Advanced automation and intelligent warehouse management have been combined to double capacity and accelerate fulfillment – without expanding the footprint of the DC.

Infios, a global supplier of intelligent supply chain execution, has announced the successful expansion of its long-term partnership with Dental City, deploying an advanced Autonomous Mobile Robotics (AMR) solution fully integrated with Infios Warehouse Management (WM).

Infios successfully deployed and optimized a robotic fulfillment system at Dental City‘s 40,000 square-foot distribution centre, achieving transformative results within just three months. Built as a natural extension of Dental City’s longstanding use of Infios WM, the integration doubled operational capacity, enhanced order accuracy and extended the facility’s lifespan by up to five years – without the need for expansion. This milestone was enabled by Infios’s integration of AMRs within its intelligent warehouse platform, further strengthening a partnership that began in 2008.

“As a smaller distribution centre, remaining competitive with larger players requires smart, strategic innovation,” said John Mathys, President, Dental City. “With Infios, we saw immediate results from the AMR integration – tripling our pick rates and enabling same-day fulfillment and two-day delivery guarantee nationwide. We initially projected a three-year ROI, but it’s now tracking closer to just over a year.”

Infios led the full integration of Locus Origin and Vector robots into its WM platform, enabling smarter cartonization, optimized zone picking and frictionless navigation via QR-coded mapping. These innovations have cut order cycle times to just minutes and reduced physical strain on employees while increasing overall workforce engagement and improving overall customer satisfaction.

“Our nearly two-decade partnership with Dental City continues to evolve, driven by our shared commitment to continuous improvement and operational excellence,” said Matt Gregory, SVP EMEA Growth & Global Hardware. “Order accuracy now stands at an impressive 99.85% – a testament to the power of intelligent automation and collaboration.”

The success of the Infios-driven transformation was recently recognized with Dental City awarded ‘Best Use of Robotics’ at the Supply Chain Excellence Awards USA, underscoring the impact of their intelligent warehouse modernisation.

DHL Supply Chain confirms the renewal of its contract with Airbus to manage and orchestrate its global transport flows for its commercial aircraft activities. This lead transport partnership (LTP), launched in 2008, now encompasses air, sea, road, and parcel transport, as well as a dedicated 24/7 service for critical AOG (Aircraft on Ground) operations. DHL’s LTP solution is designed not just to manage supply chains, but to transform them through embedded value creation.

Each year, DHL Supply Chain manages nearly 350,000 shipments for around twenty Airbus sites worldwide, from its centres of expertise in Toulouse and Valencia. Services include coordination of inbound flows (from suppliers to factories), inter-factory flows (Europe, USA, China), and outbound flows (spare parts, returns to suppliers), with a strong focus on lead times, service quality, and regulatory compliance.

DHL Supply Chain will also continue to manage carrier contracts, lead transport tenders, conduct quality control, and handle claims on behalf of Airbus.

A partnership strengthened by innovation and sustainability

“Supply chain complexity is increasing due to globalization, increased product variety and technological changes; raising expectations and demands for improved service, greater visibility and control across supply chains. We are proud to create this visibility for Airbus through our LTP control towers in Valencia, Spain and Toulouse, France, to ensure efficient flows of their manufacturing parts globally,” said Rainer Haag, CEO Europe, DHL Supply Chain.

“For nearly 20 years, our collaboration with Airbus has been built on mutual trust and a shared commitment to operational excellence. This renewal demonstrates our ability to deliver tailored, scalable supply chain management solutions that support Airbus’ growth, while advancing the digital transformation of its supply chain to meet today’s and tomorrow’s needs. Through technological innovation, continuous process improvement, and the mobilization of all of DHL Group’s expertise, we help enhance Airbus’ visibility and shorten order fulfillment times,” said Nico Schuetz, CEO of DHL Supply Chain France.

Catherine O Toole, Head of LLP and Transport EMEA added, “In a context where logistics performance must also align with energy efficiency, DHL Supply Chain leverages its full range of expertise to combine technological innovation with carbon footprint reduction. The integration of the new transport management system not only improves planning and reduces lead times but also optimizes routes and load factors, helping to cut transport-related emissions. This partnership reflects DHL and Airbus’ shared commitment to accelerating the transition to a more resilient, intelligent, and sustainable supply chain.”

In the world ofprivate aviation, true luxury is not just flying on an exclusive private jet, avoiding the queues or choosing your departure time. The real added value is played out in the last mile: that short but decisive stretch between landing and final arrival at your destination.

For discerning travelers, the experience does not end on the runway. Rather, it is there that it must continue uninterrupted, with the same level of comfort, privacy and efficiency that characterizes the entire flight.

What last mile means in private jet travel

Inluxury travel parlance, the last mile indicates all ground services following landing:

• Exclusive transfers from the airport to the final destination

• Immediate access to private terminals (FBO)

• fast baggage and document management

• Coordination between crew, concierge, and driver

It is a concept borrowed from logistics, but reinterpreted in a premium way: no waiting, no friction, no wasted time.

Why the last mile makes a difference in luxury travel

Those who fly on a private jet are not just renting a means of transportation, but a luxury experience. The final transfer from the airport to the destination must match the entire trip.

A last mile with attention to detail ensures:

• Luxury experience: from jet to hotel or villa with no change of pace

• Maximum privacy: selected drivers, dedicated routes, restricted access

• Time optimization: zero waiting, everything ready at the right time

• Total customization: customized vehicles, schedules and services

Transfers after landing: luxury cars, helicopters and yachts

In the context of private aviation, ground transfer can take many forms, all sharing one standard: excellence. Some concrete examples help to understand how much the last mile affects the overall experience.

Luxury sedan from London Biggin Hill – Mayfair or Canary Wharf

After landing in London at one of the most popular airports for business aviation., the passenger is welcomed directly into the FBO. In less than ten minutes, with no public steps or waiting, he boards a luxury sedan with a dedicated driver.

Transfer to Mayfair or Canary Wharf takes place along optimized routes, while luggage and documentation have already been handled by ground staff. The result is an arrival in the city center in total continuity with the flight experience.

Private helicopter Zurich – exclusive alpine locations

Those flying by private jet to Zurich often have St. Moritz, Davos, or other high-profile Alpine resorts as their final destination. In this case, the last mile may involve a helicopter transfer directly from the airport.

In less than an hour, the passenger goes from the runway to the resort, avoiding congested roads and maintaining privacy and comfort at the highest level.

French Riviera – from private jet to yacht

At French Riviera airports, such as Nice, the last mile can turn into an iconic experience: from private jet to FBO, then direct transfer to the port and immediate boarding on a private yacht or tender.

This type of solution is popular during international events such as the Cannes Film Festival or the Monaco Grand Prix, when every minute saved makes a difference.

The key role of FBOs

Fixed Base Operators are the operational heart of thelast mile in private jet travel. This is where the perfect transition between air and ground takes place.

A high-level FBO offers:

• reserved lounges and design environments

• fast and discreet customs procedures

• Direct coordination with transportation and concierge services

• maximum flexibility in schedules

The quality of the FBO directly affects the perception of travel, especially for those who fly often and demand high standards.

The luxury private jet experience does not end with landing

In contemporary luxury travel, the last mile has also become a signal of status. It is not about ostentation, but about total control over one’s time and space. A rriving to your destination without stress, without waiting and without compromise is true modern luxury, especially for entrepreneurs, top managers and high net worth individuals.

In private jet chartering at privatejetfinder.com , attention to detail makes all the difference. And the last mile is a very important detail. A truly premium experience knows no breaks: from takeoff to arrival at the final destination, every step must be smooth, personalized, and flawless. Because in authentic luxury, even the last mile counts as much as the first.

Warehouse robotics company Nomagic, applying general-purpose Physical AI to optimize warehouse operations, today announced a new ‘Shoebox Picker’ as part of its portfolio of solutions.

As a cutting-edge application of Physical AI, the Shoebox Picker is the AI perception and robot control system with an intelligent end of arm gripper designed for high-reliability handling of two-piece and unsealed shoeboxes. The Shoebox Picker’s powerful AI software analyzes specific characteristics of each shoebox including size, weight, lid type and orientation to predict the ideal movements for the pick task, then guides the arm gripper to execute the pick. This enable a secure process – even for unsealed shoeboxes with separating lids – without taping, crushing or losing the lid, allowing the solution to pick what is often considered unpickable.

In modern warehouses, handling shoeboxes is one of the hardest tasks to automate. In a typical fashion e-commerce warehouse, shoeboxes constitute approximately 20% of all items. For fulfillment centres specializing in footwear, this percentage is significantly higher.

With endless variations in size, weight, and lid type, shoeboxes can create a bottleneck that prevents a fully automated fashion workflow. Until now, all operations related to picking, packing, and sorting shoeboxes have been a manual process with standard robotic systems failing to achieve the same precision as the Nomagic solution.

The Shoebox Picker is first of its kind with its unique abilities to:

• Handle Two-Piece and Unsealed Boxes: It securely grasps boxes without requiring them to be taped or sealed, preventing lids from separating and contents from spilling.
• Manage Variation: It effectively handles a diverse mix of shoebox designs, accommodating different sizes, weights, and materials.
• Provide Multi-Orientation Capability: The system can pick shoeboxes placed both vertically and horizontally, a common state in dense warehouse storage.

The Shoebox Picker eliminates the need for items to be singled out or pre-oriented, a requirement that made automation impractical before. This enables the solution to achieve a throughput of up to 450 UPH for shoebox-only handling and up to 600 UPH for mixed bins, while covering more than 98% of shoebox SKUs currently available in the market.

Kacper Nowicki, co-founder and CEO of Nomagic comments: “The Shoebox Picker is a great example of the embodiment of Physical AI. It combines the intelligence of AI with a physical system to solve real-life physical problems. Automated shoebox handling is an immense challenge in logistics. The Shoebox Picker enables automation for this missing part of fashion logistics. I’m proud to see Nomagic pushing the boundaries of what is possible with Physical AI for intralogistics.”

In addition to footwear and apparel brands, the Shoebox Picker is especially advantageous for e-commerce fulfillment centres or third-party logistics providers that manage warehouses and fulfillment for fashion retailers as well as retailers and companies that use dark stores or micro-fulfillment centres to fulfill online orders.

The Shoebox Picker will premiere at LogiMAT (March 24-26) in Stuttgart, Germany at Nomagic’s Booth 1GA57 in Hall 1G.

When Germany’s largest grocery retailer re-evaluates its entire order-picking technology, it’s about more than just optimisation — it’s about long-term strategic viability. EDEKA recognized early on that its existing pick-by-voice system could no longer meet the growing demands for efficiency, ergonomics, and cost-effectiveness. The requirements for a new system were clear: it needed to be more powerful, more flexible, and more economically attractive — all while integrating seamlessly into existing operations.

Following a brief but intensive testing phase, the decision was made. Ehrhardt Partner Group (EPG) won out with ‘LYDIA Voice’. The solution not only met all technical and economic criteria, but also enabled a smooth, phased transition by allowing parallel operation with the legacy system. This approach allowed approximately 10,000 users across 33 locations to become familiar with the new technology without any loss in productivity. The rollout was carried out gradually across regional distribution centres.

From fresh fruits and vegetables to beverages and cosmetics, EDEKA offers an exclusive assortment of around 25,000 food and non-food items. This wide-ranging product selection meets the needs of a diverse and varied customer base. With 11,100 stores, the EDEKA Group is one of the most powerful players in the German grocery retail sector and a reliable partner for independent retailers, suppliers, wholesale customers, and convenience store operators. A strong commitment to quality shapes every aspect of the company’s operations throughout the entire value chain. This is especially evident in logistics. EDEKA’s wholesale operations are managed by seven regional companies that ensure all products arrive fresh and on time at more than 7,000 EDEKA stores. Deliveries are made from a total of 38 logistics centres spread across Germany, ensuring a seamless and reliable supply chain.

A New Sound

Order picking is a critical component of EDEKA’s logistics operations, playing a key role in maintaining a smooth and efficient flow of goods. However, the limitations of the existing pick-by-voice system had become increasingly apparent: lack of flexibility, ergonomic issues, and growing complexity in collaboration with the provider made a system change inevitable. EDEKA set out in search of a solution that not only delivered technologically but was also future-ready. That search led to LYDIA VoiceWear — the innovative picking vest developed by the voice recognition and logistics software experts at EPG.

Already familiar to the team, LYDIA VoiceWear was put to the test under real-world conditions — and the results were convincing across the board. Malte Kruse, Head of IT Logistics Systems EDEKA Minden Hannover, summed up the decision clearly:

“LYDIA VoiceWear offers functionality that’s truly one of a kind — there’s nothing else like it on the market. What’s more, our employees can be productive right away, without any prior voice training. That’s a significant advantage. With our previous system, that wasn’t possible — and when it comes to seasonal workers, quick onboarding is absolutely critical to our operations.”

Switching to Voice During Live Operations

EDEKA’s decentralized structure results in a highly diverse IT landscape — a factor that posed a significant challenge during the transition to the new pick-by-voice system.

“This was essentially open-heart surgery, as the switchover took place during ongoing operations,” explains Tim Just, CEO of Voice Solutions at EPG. “Despite the wide range of different systems and the autonomy of the regional companies, the rollout was smooth and uninterrupted. A key factor in this success was the strong commitment of EDEKA’s decision-makers and the openness of its employees.” It quickly became clear that LYDIA Voice was capable of managing the existing complexity and translating it into an efficient, unified system — even under real-time, live conditions.

Ergonomics That Work

The decision to adopt the LYDIA VoiceWear picking vest originated from an initiative by EDEKA Minden-Hannover. The system allows for maximum freedom of movement during pick-by-voice operations while meeting key requirements for ergonomics, speed, and flexibility in order fulfillment. Instead of using a separate headset, the microphone and speaker are integrated directly into the wearable system — providing not only greater comfort but also clear voice transmission. The built-in audio system also supports users who wear hearing aids — a significant advancement in inclusion and accessibility, since traditional headsets have often posed a barrier in this area. From a technological standpoint, digital audio transmission is robust and offers high bandwidth.

Another standout feature is the integrated beamforming technology, which significantly reduces background noise — even in high-noise warehouse environments. The microphone array, consisting of four high-performance microphones, creates a directional ‘funnel’ effect for speech input. This ensures accurate voice recognition, even when multiple pickers are working close to each other. “All of our hardware and software components are developed with a strong focus on user-friendliness,” explains Just. “That leads to significantly higher acceptance and noticeably greater user satisfaction — an effect that became immediately clear at EDEKA.”

Following the rollout in EDEKA Minden-Hannover, EDEKA Nordbayern also began implementation of LYDIA Voice and LYDIA VoiceWear. Today, more than 4,400 devices are in use across 33 logistics centres.

Logistics companies can avoid expensive mistakes by understanding that a technology business case is not the same, or as good as, a strategy, writes Brad Forester (pictured, below), the Founder and Managing Partner of JBF Consulting.

For shippers and logistics leaders, the story is becoming uncomfortably familiar. A compelling demo. A polished ROI model. Confident assurances that a new transportation, warehouse, or visibility platform will ‘pay for itself’”’ within 12 to 18 months. The business case is approved; contracts are signed – and three years later, the organization is left with under-utilised technology, frustrated users, and the realisation that the expected value never materialised.

In many cases, the cost of that mistake can quietly creep past eight figures. The problem isn’t that companies are investing in technology. It’s that they are confusing a technology business case with a technology strategy. And the two are not the same.

The Illusion of Vendor-Supplied ROI

Vendor ROI models are designed to sell software, not to diagnose organizational readiness or strategic fit. They rely on optimistic assumptions: rapid adoption, clean data, standardized processes, and a level of internal alignment that most organizations simply don’t have at the time of purchase.

These models are not inherently dishonest, but they are incomplete. They focus on what the software can do in ideal conditions, not what the business is actually prepared to execute, sustain, and scale.

That gap between promise and performance is well documented. In a late-2025 survey, only about one-third reported being satisfied or very satisfied with their current routing and scheduling technology. Nearly two-thirds described their experience as neutral or dissatisfied despite having justified the investment through formal ROI analysis.

For executive teams, this creates a dangerous illusion of certainty. The spreadsheet says the investment works. The payback period looks reasonable. The risk appears to be contained. What’s missing is a clear understanding of whether the technology aligns with the company’s operating model, maturity level, and long-term objectives.

The Pre-Buying Gap

While many technology failures are realized during implementation, the root causes of those failures are often baked in long before the RFP is issued. This ‘pre-buying gap’ is where organizations skip the hard work of defining what success actually looks like beyond cost savings. They move directly from pain points, saying ‘we need better visibility’ or ‘we need to automate’, when selecting vendors without first answering foundational questions:

• What strategic problem are we solving?
• Which decisions do we expect this technology to improve?
• What capabilities must exist outside the system for it to deliver value?
• How will this investment change behaviors, processes, and accountability?

The hesitation many organizations express reflects an implicit recognition of this gap. In the same survey, 60% of respondents said they have no plans to implement new routing and scheduling technology within the next two years. This is not a lack of awareness or innovation appetite; it is a sign that leaders increasingly understand the risks of buying technology before the strategy is clear. Without addressing the pre-buying gap, technology becomes a very expensive experiment instead of a strategic enabler.

Functional Requirements: The Uncomfortable Truth

Functional requirements are often treated as a box-checking exercise. In reality, they should be a forcing mechanism for strategic clarity. Too often, requirements are copied from legacy systems or shaped by vendor marketing language. This leads to bloated lists that obscure what truly matters.

The survey referenced earlier reinforces how rarely technology limitations are the real constraint. When asked what inhibits implementation, more than half of respondents cited cost as the primary barrier, while over a quarter pointed to lack of internal resources. Factors such as IT constraints and executive alignment also surfaced, while pure functionality gaps ranked far lower.

In practice, most technology initiatives don’t fail because software can’t deliver. They fail because the organization is not structured, staffed, or aligned to support the change the software demands. Effective requirements start with outcomes, not features. They distinguish between what is essential to execute the strategy and what is merely nice to have.

Benchmarking Provides Context

Another critical due diligence step often overlooked is objective industry benchmarking. Without understanding how peers with similar network complexity and operating models perform, it’s nearly impossible to set realistic expectations. A 5% freight savings claim may sound impressive until you realize the organization is already operating in the top quartile or dangerously misleading if foundational inefficiencies remain unresolved.

Benchmarking helps leadership distinguish what technology can influence versus what requires structural change. It also helps prioritize investments instead of chasing incremental gains that won’t move the needle.

Strategy Before Software

Perhaps the most expensive mistake companies make is allowing technology selection to drive strategy instead of validating strategy first. When vendors are asked to define the future state, organizations risk outsourcing critical thinking. The roadmap becomes shaped by product capabilities rather than business priorities.

Executive alignment and business case clarity consistently appear as inhibitors to successful implementation; an indication that many initiatives move forward before leadership agreement and success metrics are fully defined. By performing strategy work before issuing an RFP, buyers also gain a far more comprehensive understanding of the true work effort involved. This includes the internal resources required, the organizational changes needed, and a realistic timetable for implementation.

That clarity materially improves cost estimation. Instead of relying on high-level vendor assumptions, organizations can more accurately quantify implementation effort, internal labour, change management, and ongoing operating costs. When paired with a clearer articulation of business benefits, this creates a far more precise and defensible estimate of ROI and payback period.

More precise costs plus more realistic benefits produce better buyers; buyers with grounded expectations, stronger governance, and a higher probability of realising value after go-live. Strategy validation means pressure-testing assumptions before they are embedded in contracts. It asks whether the organization has executive alignment on trade-offs, the operating model to support new capabilities, and the governance required to measure value realisation over time. If the answer to any of these is unclear, the organisation is not at a disadvantage; it’s simply not ready to buy.

A Strategy-First Mindset

Technology can be a powerful accelerant, but only when it is anchored to a clear, validated strategy. The most successful organizations invert the traditional buying process. They invest first in understanding themselves before investing in tools.

This approach doesn’t slow decision-making; it improves it. It leads to fewer surprises, stronger vendor partnerships, and measurable value that holds up under scrutiny. As a result, the most expensive technology mistake isn’t buying the wrong system — it’s buying a system without a strategy.

From March 24 to 26th the international materials handling industry will meet in Stuttgart. For Dambach Lagersysteme, LogiMAT 2026 provides an opportunity to showcase innovative products addressing key challenges in intralogistics. As an independent specialist in stacker cranes, shuttle systems, conveyor technology, and material flow control, the company will present at Hall 1, Booth F41, a portfolio of solutions designed to maximize space utilization and increase warehouse efficiency.

With intralogistics solutions such as the flexible ‘Rail Guided Vehicle System’ and proven warehouse equipment, DAMBACH Lagersysteme demonstrates its extensive product range for system integrators and general contractors. As one of the few independent providers with a broad range of intralogistics components, customers receive objective advice and support in selecting the optimal system.

In addition to presenting new and established products to an interested and knowledgeable audience at LogiMAT 2026, DAMBACH Lagersysteme will take the opportunity to exchange ideas with partners: “LogiMAT is a key meeting point for us to discuss the future of warehouse logistics with decision-makers,” emphasizes Dr. Benjamin Thumm, Managing Director. “Here we nurture long-term partnerships with system integrators and general contractors.”

Moreover, LogiMAT offers DAMBACH Lagersysteme a platform for knowledge transfer. With a presentation on ‘Efficiency in Pallet Handling: System Differentiation and Technology Comparison’, Thumm will provide a comparison of different systems. The short presentation takes place on Thursday, March 26, 2026, from 11:00 to 11:30 AM at Forum North, Hall 7, Booth 7C65.

“The industry is changing rapidly. Investing today secures competitive advantages for tomorrow,” explains Jörg Marx, Head of Sales at DAMBACH. “With us, you gain a partner who not only delivers technology but solutions that make your processes more efficient.” Beyond the presentation, staff will be available to exchange ideas and answer questions from visitors.

Under the motto ‘Passion for Details – Discover the Difference,’ LogiMAT will aim to set new European standards for the 24th time. The largest trade fair for intralogistics solutions and process management addresses the central questions and challenges the industry faces today and will continue to face in the future, focusing on increasing demands for efficiency, flexibility, and sustainability in the digital era.

AR Racking has launched a new galvanised version of its AR LS system, with galvanized steel shelving uprights, a medium-duty shelving solution designed for picking operations and manual storage.

With this launch, AR LS abandons the painted finish for its uprights, adopting galvanizing on the uprights as its standard option, in line with the evolution of the company’s complete catalogue towards solutions with higher performance and longer useful life. The rest of the system’s components remain configurable according to the needs of each installation.

The galvanised finish strengthens the value proposition of the system: greater resistance to wear and demanding conditions (humidity, abrasion, frequent cleaning), less need for maintenance and a longer lifecycle of the installation. The result is stronger and more reliable infrastructure that helps ensure the operating continuity of the warehouse and optimises the total cost of ownership.

Improved durability

AR LS maintains its modular architecture to facilitate extensions, reconfigurations and adaptations to changes in demand, ensuring agile implementation and system evolution without interrupting daily operations. The solution also offers a wide range of accessories to customise levels, dividers and protections according to the type of goods and work flows.

Galvanised steel shelving

“With galvanised AR LS we have taken another step in our commitment to solutions that work in the day-to-day operations of the warehouse: greater strength and durability to ensure operational availability”, pointed out Gorka Arteaga, EMEA Sales Director at AR Racking.

Intralox, a global provider of specialty material handling equipment for warehouses and distribution centres, announces its presence at LogiMAT 2026, March 24-26 in Stuttgart, Germany. At stand 1GA89 the company will show its full line of material handling equipment, including induction, switching, merging, singulating, gapping and sorter solutions. This year’s Intralox booth features the ‘SmartPath™’ Singulator and Gapper.

SmartPath is an activated roller belt (ARB) solution that combines both singulation and gapping functions into a single, compact piece of piece of equipment. It sits upstream of a sorter and can prepare 2D bulk package flow to be merged into a single-file stream for an automated sorter. Extremely small activation zones enable precise, independent control and low error rates, increasing throughput of a wide range of package types, including polybags. SmartPath can also act as a buffer, momentarily holding or slowing packages to match the induction rates that the downstream sorter is designed to handle. This capability helps avoid jams and maximise downstream sorter equipment with no operator intervention required. With a length of just 2.4 meters (eight feet), SmartPath requires up to 42% less space compared to other solutions.

“Space is always at a premium in logistics facilities, whether you’re trying to minimise the footprint of a new system or retrofitting around existing conveyors,” says Florian Mattheis, Industry Team Leader EMEA, Intralox. “SmartPath delivers the gapping performance downstream systems need while fitting into even the tightest layouts, which is why it’s so valuable to order fulfilment processes.”

SmartPath integrates into new or existing lines and can be utilised in several warehouse applications, including:
• Singulating and gapping packed orders for outbound sortation. After employees pack orders and place them on conveyor, SmartPath singulates and gaps each order properly before handing them off to the shipping sorters.
• Returns processing. As returned orders enter warehouse and distribution centres as irregular, non-uniform bulk flow, SmartPath singulates and gaps orders for further processing through automated systems.
• Autoinduction to loop sorters. SmartPath provides the precise, constant stream of packages high-speed loop sorters require, helping reduce labour requirements and maximise sorter utilisation.

Pairing SmartPath with the Intralox ARB Sorter S7000 can enable an even more condensed footprint, using up to 60% less space than other approaches. This is a key example of how the company’s technology integrates seamlessly and works together to provide additional value and address the evolving needs of parcel and warehouse operations. The Intralox bulk-to-sorted product line offers a range of equipment to handle incoming bulk flow, induction, singulation, gapping and sortation, unlocking greater capability and performance while reducing cost and footprint.

Beer and soft drinks powerhouse Carlsberg Britvic has changed supplier for the manufacture of thirty-seven new trailers for its primary logistics operations, replacing older vehicles. The order placed with Tiger Trailers was split into a trio of fixed double decks with wraparound rear curtains, and thirty-four single deck trailers which are also curtainsided.

Sarah Perry, VP Customer Supply Chain at Carlsberg Britvic, comments: “In addition to Tiger’s reputation for high quality products and strong customer service, we were also impressed by its sustainability agenda – which includes investing in energy efficiency, planting one tree for every trailer ordered, and its community road safety activities. We are very pleased with the finished vehicles.”

Carlsberg Britvic’s thirty-four new single deck Tiger curtainsider trailers showcase bold liveries spanning Pepsi MAX, Lipton Ice Tea, 7UP, 1664, Robinsons, Tango, Birrificio Angelo Poretti, J2O, and Carlsberg Danish Pilsner, highlighting the recently formed business’ sizeable portfolio of beverage brands. The new designs offer a taste of Carlsberg Britvic’s extensive portfolio of 41 brands which includes premium beer and cask ale, plant-powered juice shots and iced coffee, sugar free soft drinks and alcohol-free brews. These trailers will primarily transport bottles and cans, and at times will carry large-pack loads such as kegs and casks, delivering to internal sites, NDCs, RDCs, wholesalers, supermarkets, larger festivals, and sports grounds.

The three Hobgoblin-branded double deck trailers have both a fixed three-quarter-length main deck rated at ten tonnes with Expamet steel flooring for added safety and durability, and an additional fixed deck above the neck area, rated at four tonnes. Cargo is secured using three full-height nets fitted to each side, with transverse netting enabled by the under-deck tracks. These trailers will move just-in-time stock around the network for next-day deliveries, from the primary logistics hubs to the secondary operations satellite sites, where transport is taken over by a 300-strong fleet of rigids from 3.5t vans to 26t trucks, delivering to pubs, clubs, sporting venues and small festivals.

Tiger tailors its products to meet each customer or end user’s requirements, and in this instance the drinks firm specified flush-fitting rear doors, various additional grab handles and straps to raise operator safety, plus added vehicle durability through galvanised components and extra buffers.

Thomas Stott, Key Account Director at Tiger Trailers, says: “Manufacturing trailers for transporting some of the world’s best-known alcoholic and soft drinks is a privilege and we’re very pleased to welcome Carlsberg Britvic as a Tiger customer following their tendering decision to choose us as their new supplier for these build contracts. The new liveries they designed for these latest curtainsiders look fantastic. We look forward to supporting the Carlsberg Britvic team going forward with our range of aftercare services.”

Carlsberg Britvic’s thirty-seven new Tiger trailers entered the drinks firm’s network via its Burton-on-Trent site initially, with the double decks set to haul between internal secondary depots, and the single decks destined for duty anywhere from Scotland to Cornwall, joining its primary logistics fleet comprised 50 tractor units, 120 trailers and 8 tankers.