Rugged devices and mobile computers can improve supply chain performance for transport operations, field workers, drivers and delivery teams, according to one manufacturer, Getac.

One of the key lessons learnt by the global supply chain industry over the last few years is the critical importance of having robust supply chain processes in place, particularly because customers today demand short lead times and fast delivery.

Developing resilient supply chains won’t come overnight, but having the right technology in place is fundamental to achieving it. In particular, the use of rugged devices and solutions is seeing significant growth throughout the transport and logistics (T&L) sector as whole. In fact, a recent study by IDC and Getac found that 65% of T&L organisations are now spending at least 10% of their IT budget on rugged devices, with 51% planning to increase their spending over the next 12-18 months.

Overcoming Industry Challenges

Rugged technology can help enhance efficiency and resolve many of the ongoing challenges that the T&L sector faces: whether that’s a need to improve transparency in the supply chain, eliminate inefficiencies in data gathering or meet health and safety, environmental and sustainability regulations.

Unexpected events from severe weather to ‘black swan’ events can impact T&L operations overnight, which is why the sector needs ready access to technology that can provide visibility and deliver valuable insights. Rugged technology does just that, enabling companies to better track key performance indicators, identify inefficiencies, and make data-driven decisions that optimise processes and reduce costs.

A growing number of T&L companies also now use IoT sensors on assets and goods, which give them real-time information on a range of parameters such as humidity and temperature while in transit. When integrated into supply chain management systems, these insights can help inform decisions on things like delivery schedules, with rugged devices serving as the platforms through which drivers/managers access and receive this information.

At the same time, real-time GPS tracking can help keep workers safe in adverse weather conditions, while dispatchers can use it in combination with real-time traffic data to route drivers via the most eco-friendly routes possible, helping to reduce their carbon footprint.

The operational visibility that rugged technologies offer also helps track energy consumption and optimise productivity. IDC’s study found a growing number of T&L organisations were looking to integrate rugged devices into warehouse management, customer relationship, and supply chain management systems, all in a bid to improve efficiencies in the supply chain and boost worker performance.

The Business Case

The business case for rugged devices extends far beyond durability alone. The combination of powerful specification, extensive connectivity and reliability makes them ideally suited to T&L environments, where a single device can travel hundreds of miles a day and be used in a wide range of locations, temperatures, and weather conditions. Most rugged device fleets can also be scaled up easily, using centrally managed security protocols that make it easier for IT teams to protect sensitive data, regardless of where the device physically is.

While upfront capital investment in a rugged device stack might be a little higher than consumer-oriented equivalents, the total cost of ownership (TCO) shakes out in favour of rugged devices. Digital transformation in all sectors, including in T&L, depends on reliable, always-available, accurate data, which can also help automate supply chain processes. The ability to deliver this data when needed means rugged devices can unlock a range of efficiencies across the entire supply chain.

Whether companies are looking to improve their customer service metrics, boost sustainability initiatives, comply with regulations, cut down on waste in last-mile logistics, or improve worker productivity, rugged devices are essential in helping meet these goals.

Implementing Rugged Devices

Rugged devices might be a must-have for T&L operations but making a wise investment decision means considering the following factors in TCO calculations:

Ease of integration with in-house supply chain software systems: For rugged devices to do their job, which is to facilitate access to data, they need to integrate with software systems for that information. Companies need to ensure that rugged devices will work with existing supply chain and warehouse management systems. Integrating rugged devices with inventory management systems such as ultra-high frequency (UHF) RFID is crucial to optimise inventory processes and improve efficiency.

One of the key concerns that many companies have is that rugged devices expand the company’s data systems to the edge. Trusted rugged device vendors have robust security protocols in place to keep data secure. Likewise, organizations must evaluate the range of operating conditions that their fleet of rugged devices will need to withstand and pick the right devices accordingly, using the device vendor’s industry experience to guide their decision-making.

The best practises for integrating rugged devices into T&L operations extend beyond the ones listed here. Companies should conduct a comprehensive TCO assessment and ensure a ramp-up period to iron out any potential issues that might surface. Most importantly, the C-suite needs to ensure workforce buy-in, so team members see the devices as aids that help them do their job better while improving efficiency.

No one can predict when the next supply chain shock will occur but being able to access data in real time keeps T&L companies agile and able to withstand ups and downs. Now is the time to invest in rugged devices to make T&L operations function smoothly and ready to take on any challenge.

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Emerging Applications of Rugged Devices

There is a $367B ‘Second Hand’ opportunity hiding for parcel locker networks, argues Francesco Tribuni (pictured below), Sales Manager and Industry Expert for Bloq.it

One of the joys of being part of the parcel industry is that innovation is continuously in the background: there’s no day, week or year without radical changes. Those changes are more often exogenous, therefore always enabling new opportunities in the first and last mile.

The most promising one I see nowadays is coming from circular economy: second hand, peer to peer, resale, repair services (…) call it whatever you’d like. It is a growing market, with global second-hand apparel market likely to reach $367B by 2029.

Francesco Tribuni

So, what makes this so appealing?

It is not the ‘resale’ in itself as we’re all accustomed to it, but rather the fact that we can upgrade from a neighbourhood market level, which takes place once per week and with limited local reach, to online platforms connected with hundreds of millions of users. At this moment in time, we can now buy and sell online to a worldwide audience in a few clicks, buying a shipping label for a few €/$/£/¥, and also building a private business that could escalate to a 6 figure level.

How can Logistics support it and add value?

From a customer perspective, and especially for private users, online sales/purchases will start from the usual checkout, where logistics is perceived as an integral and not separate part of the process. Amazon has accustomed us to feel the shipping process as an easy thing, consumers like EASY processes. Also, don’t forget that +90% of private sales will have an average order value lower than the original price, due to this shipping cost must be cheaper, to be cheaper it must be self-service and with fewer steps.

Parcel businesses have the potential to support and add value through C2C services where the standard ‘A to B flow’ (A = Pickup Address, and B = Delivery Address) is radically different. Let me list some below:

– Instead of ‘addresses’, A and B are Parcel shops & Parcel Lockers.
– Shippers will buy labels on demand, no account needed.
– Labelless and boxless shipments: Parcel shops or Drivers will label and box products to be shipped.
– Parcel Lockers can be a temporary storage space.
– A to B is valid for both outbound deliveries & returns.
– Shipment will be prepaid, and Shipping Costs will tend to be cheaper.
– One Delivery Driver can potentially handle 500 to 1K parcels per Day.
– Cross Border is the New Normal, consumers are more open to buy abroad if the product is made available at an affordable price and transit time.

The forecast is quite clear: parcel and postal business can ‘extend’ its portfolio and revenue stream by accessing the mass of citizens (consumers) that are willing to resell their preloved things gathering dust in their homes. The potential market of C2C is enormous. And how should we logistics operators ‘deliver’ this change?

I see 2 ways:
– First – develop as fast as possible what’s above with a reliable and updated tech stack (people value convenience) together with an extended OOH Network where Parcel Lockers can play a crucial role.
– Second – ‘transform’ the Logistic Arm of a Second Hand Marketplace. This is what Amazon, Alibaba and most recently Vinted have done in recent years, after using Couriers as suppliers for years.

Lastly, a final thought about parcel lockers. It’s easy to call them ‘machines of bent metal’, but the real truth is that a smart parcel locker is the tech and logistics upgrade of a delivery driver (that won’t end nor replace their job):
– More deliveries per day.
– Little to no failed attempts.
– Customized UX while picking/returning a Parcel.
– Savings on Shipping Costs.
– Modularity can enable additional parcel capacity for peak periods

I’m biased on this topic, I know. But it’s safe to say that the future of every online order is already here.

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What exactly does Extended Producer Responsibility entail, and how should logistics businesses respond? Carrie Tallett (pictured below), Senior Product Manager of Forterro’s Orderwise, unpacks some of the practical realities of EPR and explains why ERP solutions will be key to addressing EPR.

Acronyms in business and technology can be hugely confusing. This is even truer when two acronyms are anagrams of each other, and when one is the solution to the other. That’s what has happened as the UK government’s Extended Producer Responsibility (EPR) regulations come into force. Logistics, warehousing, and supply chain professionals face a fresh compliance challenge that extends far beyond recycling and packaging, and to which the answer could well be the right Enterprise Resource Planning (ERP) tools.

EPR aims to shift the financial and environmental burden of packaging waste away from local authorities and onto the businesses that produce, import or supply packaging. It’s a principle that’s been long established in the EU and elsewhere, but for UK businesses, it represents a major shift in accountability, reporting and operational processes.

Lowdown on EPR

EPR is essentially about environmental stewardship. It encourages businesses to consider the full lifecycle of the packaging they use, not just how it’s disposed of, but how it’s sourced, distributed and recycled or reused.

Carrie Tallett, Forterro

The environmental impact of packaging, especially plastics and cardboard, has become too significant to bury one’s head in the sand and hope the issue goes away. EPR is about corporate social responsibility, traceability, and being able to account for packaging throughout the supply chain. It forces organisations to take ownership of the packaging they introduce into the economy.
This means understanding not just what packaging is used, but how much, where it comes from, and whether it meets sustainability criteria. For many businesses, especially those dealing with complex or high-volume logistics, that demands a new level of data granularity and reporting discipline that hadn’t previously been required.

The Midmarket Challenge

Large enterprises often have the technology and expertise to manage regulatory changes, but for SMEs and midmarket firms, EPR is a different proposition. Many of those smaller businesses simply don’t have the systems in place to track this kind of data. Manual spreadsheets and paper-based records are both still commonplace and the idea of mapping packaging use across an entire supply chain is overwhelming for them.

While micro-businesses are currently out of scope, small and medium enterprises must register with the appropriate compliance schemes and submit packaging data. For SMEs without ERP systems or established tracking mechanisms, this means either investing in new software or attempting to cobble together reports from disparate sources, such as delivery notes, purchase orders or invoices. This is time-consuming and simply not practical.

This is where the cost really starts to bite. EPR compliance isn’t just about paying registration fees – around £200 for small organisations, up to £1,500 for large ones – rather, it’s about dedicating time, resources, and sometimes consultants to set up entirely new reporting functions. It’s not just the purely financial cost, it’s the operational burden. And there hasn’t been nearly enough government guidance for smaller organisations, who are the companies that would most benefit from that guidance.

ERP – a Compliance Enabler

For organisations that do have ERP software in place, EPR doesn’t have to be nearly so demanding. The ideal is an ERP solution that’s transactional in nature, so an item can be tracked from the moment it enters the organisation, when it was booked in, who booked it, the supplier, batch and serial numbers, and packaging details – every piece of required information is there. This kind of traceability is essential for EPR compliance. It enables businesses to map packaging data accurately, submit required reports, and track their environmental impact over time.

Even more critically, ERP platforms allow companies to maintain data integrity at scale. Businesses can perform a ‘data health check’ to identify any gaps, then use import and edit tools to quickly bulk update product or supplier records. It’s really about mapping current data to the government’s reporting templates. If there’s a column in the EPR file that you don’t currently capture, you can easily edit that data, import it, and be compliant without needing an overhaul.

Cost Tracking and Price Adjustments

Another strength of ERP software in the context of EPR is cost visibility. As EPR becomes embedded, packaging suppliers will be looking to pass on their own compliance costs. ERP enables you to distribute those costs across your order lines and get a clear view of how it’s impacting your margins. That granular view matters. It allows businesses to make informed decisions about product pricing, rather than blanket price increases. If one product line sees only a 1% rise in packaging costs, but another sees a 5% jump, those adjustments can be made strategically, ensuring competitiveness while protecting margins. It’s about building resilience as much as compliance. If you can’t see how costs are changing at a transactional level, you can’t adapt quickly or confidently, and ERP gives you the insight to make such decisions.

EPR, DPP, and what’s next?

EPR also ties into broader trends in traceability and sustainability, in particular the emergence of digital product passports (DPPs), which are expected to become mandatory for certain products under upcoming EU regulations. EPR and DPP share a reliance on smart, effective traceability and you’re effectively tracking the same journey. The item that needs a digital passport will come in a box that’s EPR-applicable. It’s two sides of the same traceability story.

Looking ahead, it’s likely that EPR will likely extend further. While micro-businesses are currently exempt, that may not last. Similarly, suppliers who aren’t currently certified or EPR-compliant may face mounting pressure to adapt. It makes sense for businesses to partner with compliant suppliers now. It’s all about reducing risk and ensuring that compliance starts before packaging even enters the warehouse.

Lessons from PPT

EPR isn’t the UK’s first packaging-related legislation. The Plastic Packaging Tax (PPT), introduced in 2022, served as something of a warm up to EPR. It encouraged the use of recycled and sustainable materials, and many businesses shifted accordingly. While there’s not a direct link between PPT and EPR, the government saw the success of PPT in driving behavioural change and EPR feels like a natural continuation. And with sustainability front of mind for regulators, consumers and investors alike, there’s little doubt that more regulations are coming. Those who prepare early will not only avoid penalties but they may also gain a competitive edge.

For logistics and supply chain professionals, EPR is another reminder that data is king. Whether it’s compliance, cost management or customer satisfaction, having the right systems in place is no longer optional, it’s essential. EPR is just the latest example of how digital infrastructure underpins business resilience. Logistics businesses should see this not just as a regulatory hurdle, but as an opportunity to streamline processes, improve supplier relationships, and position themselves for a greener, more transparent future. ERP supports economic shifts like these for organisations all around the world. That’s why we need to think of ERP not as Enterprise Resource Planning, but Everyone’s Resource Planning.

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At the Last Mile Leaders Europe event last week FarEye revealed its latest industry, containing some very interesting findings, including that 98% of respondents cited rising delivery costs as their top operational challenge, and that AI and automation have become the most prioritised area for investment (43%), overtaking sustainability (20%).

Eye on the Last Mile 4.0, the fourth edition of FarEye’s industry report, was unveiled live at the recent Last Mile Leaders Europe 2025 event in Amsterdam, where Europe’s last-mile logistics leaders gathered for a pivotal moment in the evolution of delivery. The sharp shift in investment priorities was at the heart of the conversation. According to the Eye on the Last Mile 4.0 report, logistics executives across Europe are now investing more in AI than in sustainability, a sign of the intense cost and operational pressure reshaping the sector.

Hosted by FarEye, Last Mile Leaders Europe 2025 convened over 80 global voices from logistics, retail, and supply chain, including leaders from DHL, Dyson, DPD, IKEA, Beko, JB Hi-Fi, Electrolux, Heineken, Philips, PostNord, Slovenia Post, Wayfair, and more. Together, they examined the forces shaping the future of delivery, from AI adoption and rising expectations to infrastructure and sustainability gaps. The leaders closed with a call for collaboration across the ecosystem, from building shared locker networks to co-developing AI use cases and designing joint sustainability roadmaps.

“From AI-led orchestration to predictive fleet planning, innovation is moving from the sidelines to the centre,” said Kushal Nahata, CEO & Co-founder, FarEye. “What used to be aspirational – like sustainable delivery or hyper-personalised logistics – is now being balanced against hard costs, shrinking margins, and rising customer demands. Europe’s last mile is entering a decisive phase.”

Last Mile at a Crossroads

The event’s opening keynote, delivered by Nahata, framed Europe’s logistics landscape as being at a critical inflection point – caught between cost efficiency, customer delight, and sustainability. Drawing from the Eye on the Last Mile 4.0 report and FarEye’s operational data, the keynote highlighted:

• Cost is king: 98% of leaders ranked delivery cost as the top concern shaping 2025 decisions
• AI is no longer experimental: Almost 1 in 2 businesses are now prioritising AI, not just for orchestration and routing, but also for customer support and exception management, achieving up to 30% cost savings in dense delivery zones.
• Consumers want more than speed: 54% of shoppers are willing to pay for faster deliveries, but also demand specific and reliable delivery promises, not just faster ones.
• Support costs are dropping with AI: AI-driven customer service agents can resolve up to 80% of delivery-related queries, cutting support costs by 40%.
• Sustainability lags adoption: Although 83% of respondents believe in offering green delivery, only 16.7% do, thus revealing a wide execution gap.
• Regional cost spikes: Switzerland and the UK reported the highest cost increases (up to 38%), while countries like the Netherlands and Greece showed more cost stability.

Spotlight on Logistics Startups

Europe is now home to more than 200 last-mile logistics startups tackling everything from urban congestion to carbon emissions using AI, automation, and electrified delivery infrastructure. The European startup ecosystem has become a key innovation driver, attracting over $4.5 billion in funding in just the first half of 2024. At the Last Mile Nexus, three high-impact startups were shortlisted and took the stage to pitch live to a judging panel of industry experts.

Ultimately, ClearQuote was named the winner (see picture, above) for its AI-powered platform that transforms fleet damage assessment and maintenance, helping enterprises cut downtime and cost. Its co-founder, Venkat Sreeram, collected a cheque for €10,000 to go towards the growth and rollout of its AI-powered vehicle damage reporting tool.

Deep Dives and Real Conversations

Breakout panels explored the shift from AI hype to execution, strategies to scale locker networks across Europe, and post-purchase innovations that drive loyalty. New this year was The Last Mile Suite, a curated connection space where attendees met over selected drinks and shared conversations designed to spark collaboration. Europe is clearly investing in the future. But the tension between efficiency, customer delight, and sustainability remains unresolved. As infrastructure lags and AI accelerates, forums like Last Mile Leaders offer not just insight but direction. What began in Asia and Africa has now landed in Europe with scale. Last Mile Leaders is no longer a series of events, it has become a growing platform where research, startups, and strategy converge to define the next era of logistics.

Logistics Business was proud to be the exclusive media partner for Last Mile Leaders Europe 2025, with editor Peter MacLeod moderating a panel alongside experts from Accenture, Microsoft and FarEye on the part AI plays – and will play – in the last mile.

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Porto, Portugal‘s second most important city, is an ever-popular destination for luxury tourism. Overlooking the Atlantic, famous for the wine that bears its name, its Baroque architecture and the understated elegance of the Foz do Douro district, Porto is perfect for those seeking a refined and authentic stay. But what is the best way to reach Porto in Portugal? Of course, aboard a private jet, with all the comfort and privacy that only this type of flight can provide.

Luxury private jet flights to Porto in Portugal: comfort at 30,000 feet

Flying by private jet to Porto allows you not only to choose flexible schedules, but also to customize every aspect of your flight. From London, Paris, Geneva, Milan o Madrid, the average flight time is about 2 hours, perfect for a luxury weekend getaway.

The most popular jets for this route include:

• Cessna Citation XLS+ – ideal for comfort and range

• Bombardier Challenger 350 – spacious, quiet, perfect for international flights

• Gulfstream G280 – for those who want the best, even on short routes

Where to land with a private jet in Porto (Portugal)

Porto is served by Francisco Sá Carneiro Airport (OPO), located about 11 km from the center. This airport is fully equipped to accommodate private flights thanks to:

• Dedicated VIP terminal

• FBOs with high-end services (e.g., Sky Valet)

• Hangar and reserved parking spaces

• Quick and discreet customs services

The average time to disembark and arrive in the city is less than 20 minutes by private transfer.

Luxury connections from Francisco Sá Carneiro Airport (OPO) to downtown Porto in Portugal

Once you land, you can choose from several luxury means of transportation to reach the heart of the city in total relaxation:

• Limousine transfer with personal driver

• Luxury rental cars (Bentley, Maserati, Porsche)

• Private helicopter for those who want a faster arrival, perhaps landing in Gaia area overlooking the Douro

Where to stay. The best luxury hotels in Porto (Portugal)

A selection of the most exclusive hotels to stay in:

1. The Yeatman Hotel
   Located in Vila Nova de Gaia, it offers unparalleled views of the historic center and suites with private spas. Famous for its Michelin-starred wine cellar and restaurant.

2. Torel Avantgarde
   Modernly designed boutique hotel with rooms inspired by great artists. Offers rooftop pool and personalized concierge service.

3. InterContinental Porto – Palácio das Cardosas
   An old 18th-century palace transformed into a 5-star hotel. Very central location and elegant rooms.

4. Maison Albar – Le Monumental Palace
   French luxury in a historic palace in the heart of Porto, with spa by Nuxe and gourmet restaurant.

The Douro River is the home of Port wine

Porto’s cityscape is marked by spectacular bridges over the Douro River, including the famous Dom Luís I Bridge, designed by a student of Eiffel, which connects Porto to Gaia. The Douro River ( Rio Douro in Portuguese) originates in Spain and flows through all of northern Portugal before emptying into the Atlantic Ocean right at Porto. The city is built on both sides of its mouth, with Porto on one side and Vila Nova de Gaia on the other.

The hills along the Douro, east of the city, are home to the Douro Wine Region, one of the oldest in the world(a UNESCO World Heritage Site). This is the birthplace of the famous Port wine, which is aged in the very cellars of Vila Nova de Gaia, overlooking the river.

For centuries, the Douro River was the main transportation route for wine and goods. The typical “rabelos” boats, still visible during events and regattas, were used to transport wine barrels down the river to the wineries in Porto.

Porto is called the“city of the Douro” because its history, economy, culture and landscape are inextricably linked to the river. It is from there that its identity, richness and charm are born.

Exclusive experiences in Porto not to be missed

• Private tastings at port wine cellars (Taylor’s, Graham’s, Sandeman)

• Private yacht cruise on the Douro River

• Guided tours with personal shoppers among the boutiques of Rua de Santa Catarina

• Gourmet dinners at starred restaurants, such as Casa de Chá da Boa Nova (chef Rui Paula)

Book your private jet to Porto in Portugal now with PrivateJetFinder

Porto awaits you with its mix of history, taste and sophistication. And with PrivateJetFinder, enjoy Porto to the fullest: no lines, no stress, just comfort and freedom. Choose the perfect plane for you, take off when you want and land in the heart of Portugal in style.

Contact us now and request a personalized quote now. Traveling by private jet to Porto has never been so exclusive.

Want to charter a private jet to Portugal? Also read our article on the route Rome Ciampino – Lisbon

Körber Supply Chain Software, a joint venture between Körber AG and KKR recently introduced its new company brand, Infios. Logistics Business spoke to Tim Moylan (pictured below), Chief Growth Officer, to learn about the thinking behind the re-brand.

Logistics Business: What was the thinking behind the new name? The letter ‘I’ is always very popular for software – any concerns about distinctiveness?

Tim Moylan: “Yes, the name Infios is intentional. ‘Info’ represents infinite possibilities and the critical role of information across modern supply chains. ‘OS’ nods to our role as a flexible, intelligent operating system that connects and orchestrates execution across transportation, warehousing, and beyond. While the letter ‘I’ is indeed popular in tech, we feel the name Infios properly conveys what we want to signal to our customers —both current and future. In the end, it’s more than a name — it’s a promise to deliver agility, scalability, and intelligence across the most dynamic parts of the supply chain.”

Logistics Business: Was the rebrand made necessary by the MercuryGate acquisition? What else drove it?

Moylan: “The rebrand reflects a broad transformation, signifying our commitment to delivering a fully connected, end-to-end, best-in-class supply chain execution platform — seamlessly integrating warehousing and fulfilment, transportation, order management and commerce, AMR and voice. With this transformation, Infios stands as a true supply chain execution leader, providing adaptable solutions that empower businesses of all sizes to simplify, optimize, and accelerate their supply chain operations. While the MercuryGate acquisition was a catalyst for the rebrand, we are very respectful of all our acquired companies. They all helped us reach the point where we could rebrand, and all the innovation they have delivered make us the supply chain execution powerhouse we are today.”

Logistics Business: Infios will still work closely with Körber for integrating warehouse automation. Will that be exclusive, both ways? How does the rebrand affect the relationship between the companies?

Moylan: “Our partnership with Körber remains strong and collaborative. Infios will continue to integrate with Körber’s warehouse automation offerings, just as we will with other partners. The relationship is not exclusive either way; it’s about delivering what’s best for customers. The rebrand clarifies our role in the ecosystem – we are focused on supply chain execution solutions, which means being open and agile in how we collaborate across the supply chain technology landscape.”

Tim Moylan, Infios

Logistics Business: What is the growth objective for Infios?

Moylan: “Our regional and solution diversity allows us to grow across many dimensions, closely aligned with the growth strategies of our customers. Our short-term focus is on strengthening our foundation, driving execution and delivering measurable impact. A key priority is enhancing customer success by improving implementation, support and account management, ensuring that our customers derive maximum value from our solutions. Innovation remains at the forefront, as we continue to advance our cloud, AI, and automation capabilities, making our solutions more adaptable and future-ready. Additionally, we are focused on driving revenue growth, expanding our market reach through a strong go-to-market strategy, increased cross-sell opportunities and deeper industry partnerships.”

Logistics Business: Will you be extending the product range/offering?

Moylan: “The rebrand is just the beginning. Infios will continue to build out our product ecosystem — strengthening our core offerings like TMS, WMS and OMS while also exploring adjacent areas that support end-to-end supply chain execution. We’re actively listening to customers and aligning our roadmap with what they need to thrive in an increasingly complex supply chain environment.”

Logistics Business: Do you anticipate further acquisitions?

Moylan: “We’re open to acquisitions that align with our mission and enhance our value to customers. As supply chains grow more interconnected, strategic acquisitions can help us accelerate innovation and expand capabilities. That said, we’re just as focused on organic growth — delivering consistent, scalable improvements to our platform and ensuring every customer gets the most from their investment with Infios.”

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Experience and track record matter in freight forwarding, according to Paul Everley, Global Head of Forwarding, Peters & May.

Freight forwarders are faced with an increasingly complex and rapidly evolving market. Importers and exporters are contending with changing customs clearance rules, geopolitical issues, stricter environmental pressures and a rapidly shifting trade and tariffs landscape. Global logistics management for even the most standard and commoditised item is not spared from complications.

These challenges are magnified when it comes to transporting unconventional, delicate or time-sensitive items. The stakes are high for specialist freight forwarding, which requires a degree of consultancy and a hands-on approach. It’s not a case for a one-size-fits-all solution.

Is it worth it? Separating cost from value

Freight forwarding for specialist items is as much about risk management as it is about the transportation of the item. Freight forwarders prioritise preventing delays and, when managed correctly, can actually give customers ‘time back’.

Having the right support- underpinned by experience and expertise- goes a long way. While on paper, specialist freight forwarding carries a fixed cost, the reality is often very different without proper support and planning. Incorrect customs declarations, or logistical roadblocks from not understanding the item or product, can cause severe delays, creating huge headaches for importers and exporters, all of which, ultimately, end up ramping up costs.

Having experience of shipping a particular product and knowing the customs landscape is a competitive advantage. An experienced freight forwarder will plan thoroughly and will have access to all the right information and documentation up front to navigate changing customs rules. For example, classification codes may change, or permit requirements can alter, and both scenarios can have ramifications for shipments and costs. It’s this responsiveness, industry knowledge and experience- the consultative approach- that sets apart newer entrants from established forwarders who will be better positioned to anticipate challenges and take proactive action to minimise risks and costs in the long-term.

A strong example of distinguishing cost from value is demonstrated by Peters & May’s freight forwarding team, who arranged premium ‘must-ride’ air freight services for a client shipping laboratory equipment to the USA. The shipment was time-sensitive, requiring on-site engineers to install the equipment upon arrival. Previously, the client had faced significant and costly delays when their cargo was bumped from flights due to reliance on standard air and sea services. Although the ‘must-ride’ option came at a higher upfront cost, it ultimately saved the company time and money, safeguarded their reputation as a reliable partner, ensured timely delivery, and helped secure future business.

Partnerships and scale under one roof

Knowledge is only valuable if it’s used correctly. Specialist freight forwarders with in-house customs expertise ensure that your customs experts and logistics management teams are aligned. By offering a single, trusted point of contact for freight forwarding and customs support, customers can minimise duplication of work. Their one point of contact will already understand the customers’ objectives and have familiarity with the product, customs and regulatory expertise. This contributes to better value for the customer through more control of the logistics process and more streamlined workflows, so that when problems do occur, there is typically an easier, more efficient ‘work around’.

Being a specialist also means that there are other advantages from a standardised freight forwarder, including inward and outward processing between the EU and the UK, and visa-versa, as well as customs warehousing capability in the UK.

Smarter Control, Lower Costs

To have both freight and customs support managed by one specialist freight forwarder is also helpful in managing costs and unforeseen changes, affording more flexibility.

For example, when supporting clients for customs clearance, it is not uncommon to see that the freight was arranged by suppliers at a higher fee. This can easily be avoided by identifying the issue first and arranging for freight services at reduced costs. This means that a client not only saves money on shipping, but assumes control over their inbound supply chain, engendering confidence that the goods are being shipped for the client’s benefit and not the supplier’s. This centralised oversight allows for more flexibility if plans for production shift, and reduces wasted time if goods are unavailable for production – minimising the impact on a client’s cashflow and maintaining industry reputation.

There are several benefits of working with a specialist company, but the biggest advantage is simple: a deep understanding of what you do and what you want. Working with a freight forwarder that speaks your language, and is both service and solutions-oriented, means that you can focus on your core responsibilities without the additional burden of trying to navigate regulatory changes, leaving your forwarder to further alleviate the pressure of the whole shipping process. It is an investment in dependability and risk management, that gives the customer back valuable time.

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With over 150 international attendees representing 92 leading companies in the world of eCommerce and logistics, the 2025 edition of CMC’s Innovation Day on Wednesday concluded with outstanding success. Held at the CMC Packaging Automation headquarters in Città di Castello, the event reaffirmed the company’s central role as a global benchmark in packaging automation.

This year’s theme, LIMITLESS, served as the guiding thread for a day filled with insights, visionary thinking, and innovations that are reshaping the future of right-sized packaging. The morning conference featured presentations from international customers, system integrators, and industry leaders who shared real-world case studies and emerging market trends. Logistics Business will bring you the full story in our next issue.

Among the speakers were DHL – who presented its project with Adidas; Avantor and Element Logic – who highlighted their joint project in Germany and the crucial role of CMC Genesys integration with AutoStore; and eMAG – the largest eCommerce player in Eastern Europe, who presented its packaging automation project developed in partnership with CMC. Exotec offered insight on the importance of right-sized packaging in complementing the new Skypod system.

In the afternoon, guests visited CMC’s production facility for exclusive demonstrations of the full range of on-demand packaging solutions and two of 2025’s key technological innovations:

• CMC Super Vertical: an ultra-compact machine capable of producing right-sized boxes and mailers, specifically designed for small to mid-sized distribution centers. It is ideal for retrofit projects and for maximizing space without compromising productivity.

• New CMC Genesys Concept and Genesys PRIMA: a scalable and modular machine, able to operate either as a stand-alone box-first solution or integrated within warehouse workflows. With the integration of CMC’s patented Vary-Tote technology, the system can handle irregularly shaped products within advanced pick-to-pack processes.

The event also saw a strong presence of system integrators from across the globe, eager to explore the flexibility and scalability of CMC’s solutions for end-to-end project implementations.
Underscoring the event’s success and rising international demand, CMC announced that, for the first time, Innovation Day will also be held at its Tech Centre in Atlanta, Georgia on July 16th. Already functioning as a training hub and testing lab for clients and technology partners, the U.S. site will host the second edition of CID25 to offer an immersive experience to the North American market.

“Integration is no longer optional — it’s essential. At CMC, we believe that innovation must start with listening. Since 1980, we’ve helped companies improve their fulfillment processes and achieve their sustainability goals through high-speed, high-performance technology. In recent years, market demand has shifted: businesses now need scalable solutions that can be deployed in existing, space-constrained environments. This is what has driven our R&D efforts. The result is a new generation of ultra-compact, intelligent systems that can handle a wide variety of items without compromising on package integrity or throughput. With CID25, we wanted to demonstrate that when innovation is driven by vision and passion, there are no limits,” said Francesco Ponti, CMC Executive Chairman and CEO.

Tania Torcolacci, Head of Global Marketing and Strategic Partnerships at CMC, added: “The excitement we received during the event encouraged us to extend Innovation Day to the U.S., where we aim to replicate the energy, dialogue, and value generated here in Italy.”

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Joloda Hydraroll has installed an automated air cargo handling system for Schiphol Express at Amsterdam Schiphol Airport to make trailer loading and unloading faster and more efficient. It is one of the first major installations under the new Joloda Air Cargo Equipment division, which launched in 2024.

Schiphol Express provides comprehensive logistics services, including cargo handling, temporary ULD storage, sorting, and transportation for freight forwarders, airlines, and logistics providers.
Operating from Schiphol and Eindhoven Airports, the company manages the entire logistics process, from loading and unloading goods in first-line warehouses to transportation and delivery across the Netherlands. To handle increasing volumes, Schiphol Express needed a more efficient and reliable solution that would speed up trailer cargo transfer between its trucks and warehouses.

The challenge: time-consuming manual processes

Schiphol Express’s existing equipment was outdated and needed replacing with a modern version featuring the latest automated technology. The manual unloading of air cargo, such as ULDs and PMC pallets, was time-consuming and labour-intensive, resulting in long trailer turnaround times and high staffing costs. The company sought a system to streamline operations, reduce manual handling risks, and enhance overall efficiency when transferring air cargo between trailers and warehouses.

The Solution

Joloda Hydraroll designed, manufactured, and installed a fully integrated system consisting of a 20-foot truck dock and two 10-foot powered rollerbed positions. The configuration enables Schiphol Express to prepare or unload a full truck load (four 10-foot positions) more efficiently.

• Truck Dock
The truck dock system features hydraulic height and sideways adjustment for precise truck-to-dock alignment. Its 20-foot height allows two 10-foot PMC pallets or one 20-foot pallet to be unloaded from the trailer simultaneously. Once the pallets reach the end of the truck dock, the operator hydraulically lowers the dock to align with the powered rollerbed system. The truck dock is also specified with a winch, enabling the towing of air cargo from trailers in cases where pallets become stuck, even if the trailer is fitted with pneumatic rollertrack, modular rollerbed systems, or powered cargo rollers. Since all air freight trailers are equipped with rollerbeds as a minimum standard, the winch serves as a backup to ensure smooth operations. Additionally, trailer detection is integrated into the truck dock. The system automatically detects when a trailer is correctly aligned and ready to receive freight, further improving efficiency and safety.

• Powered Rollerbed
The powered rollerbed system consists of two 10-foot rollerbed positions that functions in conjunction with the truck dock to ensure the entire system operates as one seamless unit. Once the dock is aligned with the powered rollerbed, their motorised rollers propel air cargo further into the warehouse, eliminating manual handling and accelerating the workflow. The system is also equipped with weighing scales, enabling air cargo to be weighed and labelled with a printed sticker before further processing. Automation plays a key role in making this a one-person operation. Photocell sensors automatically shut off the motors to prevent air cargo from being propelled beyond the length of the truck dock or powered rollerbed system, ensuring controlled and efficient cargo handling at all times.

Results: Unloading a full truck in minutes

The team at Schiphol Express has increased productivity and reduced operational costs since implementing the new air cargo handling system; automating the unloading process has reduced unloading times to just minutes per truckload. Operators have also noted a smoother workflow, and the ability to handle higher cargo volumes has improved service levels for clients. The robust construction ensures durability under high-demand conditions, while the modular design and seamless integration with existing logistics processes has further reinforced the effectiveness of the installation and the opportunity for future expansion as cargo volumes grow.

Christophe Darras, Manager Operators at Schiphol Express, commented: “The installation of the air cargo handling equipment has transformed our operations. The automated system has significantly reduced trailer loading and unloading times, improved workflow efficiency, and enhanced safety for our team. The equipment has integrated with our existing processes seamlessly, allowing us to handle higher cargo volumes with greater reliability. This investment will be instrumental in optimising our logistics capabilities and performance.”

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