition from stock counters to operations analysts within weeks. This shift not only boosts morale but also strengthens staff retention – an increasingly critical factor in today’s competitive labour market.

ROI Speaks for Itself

Return on investment is top of mind for every warehouse manager. While Dexory’s solution may seem intangible at first glance, the company has taken a pragmatic approach to proving its value. “We don’t throw numbers around,” Kalinina explains. “We assess each client’s operations in detail and create quantifiable value buckets.”

This method allows Dexory to show measurable ROI, often within 12 months. For some, the savings come from eliminating stock inaccuracies that cause delays or missed deliveries. For others, it’s about reclaiming labour hours or optimising warehouse space. The point is, the ROI is real, and Dexory takes the time to tailor the metrics to each customer’s priorities.

One of the strengths of the Dexory solution is its scalability. The company frequently starts with a pilot deployment in a single warehouse, often chosen for its high complexity or interesting operational issues. From there, expansion tends to happen quickly. “With many of our 3PL customers, we’re seeing growth across multiple sites in under three months,” says Kalinina. “Sometimes even faster.”

This rapid scale is driven by Dexory’s ability to deliver consistent value across varied environments, from massive DCs in Germany to smaller, bonded warehouses where stock traceability is paramount. Whether the goal is speed, accuracy, or compliance, the system has the capability to adapt.

Optimisation Module

Dexory’s latest innovation is its View Optimisation Module, a powerful extension of its core offering. This new capability taps into the company’s digital twin and data collection backbone to provide actionable insights into warehouse layout, space utilisation, and process flow.

“Inventory accuracy is just the beginning,” says Kalinina. “Now, we’re feeding in wider KPIs, things like congestion, replenishment cycles, outbound flow, and item velocity, to recommend operational changes that drive further efficiency.”

It’s a major leap toward intelligent, self-optimising warehouses. Customers can identify in real-time high-traffic zones, consolidate storage for efficiency, and streamline picking operations.
While Dexory’s roots are in the UK, the company has its sights firmly set on international growth. With a strong presence in Europe, it is investing heavily in its global operations. In particular, the US market, where it has a growing presence, is a major focus.

“We’ve already got our office in Nashville, and our head of US operations is embedded in the market,” Kalinina says. “That boots-on-the-ground presence helps us connect with customers quickly and deliver seamless service.”

The Middle East is also on the company’s radar, especially following a recent funding round that included investors from the region. However, Dexory remains focused on cementing its position in its core markets before expanding further afield.

Best of Both Worlds

Despite its rapid growth, Dexory retains the agility of a startup. The team appears to be able to move quickly, iterate constantly, and maintain a close connection with customers. At the same time, they’ve implemented the processes and systems necessary to scale sustainably.

“We’re already supporting deployments in Australia and delivering hardware on tight timelines,” Kalinina notes. “But we’re also preparing for the future – whether it’s 10, 50, or 100 new warehouse sites.” This blend of startup agility and enterprise readiness is rare, and it’s helping Dexory earn the trust of some of the logistics world’s biggest players.

The Road Ahead

Looking to the future, Dexory is not standing still. The company’s digital twin technology and robust data infrastructure provide a strong foundation for ongoing innovation. “We’re constantly building new modules, always based on customer needs,” Kalinina tells me. In the near term, that means deeper insights into space occupancy, pick path optimisation, and even real-time replenishment recommendations. Over time, it could mean even more predictive and prescriptive capabilities.

Perhaps the strongest testament to Dexory’s value is its customer retention. In the past year, the company has experienced rapid expansion and not a single customer has walked away. “Zero churn,” Kalinina smiles. “We’re proud of that.”

In an industry where time is money and margins are tight, Dexory has demonstrated that visibility, automation, and optimisation aren’t just nice to have – they can prove to be game-changers.

The British House of Commons in Westminster was a wonderful location for a reception on the opportunities and challenges for inland waterways freight on rivers, canals and estuaries in Britain, held last Thursday, as David Priestman reports.

An often-overlooked freight carrying network, rivers and canals have some untapped potential for sustainable transport. Forty million tonnes of freight is currently sent on UK inland waterways a year, double that for domestic coastal routes. There are 300 miles of canal waterways alone capable of taking barge freight in Britain. Abnormal and oversized loads are transport by road on motorways and highways, but these need police or traffic convoy protection, causing traffic and delays. Better, where possible, to send such cargo by barge.

The Terra Marique, owned and operated by Robert Wynn & Sons of Staffordshire, organisers of this event along with the Logistics UK trade association, was designed and built with the support of a £8.5 million Freight Facilities Grant awarded by the UK Department for Transport 25 years ago and began operation in March 2004. The Government grant aid was to facilitate the removal of the largest and heaviest abnormal loads from the road network by maximising the use of non-traditional ports, beach landings and inland waterways.

Abnormal & Indivisible Loads

The Terra Marique, based in Newport, South Wales, is designed to operate at ‘crawl speed’ through tight spots at half a knot, fully under control. It is fitted with four water thrusters for manoeuvrability, and it is designed to take the ground, fitted with spud poles fore and aft which can be lowered to hold it in position. The ship’s very first chartering was to fetch the last British Airways Concorde aircraft from Isleworth, sailing it down the Thames estuary and then up the east coast to Edinburgh. It has now undertaken 180 charterings, carrying loads such as dock cranes, trains, turbines, transformers and energy infrastructure, including nuclear power plant components.

A second large barge vessel, the Inland Navigator, also carries abnormal, heavy cargo on rivers such as the Trent, Dee, Ribble and Forth, as well on the Manchester Canal and in the Solent and to the Channel Islands and France. These are waterways and ports that drove the first industrial revolution. Targets are set for rail freight so why not for waterways too? Wharf sites and freight infrastructure needs protecting for any modal shift to take place.

Council Says No

Robert Wynn & Sons’ heavy lift barge Terra Marique has been blocked from carrying cargo via the River Nene. The delivery of crucial electricity transmission components to a site in Cambridgeshire, required as part of the UK’s transition to Net Zero, has been blocked because of a Council’s refusal to allow the oversize, heavy modules involved to be transported by water.
Despite the expertise and experience of a specialist transportation company and the availability of its purpose-built, heavy lift barge, plans to transport the components for a Synchronous Condenser along the River Nene to Wisbech have been refused permission by Fenland District Council.

Inland Navigator to Drax

The UK Government Department for Transport’s ‘Water Preferred Policy’ states that abnormal indivisible loads of this type should be moved by inland waterway whenever possible, to the closest port, to minimise the use of roads. Because of the weight and size of the items, and bridge weight limitations, the water route to Wisbech was always going to be the best option that minimised disruption. However, Government policy appears to have been dismissed and, as a result, an alternative plan is now in place to move the components all the way by road from Sutton Bridge, a far more disruptive and less sustainable solution.

The River Nene, which is entered from The Wash midway between Boston and King’s Lynn, is in regular use for shipping, notably by a fortnightly cargo shipping service from Riga, Latvia, to Wisbech. However, Fenland District Council, which is the statutory harbour/navigation authority for the River Nene, has rejected Robert Wynn & Sons’ detailed plans for navigation to Wisbech, from where the loads would be moved by road to the final site at Walpole St Andrew.

“Wisbech is Cambridgeshire’s only port – you would think the Council would treat is as a jewel,” said Peter Wynn, Managing Director of Robert Wynn & Sons. “We seem to have a Council that – despite central Government policy – believes the movement of a gross load of more than 600 tonnes along the road from Sutton Bridge is safer and better for the environment than delivery to Wisbech by water. There is a lack of joined-up thinking. This should have been an example of how things should work, but this is the opposite. As a result, we have what seems like an insurmountable obstacle to a vital Net Zero project being delivered in a sustainable way.”

The Terra Marique is wider than vessels that routinely go up the River Nene to Wisbech, said Wynn, but the navigation would be no more challenging than a series of successful deliveries made by the barge in its 20-year history.

“The processes we have had to go through to satisfy Fenland District Council have taken a huge amount of time and money – we have organised geotechnical surveys, bathymetric surveys, flow rate surveys and other consultancy work,” said Peter Wynn. “We have a passion for this, and we are not going to give up; as a company, we always focus on what can be done rather than what can’t be done.”

“The energy grid is being upgraded and redrawn as we shift from fossil fuel power stations to largescale solar and onshore/offshore wind power, plus nuclear power,” he said. “This will necessitate major upgrades and investments in our energy infrastructure, with the consequent need for the transport and delivery of large generators, transformers, etc., to sites where such large loads may not have been delivered before. We should be using every opportunity to move these units by water, not by road. If we are going to deliver Net Zero, we must change the way we are doing things.”
Wynn added: “There needs to be serious thought and subsequent action to ensure that the aspirations for Net Zero can be delivered in the manner that everybody would want, which is with minimal amounts of cost and disruption to UK plc and local communities.”

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Continued Risk to Inland Waterway Freight Operations

Autonomous mobile robots optimise the movement of goods in warehouses, logistics centres and manufacturing plants. The internal transport of goods is a core element of companies’ logistics operations. AMRs are intelligent vehicles designed to move loads independently, without the need for human guidance.

These high-tech machines plot their routes using virtual warehouse maps, performing their assigned tasks with the utmost efficiency. Moreover, they are equipped with innovative navigation software that enables them to identify and avoid obstacles. This technology ensures safe coexistence with other machines and people sharing the workspace.

Mecalux’s AMR line features models to manage a wide variety of loads, from boxes, totes, bins and trays to pallets and shelving. The integration of these systems significantly contributes to optimising intralogistics processes.

Meet the Models

Mecalux’s range of AMRs can handle goods weighing between 100 and 1,500 kg, making them a versatile solution adaptable to a multitude of logistics environments:
• AMR 100 Multi-Box: Incorporates a mast to transport bins, boxes, crates and trays. Maximum payload: 100 kg
• AMR 100 Box: Equipped with a conveyor to transfer boxes, trays and packages. Maximum payload: 100 kg
• AMR 600 Rack: Designed to move shelving units to pick stations. Maximum payload: 600 kg
• AMR 1500 Pallet Lifter: A lifting system transfers pallets to and from fixed platforms and conveyors. Maximum payload: 1,500 kg
• AMR 1500 Pallet Conveyor: Outfitted with a conveyor to transport pallets to the various warehouse areas. Maximum payload: 1,500 kg

AMRs can carry out a wide variety of tasks in all kinds of facilities and offer an excellent opportunity for boosting efficiency and productivity in picking. They can be integrated in three working methods:
• Goods-to-person: These devices supply pick stations with the goods required to fill orders.
• Rack-to-person: The mobile robots transport picking shelves to operator workstations.
• Person-to-goods. AMRs assist employees when locating products in the warehouse by freeing them from using picking carts.

Internal Material Transport

AMRs replace or complement handling equipment such as forklifts, conveyors and electric monorail systems. Mobile robots make product transfers more flexible: they automatically adapt to modifications made in logistics facilities. AMRs can reconfigure their routes in the event of changes in workspace layouts, racking/shelving arrangements or any other adjustments within the warehouse.

By quickly adapting to fluctuations in demand or workflow, mobile robots help companies stay competitive in an ever-evolving logistics environment. AMRs also optimise order shipping and other outbound processes. Once orders have been filled at the pick or consolidation stations, the AMRs move them to the shipping area.

By following streamlined routes and working autonomously, the robots ensure that orders are moved efficiently and promptly. AMRs – for both light and heavy loads – automate the delivery of parts, components and raw materials to work and assembly stations on the production lines in various industries.

The ability of mobile robots to adapt to dynamic environments makes them suitable for operational areas requiring flexibility and agility. Automation also reduces downtime and increases throughput in manufacturing processes.

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Avoiding capacity loss in forklift batteries

Year Two of Bobcat’s ownership of the former Doosan forklift brand, and we’re starting to see some significant inputs to the striking orange and white machines, reports Peter MacLeod.

When Bobcat acquired Doosan’s forklift division, the industry watched with interest to see how the rugged, construction-focused brand would steer its new material handling arm. At LogiMAT this year, Bobcat made its intentions clear: to harness the legacy of Doosan while injecting Bobcat’s hallmark resilience, adaptability, and bold approach to innovation.

Jan Droogendijk, Product Manager for Material Handling at Bobcat EMEA, describes the company’s evolving strategy: “We are really focusing on small to medium-sized enterprises (SMEs) – those with one to ten trucks, perhaps a single shift. These are customers who want durability and performance, but not necessarily top-end specs they’ll never use. So, we’ve worked hard to build in the features they need, while staying cost-efficient.”

This pragmatic, value-oriented approach is embodied in Bobcat’s latest product lineup. At LogiMAT, the company showcased 10 new warehouse truck models, including pedestrian pallet trucks and stackers with platforms, plus a new three-wheel electric forklift designed for flexibility in tighter warehouse environments. The common thread among these machines? Fit-for-purpose functionality, built to last.

Durability as a Philosophy

Droogendijk is quick to emphasise that Bobcat’s material handling machines retain the core DNA of the Doosan forklifts: “Our trucks are heavier than many competitors’. That’s not just about weight, it’s about using more robust metal, which translates to better durability. These SMEs won’t replace a truck every couple of years. They want machines that last, and ours are built to do just that.”

Durability is treated as an essential characteristic for Bobcat’s target audience. “They don’t care if the truck goes 19 or 20 km/h,” Droogendijk says. “They just want it to work reliably, day in, day out.”

And for many of these customers, ownership still trumps leasing. While Bobcat does support financial programmes through its dealer network, outright purchase remains the most common path. “It’s a long-term investment,” he says. “After five years, they’ll ask: ‘Is it still working?’ If the answer is yes, then why change it?”

Rebranding

The transition from Doosan to Bobcat branding wasn’t merely cosmetic. As David Frodl, Senior Marketing Communication Manager at Bobcat EMEA, explains, “This was about more than a logo or a colour scheme. It was about creating synergy. Our parts and distribution centre for forklifts has moved to Halle, Germany, alongside our existing compact equipment infrastructure. That integration has allowed us to raise standards across the board.”

The transformation also brought introspection and mutual learning. “Bobcat learned from Doosan’s reliability heritage, and Doosan’s operations absorbed Bobcat’s energy and branding strength,” Frodl says. “It’s why we talk about ‘reliability redefined’. We’re building on what was great, and pushing it further.”

Electrification Push

Electrification is a major focus for Bobcat’s forklift strategy, albeit not an exclusive one. While lithium-ion battery systems are being rolled out under Bobcat’s own branding, with production expected to ramp up later this year, the company remains pragmatic about internal combustion (IC) engines. “You still need diesel,” Droogendijk affirms, gesturing toward the company’s seven-tonne diesel truck on display. “Especially in higher capacities and heavier-duty applications. We’re seeing electrification in these segments too, and we’re investing in it, but Stage V diesel is still efficient and clean.”

Frodl adds that infrastructure challenges often slow electric adoption. “In some countries, upgrading electrical capacity at a facility can take two years. You can be ready to invest, but the grid isn’t.”
Whether electric, diesel, or LPG, Bobcat’s product philosophy centres around delivering value where it counts. “Most of our SME customers operate trucks between one and three tonnes,” Droogendijk explains. “That’s the heartland of the forklift market and we’re very strong in that space.”

The new lithium-ion battery, developed through a joint venture but owned by Bobcat, is designed to be compatible with all the company’s electric forklift lines from launch. Benefits include faster charging, lower maintenance, and better uptime, though the cost-benefit ratio will vary based on application.

For now, the diesel and LPG options remain important for customers in less electrification-friendly regions or heavier-use industries. “We want to give customers the right product for today,” Droogendijk says. “And right now, diesel still makes sense in many situations.”

Expanding in Europe

The rebrand has also helped sharpen Bobcat’s dealer strategy across Europe. “We kept the majority of Doosan’s network,” Droogendijk explains. “But we also assessed where to improve, sometimes combining strong construction and material handling dealers in the same territory. As a result, we’ve increased our service points, improved aftermarket logistics, and strengthened support overall.”

As the Bobcat brand becomes more recognisable in the material handling world, the company is doubling down on visibility, marketing and product launches to maintain momentum. Its growth plans remain laser-focused on the SME sector, where the blend of rugged performance, thoughtful design, and strong after-sales support resonates deeply.

“We’re not trying to sell Porsches to people who need reliable delivery vans,” Droogendijk says. “We’re giving businesses the right tool for the job, one that lasts, doesn’t cost the earth, and is backed by a brand they can trust.” With an ever-expanding electric range, homegrown battery technology, and an integrated European network, Bobcat’s forklift business looks well-positioned to continue its growth path.

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Forklift Trucks Hanging Tough

Manufacturing and integrating a wide range of materials handling systems and equipment in-house brings control and benefits to systems integrators. David Priestman spoke with Bas van der Velden, Director of Intralogistics for Bowe Group, about how one intralogistics company achieves this.

Logistics Business (LB): Was LogiMAT Stuttgart where Bowe first demonstrated its new range of companies, brands and products?

Bas van der Velden (BvdV, pictured below): “Yes, it was where we really showed what we call the ‘Bowe ecosystem’, which is basically a combination of all the business units, and how that works together. ‘IQ’ is of course, as you know, the overlayer of everything concerning the controls part and also basically the brains of everything you have to move.”

LB: Bowe predominantly integrates its own products?

BvdV: “Yes, for 90% of all our projects we’re using our own portfolio. We see more and more that we can integrate many parts for our customers. So going, for example, from a letter sorter for DHL we can stack all those letters into a box. That box goes on to a conveyor belt. We have a robot arm picking those boxes with letters on the trolley and then an AMR takes that trolley away to a different part of the warehouse, for example. That is the Bowe ecosystem which we want to create.”

LB: How has the product range grown?

BvdV: “I feel it more than ever that things are really falling into place. We started, of course, with Intralogistics as the first part almost 10 years ago. We developed IQ from 2019 and Move is a little bit newer. But things are really falling into place now, and we see that also with the customers. We add value now with a larger perspective than before when it was only the sorting systems, for example.”

Bas van der Velden

LB: Within Bowe Move you offer an AMR range, including the Tugbot with its roll cage gripper?

BvdV: “Correct. The Tugbot can be everything. What is so special about it is that the gripper is very flexible and because it’s so small. We can navigate in small spaces, where maybe other suppliers are unable to. It can also go into reverse mode and park backwards. Those are definitely the unique selling points.”

LB: The Palletbot has forks?

BvdV: “Yeah, exactly, this is a fork-based AMR and the biggest of the products. You would sell this to customers with pallet handling operations.”

LB: In addition to other products?

BvdV: “Correct. If you look at AMRs, it’s all-round materials handling, basically going from A to B in a production or logistical process. In fast-moving consumer goods and food we see a lot of pallet movements and therefore the Palletbot is a good solution for that. In the warehouse, if you want to move things with an AMR you need flexibility. We have a product for all this.”

LB: Lastly, the Flexbot. This is the one with the picking arm. What are the specific applications for that?

BvdV: “The Flexbot is relatively new. If you have a multi-product warehouse and use different shipment containers or pallets then a Flexbot is a good choice because it offers flexibility for lower weights.”

Robust and Reliable

LB: Looking at Bowe IQ, this is the ‘yellow brand’. One solution that’s interesting here is the RFID gate.

BvdV: “Yes, you know that RFID was a real hype 10 years ago. I wouldn’t say it’s slowed down because it’s always been present, but people were talking less and less about it. We still see that people are using RFID, people want to use RFID, and our gates are perfect for it. If you have a full pallet, we move it around with the Palletbot and it needs to go from one part of the warehouse to the other or even goes to outbound. The RFID gate will scan everything automatically on the pallet and provide confirmation that everything is on it. Or maybe there is a product on it which shouldn’t be leaving that part of the warehouse or that its missing what was expected. That is all managed by us. The hardware is one part, so is alarming the operation and saying, ‘hey, we’re missing things’ or ‘wrong things are going to the wrong destination’ or to a wrong position in the warehouse.”

Most Efficient Solution

LB: Moving to your speciality area, Bas, – Bowe Intralogistics. This is kind of the legacy business, with the Optimus products. Is that the biggest of the three segments?

BvdV: “Well we have 4 sections if you include Bowe Systec, which is our postal sorting business. I cannot provide percentages, but Intralogistics is the largest business and became part of Bowe in 2016, with the Optimus acquisition. Of course, we’ve grown since then. We have a facility in Sweden and we have a production facility in Italy. Our turnover was about €7m when we entered the Bowe Group. Now our Dutch office is doing over €30 million alone.

“We’re performing well and we see a lot of interest in our products. I think it’s good that we do our own integration. We do basically everything from A-Z, the one-stop-shop principle and we keep adding products. This is unique in the market. It’s all our own manufacturing, always with the same principles. It needs to be very robust and very reliable. This is one of the key reasons why customers choose us. Another big pointer is that we always want to go for the most efficient solution, with the most efficient products around it. If you look at the legacy business from Systec you see letter sorters and mailing machines. We were always the fastest, the only ones who were hitting the very high speeds.”

LB: The different sections of the business learn from each other?

BvdV: “We looked at that business model and we said, at Intralogistics, we can do roughly the same. We know that 95% of solutions that we deliver are sorting solutions and it’s always about input but combination with output is the most important thing. The shortest system will run reliably, has very high availability, low maintenance and service cost. If we are able to keep a constant high pace, then you have the perfect solution.

“This is where ‘Perfect Index’ or ‘Perfect Pitch’ comes in. If you look at the letter machines, they need to shoot in the envelopes at incredibly high pace and the way that they do that is by reducing the pitch between the letters as to as small as possible. What is the perfect induct, infeed line? We are trying to make them as efficient as possible by keeping the pitches and the gaps between parcels very small. We have very high outputs even on slower systems. In general, systems run one metre or 1.2 metres per second. If you look at the other suppliers and crossbelts, they need to run 2 metres or sometimes 2.6 metres per second. In most cases if you look at net output we are getting the same output as other suppliers.

“The market average for any sort of solution is to be around 75% or 80% operational. We are hitting above 90% and feeling great. We believe, well, we not only believe, we know it’s unique in the market. It’s a mechanical product, so you always need the operation to be good as well. We try to reduce the influence of the operator as much as possible. Let’s say it like this, David. If we step into a Formula One car, we are most likely not even able to start the car and when Verstappen goes in, or Hamilton, they are really getting the most output out of it. It works exactly the same with warehouse automation. You know you can place €100 million, €200 million or even a billion dollar’s worth of automation in a warehouse. But if the people around it are not aligned or don’t have a good day then the output will stall and not be not be what everybody expects. W we try to reduce that human factor by creating that consistency.”

Flexible and International

LB: Finally, to MOV.AI. This is the software for the AMRs. Is it an orchestration software for different types of AMRs, from different manufacturers? Is it a separate business from Bowe or a sister company?

BvdV: “Correct. Bowe has a majority share in MOV.AI. Like you say, it’s more of an orchestration software and the top layer of AMRs, doing the routing of the robots, which in essence is the most important part. You can have AMRs running around like crazy, but if you can utilise them and make it as efficient as possible, that’s good. I think the beauty about MOV.AI is that it doesn’t only work for our AMR infrastructure, but it also works for all AMRs, from different suppliers. So if you have multiple suppliers of AMR hardware in your warehouse then you can put the software of MOV.AI on top of it and everything connects with each other. This is also unique in the market.”

LB: Tell us a little bit about the Modular Vertical Sorter. Is this the new product for this year?

BvdV: “We introduced it last year in our customer days – a small exhibition where we invite customers to look at the ecosystem and show what we can do. We’re not only an IT company. We’re not only a mechanical sorting company. What makes these AMR so interesting for customers and why did we all jump on it? Because of the flexibility that they have, the very fast deployment time, but also if they need to change warehouse or change their operation, then their automation needs to evolve with them, to expand or in some cases even slimming it down a little bit. So we looked at traditional sorting and we said we need to do something similar, regarding visibility of the deployment rate and make it as easy as possible.

“The Modular Vertical Sorter was born to be very robust, very reliable, high capacity at lower speeds. But we needed to make it in a smaller package, which we can deliver very fast to help our customers, so they can extend if they need more capacity on site or even for example, if their peak period is over. It’s not even dismantling, just moving the sorter to a different place in the warehouse so that you get some operational work area back. It’s our standard vertical sorter, but we build it in modules. So you have a head and a tail module and a very large section of middle modules to extend the shoots with. We have the units in stock, so we can deliver. From the order to full integration on the warehouse floor in two to three months, which is unique in the market.

“What we usually see is that most customers are luckily for us on time with ordering their warehouse equipment, but it usually takes 6 to 9 months from order to implementation. We always have customers coming in the Spring and saying, do you still have availability, can we have a sorter for the for the peak season because we need to have that capacity. We unfortunately always needed to say no because it physically was not possible, but it is possible now. If customers come to us in June asking for extra peak capacity in November then that’s no problem. Use it, get extra capacity in their warehouse up to 10,000 pieces per hour. And if they don’t need it in their warehouse anymore after peak, they can basically pack it up. Takes a day. Put it in a different warehouse to gain extra capacity there or add some modules in between it as well to increase the sort capacity.”

LB: You have been future-proofing your portfolio.

BvdV: “We can do any anything from 500 pieces per hour up until 20,000 pieces per hour. That’s a very wide range. In every range of that sorting capacity we have very competitive portfolio. We are not just integrating. We control everything from a quality aspect from the purchasing part up until the integration and then the aftersales service.”

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Engineering Firm to Increase Output With New Automated System

UK discount retailer Home Bargains has officially opened its state-of-the-art automated distribution centre in St Helens, Merseyside, marking a significant milestone in its logistics and growth strategy.

Spanning approximately one million square feet, the facility operates 24/7 to support 300 Home Bargains stores across the UK. The centre has created around 1,000 jobs, including skilled system and engineering roles, and offers favourable shift patterns to promote a healthy work-life balance.

Strategically located off Junction 8 of the M62, the site is accessible via road, public transport, and a dedicated footway/cycleway linking it to St Helens, Warrington, and the wider Omega Business Park.

TJ Morris, the owner of Home Bargains, has invested approximately £400 million in this landmark development—a key step in the company’s ambitious growth strategy to expand the reach of Home Bargains stores across the UK.

The automation system, developed in partnership with WITRON, incorporates cutting-edge order picking technology, with up to 80% of stock picking now automated.

Construction began in April 2022, and the first store deliveries were dispatched on 5th May 2025. By the end of the ramp-up phase in August 2025, logistics capacity is projected to grow by over 57%.

Looking ahead, TJ Morris has commenced work on a second distribution centre in Doncaster, designed to mirror the St Helens facility with identical automated systems. Scheduled to open in 2028, the Doncaster site will provide capacity to deliver to a further 300+ stores, further supporting the long-term growth plans for the business.

With this significant investment in automation and infrastructure, Home Bargains is poised to enhance its supply chain efficiency and support its continued expansion across the UK.

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Coca-Cola HBC Adds Extra Fizz to its Partnership

Yale Lift Truck Technologies introduces the new ERP2.2-3.5N electric lift truck series, designed to help warehouses optimise efficiency and flexibility with the power of battery electric forklifts. With a versatile range of optional features, the Series N forklifts can lift up to 3.5 tonnes, delivering the performance and flexibility to meet specific operational needs.

“The new Yale® Series N electric forklift is built on a foundation of proven performance, delivering the reliability that warehouses will recognise from Yale, but reinvented for the challenges of today’s dynamic operations,” says Fraser Brash, Regional Product Manager, for Yale Lift Truck Technologies. “In its standard configuration, the new Yale Series N electric lift trucks enhance productivity, and ergonomics. However, every materials handling operation is unique. So, these forklifts also empower businesses to specify the features they need to tackle their specific requirements.”

The new Series N electric models can flex to both indoor and outdoor tasks, making them well suited to a wide range of industries, including auto parts, 3PL (third party logistics), retail, furniture, food, beverage, and pharmaceutical industries, and many others. The introduction of the new electric Series N lift trucks follows the launch of the Series N IC models in 2022. Both share many smart design features that contribute to an enhanced operator experience and excellent visibility, boosting confidence and efficiency.

“Flexibility is at the heart of Yale Series N trucks,” says Brash. “Both the IC and electric Series N trucks are designed with various optional features, to help the end user match their trucks to the specific needs of their individual operation.”

Reliable, Reinvented, Recharged

Like their IC counterparts, the new Series N electric models offer a spacious cabin with a user-friendly touch screen as standard. Further customisations for the operator environment include dual joystick hydraulic controls, and a variety of comfortable seat options.

Meanwhile, the mast offers excellent visibility through the two channels, considered best in class. What’s more, a zero-turn radius, provides better manoeuvrability in tight warehouse spaces.
To support safe operation in certain applications, the Dynamic Stability System (DSS) option helps to enhance stability and reduce the likelihood of tip overs. It delivers audio and visual alerts and restricts the truck’s performance when operated outside set parameters. Such as limiting traction speed when the mast is raised to a certain height.

The Yale ERP2.2-3.5N Series N electric lift trucks are also engineered to allow for the integration of Yale Reliant™ operator assist system (OAS). This optional technology may help certain operations to manage risk, reduce damage, and encourage correct operator behaviours.

“A key innovation with this Yale electric forklift is the ability for customers to specify the motor option that best suits their application and priorities. The standard option includes AC induction motors for both the drive and hydraulic pump, ideal for many warehouses. However, the enhanced motor package may be better suited to those with higher intensity operations,” explains Brash.

The enhanced motor option includes permanent magnet drive motors and a permanent magnet hydraulic pump. This provides higher performance and better energy efficiency, which may help certain operations to reduce the total cost of ownership (TCO) over time.

The new Series N models also provide potential savings and lower TCO by helping to reduce maintenance expenses. Electric forklifts feature fewer drivetrain components and less complexity, lowering overall maintenance requirements. Battery flexibility allows businesses to select the battery that excels for their operations while managing costs.

A choice of lithium-ion, lead acid, or TPPL (Thin Plate Pure Lead) batteries meets differing requirements. For instance, the battery box replacement (BBR) design for the lithium-ion battery option may minimise long-term costs by enabling easier battery replacement and second-life use. Additionally, zero exhaust emissions in operation, can also contribute towards a company’s sustainability goals.

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