As an industrial decision-maker, you probably hear about peers who have automated processes in warehouses and achieved remarkable results. If you’re considering doing the same, start by becoming familiar with the leading warehouse automation companies and the likely benefits of installing their technologies.

Learn About Vendors and Offerings

Specialty service providers optimize your investments through innovative items, services and software. Reputable options also support the chances of meaningful outcomes and successful implementations.

Start researching entities and browse their websites while considering which challenges you hope to solve with automated solutions. Finalizing an estimated budget before scheduling sales calls with shortlisted vendors can also create better outcomes by setting expectations about your planned uses and available resources.

Know What to Expect From Automating Warehouse Processes

Talking to other professionals who have recently automated their facilities helps you learn about the top advantages, common challenges, unexpected outcomes and workers’ responses to processes. What are some of the top automation benefits?

1. Workforce Optimization

Many warehouses face labor shortages caused by employee retirement, high turnover and the time required to train new workers. Automation solves numerous difficulties, allowing companies to accomplish more with smaller teams. Strategically chosen technologies also reduce injury and accident rates, tackling common absence reasons and minimizing the time spent on tedious tasks that reduce employee engagement and satisfaction.

2. High Accuracy

In one example, IKEA uses over 250 drones across 73 distribution centers. These automated vehicles count inventory and record missing items or those in the wrong places. Each warehouse contains an average of 5,000 to 8,000 stock-keeping units that the drones track. They even operate in the dark, saving electricity and allowing tasks to occur outside business hours.

3. Growth Potential

One third-party logistics business integrated an automation solution into its product-picking processes to meet rising customer demands. Executives expect the improvement will boost output rates by over 40% while equipping crews to enhance their results. Similarly, automated storage and retrieval systems feature compact designs that let users store larger quantities of products without expanding property footprints.

4. Beneficial Collaboration

Specialized warehouse robots excel at repetitive tasks, letting humans use their creativity and problem-solving skills more often. Amazon uses a proprietary robotic system called Sequoia to optimize facility layouts and keep products closer to the customers who buy them. It accelerates inventory identification and storage as much as 75% with mobile robotics. Machines bring items directly to containers or employees preparing shoppers’ orders.

5. Flexibility and Responsiveness

In this episode of our podcast, Logistics Business Conversations, host Peter MacLeod talks with Smitha Rafael, Chief Product & Delivery Officer at SnapFulfill, about why many 3PLs and retailers are abandoning outdated warehouse management systems (WMS) in favor of modern, cloud-based solutions.

Legacy systems often lack the scalability, flexibility, and integration needed in today’s rapidly evolving supply chain. Smitha shares how modern WMS platforms:

• Enable rapid scalability for multi-site and global operations.
• Integrate seamlessly with ERP, TMS, and warehouse automation.
• Empower users with self-service dashboards and rule-based workflows.
• Boost efficiency by reducing manual labor, improving ROI, and speeding customer onboarding.
• Support sustainability by eliminating paper processes and optimizing packaging.
• Prepare businesses for the future with AI-driven insights and easy tech adoption.

Smitha also stresses the importance of selecting a flexible WMS partner and managing organizational change effectively to unlock the full potential of these solutions.

When tax meets trade stronger supply chains can be built, writes Chris Hall (pictured below), Senior Tax Officer – Global Tax & Compliance at Vertex.

The global supply chain has long been defined by its complexity. Every time an item is purchased and delivered to a customer, there are a wide variety of processes, relationships and strategic decisions that must align to ensure it arrives on time.

However, evolving global dynamics and shifting trade policies have pushed supply chain resilience to the top of the agenda, making this already complex process even more challenging. To adapt, supply chain teams will need to explore other ways to simplify operations and collaborate with broader parts of the organisation – and one often underutilised area is the tax team.

Why Tax Teams Are Critical

With unique access to data, deep knowledge of indirect tax regulations, and familiarity with enterprise systems, tax professionals are well-positioned to support supply chain strategies, particularly in a time of rapid legal and regulatory change.

Indirect tax departments sit in the middle of regulatory compliance, enterprise technology, and global trade, so they often have access to a wealth of operational data that supply chain teams may not have. They also often have a deeper understanding of the business processes than other departments because they must defend the Company from audits, which involves deep dives on transaction data. This means they can become collaborators in building adaptive and forward-looking supply chain strategies.

For example, by analysing VAT data, an indirect tax department can identify discrepancies in supplier performance, highlight inefficiencies in cross-border logistics, or spot patterns that suggest regulatory exposure. When shared with supply chain teams, these insights can drive improvements, supporting more informed procurement decisions.

Getting Ahead of the Disruption

As changes continually disrupt supply chains, logistic professionals must ensure they have strategies in place to stay ahead. Tax teams can play a central role in building these plans by helping establish early warning systems that detect risks before they escalate.
There are three foundational elements to making that happen:

1. Creating an enterprise-wide data repository

An effective risk strategy built on a centralised data storage system, or “data lake”, offers key benefits to supply chain professionals by consolidating financial, operational, tax, and qualitative data in one place. This enables early detection of disruptions, facilitates anomaly identification, supports more informed cross-functional decisions, and ensures consistent supplier risk scoring. With integrated data, teams can model scenarios, streamline reporting, and improve visibility, ultimately enhancing supply chain resilience.

2. Using AI to enable actionable alarms

AI excels at finding patterns that humans miss, especially across seemingly disconnected systems. To make these tools truly effective, businesses must calibrate AI models to avoid false positives and focus on highly specific, business-relevant scenarios. One example might be flagging suppliers at high risk of running short on a key component due to regulatory delays or tax changes.

3. Revisiting the risk management playbook

Too often, risk frameworks focus on classification without detailing the steps to respond. In contrast, a robust early warning system outlines clear next steps, who is responsible, what action to take, and how to follow up. These “next best actions” ensure that alarms lead to decisions, not just alerts.

Tax professionals are well equipped to help define these processes and integrate them into broader risk governance structures.

Tax as a partner

As global disruptions continue to reshape businesses, supply chain teams should look at tax teams as partners. Together they are no longer confined to compliance and reporting, tax teams have the tools, data, and perspective to be true partners in supply chain resilience.

By embedding tax professionals into supply chain strategy, companies can tap into powerful insights that reduce cost, manage risk, and improve responsiveness. Ultimately, strengthening supply chains through tax collaboration isn’t a nice-to-have, it’s a necessity. The future belongs to companies that can adapt fast, respond smartly, and make resilience part of their strategy.

When does it make sense to integrate transport management systems (TMS) with AI? What’s the right business case? David Priestman met with Alex Redmann, Sales Director of Soloplan, at Multimodal Birmingham, to find the answer.

“Interpret the right data, for example from the proof-of-delivery,” advises Redmann. “AI can verify documents, check if the P.O.D. is correct and its quality using optical character recognition (Document Intelligence function). This saves time and the checked data automatically goes into the right place in CarLo. (Soloplan’s TMS) When we speak to prospective customers they often say how long it takes to get P.O.D. discovery, so we need to discuss their current operations to show a new workflow and ROI.”

AI is just one of many tools, Redmann tells me. The new ‘Planning Radar’ in CarLo highlights proactive efficiency improvements, whether that be reduced empty distances, optimised vehicle utilisation or less planning effort. The functionality supports dispatchers in planning transport orders faster and more intelligently. The planning radar analyses all open transport orders in real time and displays the best possible combinations directly in the system. Results can be filtered by number and radius. The system automatically recognises previous and upcoming trips as well as return loads.

Intelligent Vehicle Search

Soloplan (which stands for Software Logistics Planning) takes an individualised configuration approach by customizing solutions. “We only have 1 TMS,” Redmann states, “but without changing source code we can change all the jobs in the system.” The company has 1700 worldwide customers, predominantly hauliers with fleets of 50-500 trucks, doing FTL and LTL, palletised, tank or bulk freight transport. There are 33000 CarLo users, supported by 260 Soloplan staff across seven offices in Germany, Spain, France, Poland and South Africa.

Its competition is not just other TMS providers, but spreadsheet usage by smaller hauliers. ”We look at how digitized a customer is and how many manual processes they have,” says Redmann, “to find the right resource for each job – such as route planning. Individual benefit outweighs data functionality.” Customers buy CarLo (Cargo Logistics) via a one-time license fee, rather than SaaS. This means a higher upfront cost, but lower total cost of ownership.

The new customer search in ‘Planning Radar’ automatically suggests clients for whom appropriate return loads have regularly been carried out in the past. If no match is found, freight exchanges such as TIMOCOM or Trans.eu can be connected to directly. Here as well, the return load search takes place automatically and with only one click. Some hauliers prefer to use their own network, some need external transport resources. The TMS integrates with telematics partners like Samsara and has additional features for WMS, fleet management, cross docking and driver communications.

After planning a trip, the Planning Radar, with its intelligent search functionality and chatbot, assists in finding the most suitable vehicle. Factors such as the proximity to the loading location, the costs per vehicle (weight, fuel consumption, wear and tear) or the properties of the semi-trailer (dumper, tank, tarpaulin, excess width) play a role. The transport company can specify the cost components per vehicle itself. Vehicles used in the past for similar combinations can be another criterion. This way, AI helps identify hidden optimisation potential which otherwise may have remained unrecognised.

The planning radar graphically displays suggestions on the map. The AI feed creates a window next to the map and checks all open transport orders in CarLo. Subsequently, all transport orders for which suggestions have been found are displayed there. Even less experienced dispatchers can plan better and more easily, while avoiding planning errors and staff do not have to deal with the data alone.

Peter MacLeod meets IFS’s Bianca Nobilo to discuss how human factors such as soft skills are essential to successful deployment of industrial AI.

At the recent IFS Connect Eastern Europe event in Warsaw, where the potential of IFS’s industrial AI took centre stage to a great reception, my conversation in a quiet side-room away from all the hurly-burly with Bianca Nobilo, IFS’s Chief External Affairs Officer, offered a welcome balanced view into the human side of digital transformation. Speaking exclusively with Logistics Business, former CNN anchor Nobilo provided a compelling exploration of how soft skills, ethics, and a values-driven approach can accelerate and shape the adoption of AI across industry sectors, particularly logistics.

IFS, a provider of cloud enterprise software, has made significant strides with its AI-powered platform, IFS.ai. This technology helps organisations optimise efficiency, increase uptime, and make real-time, data-driven decisions. But Nobilo is keen to emphasise that successful implementation isn’t only about tools, but also mindset.

“One of the most important traits we see among companies ready to embrace AI is curiosity,” she said. “Curiosity means you’re less afraid of change, more willing to challenge outcomes, and open to rethinking the way things are done.”

Nobilo, who early into her tenure of her executive position set up a Think Tank within IFS to explore questions around innovation, ethics, and wellbeing, stressed that while technical knowledge is important, soft skills like self-motivation and communication are essential in today’s AI-driven workplaces. “As AI becomes more prevalent, we risk cognitive offloading, namely depending too much on it and losing our own creative or critical abilities,” she explained. “That’s why self-monitoring and thoughtful use of AI are vital. It’s about knowing when to use technology and when not to.”

Communication, particularly in an era of hybrid work and digital collaboration, also stands out. “Introducing AI and digital workers can further reduce human interaction. So strong communicators – people who can cohere teams, articulate problems and solutions, and even prompt machines effectively – will become more valuable.”

These insights align with broader IFS goals. The company’s Industrial AI offering is deeply embedded in sectors such as manufacturing, aviation, and logistics, industries where safety, uptime, and human oversight are critical. At the Warsaw event, IFS showcased success stories from companies using AI to reduce downtime, predict maintenance needs, and streamline operations. But Nobilo pointed out that technology alone isn’t enough. “There’s fear and lack of understanding, especially among SMEs. That’s an invitation for us to step up and demystify the ROI of AI.”

Industrial AI

That bridge between industry and policy was also a focus of Nobilo’s meeting with Dariusz Standerski, Secretary of State at the Polish Ministry of Digital Affairs, the day before her interview with me. “In that meeting, logistics and supply chain came up as the top area in Poland where AI can make an immediate, measurable impact. Governments want to know how to build policy around AI that benefits national infrastructure, security, and the economy.”

However, the global AI race raises complex ethical issues. Nobilo (pictured, below) flagged regulatory lag as a top concern. “The technology is moving faster than governments can legislate. We see challenges around transparency, bias, explainability, and data sovereignty. Without proper AI literacy, users can’t give true consent to its use.”

On cybersecurity, front-of-mind at the time of our meeting thanks to the troubles encountered in the UK by M&S, she was unequivocal. “It’s Janus-faced in almost every sense. AI is both the threat and the defence. Some of the best tools to monitor systems are AI-based. But as we move toward quantum computing, we’ll need equally advanced AI to safeguard critical infrastructure.”

The conversation ended with a reflection on social mobility and education. “Traditional career paths are being upended. It’s not about a specific STEM degree anymore. It’s about adaptability, about skills that allow you to thrive alongside evolving technology, not be replaced by it.”

As the logistics sector faces rapid transformation, voices like Nobilo’s are essential. Her perspective reminds us that while industrial AI may be driven by machines, its future is still very much human. That’s particularly reassuring to hear at a time when AI and automated processes seem to dominate every conversation I have.

Those who choose a private jet think, first and foremost, of on-board comfort and speed of flight. But there is a less visible aspect that decisively influences availability, timing, and the price of the charter: logistics and aircraft placement.

“True luxury is not just choosing the most elegant private jet or the most exclusive service: it is having the right aircraft, in the right place, at the right time.” – This is made possible by the industry’s key concept: aircraft positioning. Understanding that mechanism helps you better plan your trip and, in some cases, calculate costs in detail.

What does positioning of the private jet mean?

The positioning of a private jet refers to its geographical location at the time the route is requested. An aircraft is considered well positioned when it is:

• already present at the airport of departure, or
• arriving in the immediate vicinity, ready to operate the requested flight.

If, on the other hand, it is located far away, it will be necessary to perform a repositioning flight (ferry flight), a transfer necessary to bring the private jet to the departure airport. This type of operation affects the timing, cost, and availability of the entire private jet charter

In fact, aircraft almost never stay at the airport where they landed. They may return to its base of operations, be repositioned to a strategic location, wait for the return flight that may have already been booked, or be immediately deployed to a new customer. This constant movement, made up of logistical choices and empty flights, is what determines the real availability and cost of a jet to a given destination.

The empty repositioning flights (Ferry Flights)

One of the most relevant aspects of positioning are empty flights, also called ferry flights. These are routes in which the aircraft flies without passengers, only to reach the destination from which the next charter will begin. From the operator’s point of view, these empty flights represent a cost: fuel, crew, airport taxes. For the customer, they can affect the final price if the plane has to reach an airport far from the departure airport.

Precisely to reduce ferry flights, operators carefully plan fleet movements and work with brokers who try to jam consecutive routes between different customers whenever possible.

How private jet placement and empty flights affect rental costs

The price of a private flight depends not only on the route, aircraft model, or level of luxury-the positioning of the private jet plays a decisive role.

1. well-positioned jet

If the aircraft is already at or near the departure airport, the cost is calculated primarily on the requested route.

2. Distant jet (ferry flight)

If the plane has to come from far away to pick you up, the transfer flight (ferry flight) is often included in the price.

• Example: you fly from Milan to Paris, but the plane is based in Geneva: you will also have to cover the Geneva → Milan transfer.

• The greater the empty travel distance, the greater the impact on the final price.

3. Empty legs flights

Empty flights can become an opportunity for customers if sold as empty leg:

• These are already planned empty routes that the operator offers at a reduced price.

• Example: a jet flies from Rome to Nice with a customer; the return Nice → Rome would be empty. The operator offers it to another customer at a lower cost than the standard rental.

• Note: Empty legs are only available at set times and dates and do not offer the full flexibility of a standard flight.

4. Summer strategy and seasonal hubs

In high season, operators position jets near the most popular destinations (Olbia, Ibiza, Mykonos, Nice).

• This reduces ferry flights and allows more stable prices for one-way flights.

• Well-positioned jets ensure greater availability, reduced time and less additional costs, providing a more efficient and predictable solution for customers.

In summary. the luxury of flying by private jet is not only in the cabin, but also in the invisible logistics that keep planes close, ready, and convenient.

The valuable (but hidden) work of PrivateJetFinder

Behind every private flight is careful strategic management of travel, aircraft and crew availability. This is where PrivateJetFinder comes in, acting as a bridge between customers and operators, ensuring efficiency and safety without the passenger having to worry about logistical details.

The PrivateJetFinder.com platform monitors in real time:

• The actual location of each jet,

• The immediate availability of crews,

• slots at departure and arrival airports,

• The scheduling of empty flights (ferry flights and empty legs).

With this data, PrivateJetFinder can quickly locate jets that are already well positioned, optimizing time, routes and costs. The result? The client gets a solution ready to take off, with maximum flexibility and no surprises, while the complex, hidden work remains behind the scenes.

Do you want to rent a well-positioned private jet?

The positioning of private jets functions as a truly complex puzzle. Every scheduled flight, every empty leg, and every movement of the plane represents a valuable piece that must fit together perfectly . Rely on PrivateJetFinder.com: we will find for you the plane closest to the destination you have chosen and ready to take off.

Useful Links:

Why Visibility Demands Have Accelerated

The Customer Experience Advantage

Logi-Sys: Delivering Visibility Without Adding Complexity

Conclusion

The trajectory is firmly upward for Europe-wide multimodal specialist Ewals Cargo Care. Paul Hamblin meets the UK team.

It’s a long way from one man with a horse and cart in a Dutch town to 28 offices, over 2500 employees in 14 countries, and thousands of movements to the furthest reaches of Europe and back every day of the year.

But that is exactly what Ewals Cargo Care has achieved. The multimodal specialist founded as long ago as 1906 by Alfons Ewals is still family-owned, the fourth generation now overseeing an impressive growth trajectory currently comprising 4650 trailers and an accompanying control tower suite to optimise customer supply chains.

This year sees the company consolidating its ambition with a refreshed brand identity, logo and mission statement – all unveiled at Transport Logistic Munich in June – as well as an expanded website by which visitors can better navigate the range of logistics services the company now offers. “It’s not about relaunch, it’s about refinement, honouring our legacy and highlighting our future direction,” explains Michael Brand, Regional Marketing and Communications Coordinator.

The company wanted to better reflect the depth and expansion. “Two years ago, we had a network of 3800 trailers, now it’s over 4500,” he adds. “The plan is to keep increasing and the next target is 5000 – and the reason the trailers are being acquired is because the business continues to expand.”

Mega Trailer Innovator

It’s also about raising awareness. “We’re a bit of a best-kept secret in many ways,” he reflects. “Yet the Mega Trailer is something we co-created in collaboration with the automotive industry.”

The Mega Trailer is a key weapon in the ECC armoury, because its extra volume provides three precious wins for clients – shipment economy, fuel economy, and sustainability gains.

Those wins dovetail neatly with the company’s new mantra: Care, Connect, Move: “We don’t just transport cargo; we take care of it. We care for our customers, their cargo, and each other. It’s in our DNA.”

Austen King is the UK/Ireland Sales Manager and responsible for what is a key market for the company. He says that the ability to understand customer requirements deriving from years of experience is at the heart of the company’s success. A second crucial ingredient is versatility. The company’s size and reach mean it can react fast to changing circumstances – and all logistics transport professionals know what a vital quality that is.

“We are predominantly unaccompanied and that means that we have many options,” he explains. “Contingencies are a big thing for us; we can provide alternatives very quickly if needed. For instance, here in the UK we utilise at least 10 different ports, shipping via options in Holland and Belgium, also Portugal, Bilbao, Santander, Gothenburg; I could go on. We can pick up and deliver as the customer wants it to suit their needs and circumstances.”

Modal Shift

At the heart of the model is The Modal Shift, driven in part by the sustainability agenda. National and International regulators, as well as end consumers, are requiring businesses to reduce carbon emissions to meet global targets, and the transport industry is a key focus area for change.

“There are so many ways we can help make a difference,” says Austen King. “The biggest emissions savings come from utilizing short-sea and rail over direct road options but also, for instance, by better exploiting the shortest distances Let’s look at an example. Say you’re loading at Manchester, the quickest route is to Immingham then across to Zeebrugge by short-sea. If you had chosen to drive down to Folkestone to cross at Calais and then drive up through Belgium, your emissions are already higher. The point is that small tweaks applied in the right areas can be as important as the larger changes, but only if you have the network reach.”

Michael Brand adds: “Savings from 10-15 per cent all the way up to 60 per cent are possible with The Modal Shift. And it shouldn’t be forgotten that mode switch can also help address issues with driver shortages.”

ECC says it recognises its own commitment to sustainability in the trucking fleet it deploys to move trailers, currently comprising 700 own tractor units and 1200 subcontractors. All vehicles within the fleet and those sub-contracted are of Euro VI standard. This also ensures they are ready and able to use HVO 100, a biodiesel which can further reduce total emissions by up to 90%. ECC says it is an option which can be deployed into clients’ existing supply-chain operation today with minimal disruption.

Success in logistics is about adapting to industry changes and customer needs on a rolling, continuous basis. Austen King points out that this underpins the Ewals growth story as it evolves its customer base.

“We have a long history with the automotive industry,” he recounts. “Over the past five or six years we’ve increasingly moved into other areas such as recyclables, chemical, paper and packaging, as well as general industrial, even solar farm projects. The point is that we can take on massive projects reliably for the customer and meet their capacity needs due to the size of our fleet.”

Changing consumer habits have brought opportunities in new areas. “Fashion and ecommerce, for example, require quick turnaround traffic. Our connections, our local trucking bases close to hubs mean that we can do that for them. We can take deliveries from the Far East off the train in Budapest, but we can also use those locations as switch points to bring goods to UK.”

Eastern Europe has become a significant area in European logistics, he reflects. “There is now a lot more fleet in Eastern Europe, and Turkey is a big growth area, but they are a long way from the UK. A lot of this activity stems from changes in the automotive industry. These longer transit times mean we need more trailers in the network to cope with the volumes, and Mega Trailers are perfect for it. Morocco is another location we see coming into play in the future, continuing the trend of integration at the EU’s limits.”

Warehouse on Wheels

Significantly, ECC does not maintain a warehouse roster beyond two sites in Venlo (Netherlands) and Zeebrugge, preferring instead what Austen King (pictured, below) calls a “warehouse on wheels” concept. “Any touching of cargo brings cost,” he argues. “What we can do is to optimise transit times to the customer’s advantage. An example might be to use a long ferry from Spain to the UK. Yes, the journey will take 10 days, but I have the network to cope with that and, importantly, those are 10 days when the shipment is not in the customer’s warehouse. And as soon as it’s in a warehouse, that’s cost. This is why we always have detailed conversations with clients to ensure they get exactly what they want and need.”

Meanwhile, he is delighted with growth in the UK/Ireland territory: “We’ve seen double digit growth year on year, we’ve doubled headcount to almost 80 people and we moved to newer, bigger offices in 2023.”

The company is not resting on its laurels, though. “That growth has enabled us to provide renewed focus on our LTL offering and on our Control Tower services,” he reveals. He says the LTL potential is high, given the company’s cross-Europe coverage, and its own, integrated, sustainable assets backed by the local expertise in those 29 offices in 14 countries.

Does he see any threats?

“Input costs keep rising, so there is always pressure on us to keep costs down for customers. Road charges, tolls, you name it: we get over one obstacle and then another one comes along. But we’re not alone in that, so that’s a consolation!”

Starlinks, a global logistics technology leader, has strengthened its long-term automation strategy with the successful completion of its first large-scale robotics deployment in partnership with Geekplus. The project, driven by surging fulfilment demand in the region, builds on Starlinks’ commitment to operational excellence through its Solutions division’s Design–Build–Operate–Transfer (DBOT) model.

The Riyadh distribution centre now operates with a fully integrated Geekplus RoboShuttle8 system alongside advanced sorting solutions. Designed for high-density, high-throughput operations, RoboShuttle8 combines flexible Tote-to-Person automation with vertical storage capabilities of up to 12 metres unlocking capacity and efficiency without the complexity or capital costs of fixed infrastructure.

Since the beginning of the deployment, the system has delivered measurable operational gains. Which has achieved:

• Up to 3x the normal picking speed
• Up to 4x the storage density
• Nearly 2 percentage points improvement in picking accuracy compared to manual operations
• A fleet of 39 RoboShuttle8, 126 P40, and 90 S20C robots now in operation

These results reflect Starlinks’ selective approach to optimising automation performance, with goods and stowing strategies carefully chosen to maximise output.

“Our DBOT model means we own the full lifecycle, from design to operation, ensuring that automation isn’t just deployed, but truly embedded into our customers’ success stories,” said Makrem Kadachi, Managing Director of Solutions and UAE at Starlinks. “This partnership with Geekplus shows how we combine operational expertise with best-in-class technology to deliver sustainable, scalable performance gains.”

The RoboShuttle’s hybrid AMR design allows it to operate seamlessly across multiple storage heights, combining the adaptability of mobile robotics with the space efficiency of traditional AS/RS systems. Its modular architecture also enabled the smooth integration of a sorting solution into the existing picking workflow critical for e-commerce operations where order patterns and volumes shift rapidly.

“The success of this project highlights the strength of our RoboShuttle solution for the e-commerce sector,” said Wayne Tai, Sales Director for the MENA region at Geekplus. “It offers the agility and scalability that fulfilment operations need to achieve same-day delivery, particularly in fast-growing markets like the Middle East.”

With phase one complete, Starlinks and Geekplus are set to deepen their automation partnership, focusing on further operational gains and reinforcing their shared vision of shaping the future of tech-enabled logistics in the region.