DP World is launching Insetify, a dedicated carbon inset trial for ocean freight forwarding customers in Belgium, Portugal and Sweden, to deliver immediate, measurable reductions in customers’ Scope 3 emissions across key European trade lanes.

Starting 1st April, credits will be applied automatically to customers booking ocean freight forwarding services with DP World in Belgium, Portugal and Sweden, meaning qualifying importers and exporters will receive carbon credits directly every quarter.

Qualifying customers will receive Carbon Inset Credits at 100 kg carbon dioxide equivalent (CO2e) of containerised ocean freight per TEU shipped per quarter, at no additional cost. The offer applies once a threshold of 25 TEUs per quarter is reached. For example, a customer shipping 50 TEUs in a quarter will receive credits equal to 5,000 kg (5t CO2e) that quarter.

This new trial builds on DP World’s ongoing Carbon Inset Programme in the UK ports of Southampton and London Gateway. Launched in January 2025, the UK programme registered more than 250,000 TEUs and issued more than 9,000 tCO2e of Carbon Inset Credits.

Unlike traditional offsets which fund projects like tree planting, carbon insets reduce emissions within the value chain by using lower-carbon fuels or more efficient transport, helping customers tackle their Scope 3 emissions. Both programmes use carbon credits generated by deploying incrementally lower carbon fuel in DP World’s subsidiary, DP World Shipping Solutions.

The Insetify trial is supported by sustainability training, which will help customers learn more about the trial and how to better address supply chain emissions.

John Trenchard, VP – Sustainable International Supply Chains, Europe said: “Providing customers with multiple solutions to enable the decarbonisation of supply chains is important to DP World. As part of our proactive approach to working alongside clients, we are recognising an immediate focus on inland activity and a high level of residual emissions within ocean legs. The Insetify trial allows for a pragmatic approach to managing these residual emissions as part of a longer term, holistic plan. I would encourage organisations to explore how carbon insets can be used as part of intentional progress.”

Bojan Knightly, Country Manager Sweden, Freight Forwarding said: “The launch of the Insetify trial will coincide with the opening of DP World’s new Stockholm and Gothenburg offices, which were recently announced as part of DP World’s landmark freight forwarding expansion into Scandinavia. Supporting DP World’s global net zero by 2050 ambition, DP World Sweden is also aiming to offer up to 25% of shipments via rail and sea in the first operational year to reduce road emissions and 100% e-documentation and online invoicing to eliminate paper processes.”

Globalisation remains at a historically high level – despite escalating geopolitical tensions, rising U.S. tariffs, and unprecedented uncertainty about future trade policies. This is one of the key findings of the DHL Global Connectedness Report 2026, released today by DHL and New York University’s Stern School of Business. Based on more than 9 million data points tracking international flows of trade, capital, information, and people, the report offers the most comprehensive view of globalisation available.

The report tracks globalisation on a scale from 0% (no cross-border flows) to 100% (borders and distance have no impact). The world’s level of globalisation was 25% in 2025, in line with the record high set in 2022.

Globalisation is holding its ground – and that alone speaks volumes about its value… From poverty to climate change, the world’s biggest challenges can only be solved through global thinking. The DHL Global Connectedness Report shows that countries and companies are not retreating behind national borders. That is good news. We strengthen global ties by connecting markets, businesses, and people so they can adapt, diversify, and unlock new opportunities – even in uncertain times.

said John Pearson, CEO of DHL Express.

At the same time, today’s globalisation level of 25% underlines how far the world is from being fully globalised. In many areas, international flows could expand further in the absence of policy constraints.

AI boom and race to beat tariff hikes fueled trade in 2025

Global trade grew faster in 2025 than in any year since 2017, excluding the volatile Covid-19 period. U.S. importers accelerated shipments early in the year ahead of tariff increases. U.S. imports later dropped below prior-year levels, but rising Chinese exports to non-U.S. markets helped sustain global trade volumes. Trade in AI-related goods surged as countries and companies raced to build AI infrastructure. AI-related products drove 42% of goods trade growth in the first three quarters of 2025, according to WTO figures.

Trade outlook: growth continues, even with higher tariffs

Looking ahead, recent U.S. tariff increases are expected to modestly slow trade growth in 2026 – but not stop it. Global goods trade is projected to expand by an average of 2.6% per year through 2029, in line with the past decade. One reason trade can keep growing despite U.S. tariff hikes is that most trade does not involve the U.S. In 2025, 13% of imports went to the U.S., and 9% of exports came from the U.S. In addition, many countries are pursuing new trade agreements to secure access to alternative markets.

Information flows face barriers, people flows reach new highs

Beyond trade, the report finds diverging trends across other international flows:

• Capital: There is no broad shift of investment from foreign to domestic markets. Multinational firms still earn near-record shares of sales abroad. While announced greenfield foreign direct investment (FDI) fell in 2025, overall FDI flows rose, and cross-border M&A activity remained resilient.
• Information: Over the past two decades, information flows delivered the largest globalisation gains. Since 2021, growth has slowed and become more volatile. Geopolitical tensions and restrictions on data flows may now be materially limiting the globalisation of information.
• People: After collapsing during the Covid-19 pandemic, people flows have fully recovered. The latest data show international travel, student mobility, and migration all at record highs.

Singapore leads country ranking, Europe tops regions

In the report’s country ranking, Singapore again ranks as the world’s most globalised nation, followed by Luxembourg and the Netherlands.

Europe is the most globalised region, followed by North America and the Middle East & North Africa. The United Kingdom has the most broadly distributed flows worldwide. The United Arab Emirates recorded the largest increase in globalisation since 2001.

U.S.–China tensions affect only small share of global flows

The report also finds that ties between the world’s two largest economies – the U.S. and China – continue to weaken. However, these ties are surprisingly small in a global perspective. For example, trade between the U.S. and China accounted for 3.6% of world trade at its peak in 2015, before falling to 2.7% in 2024 and to only 2.0% during the first three quarters of 2025. The U.S.–China share of international business investment is even smaller – less than 1% in 2025.

No global split into rival blocs

Even as the U.S. and China decouple, most countries continue to engage with their longstanding partners. Over the past decade, only 4–6% of global goods trade, greenfield FDI, and cross-border M&A have shifted away from geopolitical rivals. Of these flows, most have not moved to close allies but to countries with flexible geopolitical positions, such as India and Vietnam. Overall, the world economy remains far from a broad split into rival blocs.

The politics and policy surrounding globalisation are much more volatile than the actual flows between countries… “Global trade patterns changed more in 2025 than they do in a typical year, but less than they did during other recent disruptions such as the early stages of the war in Ukraine. Sound decision-making requires a calibrated view of how much global business ties are really changing. The risks to globalisation are real, but so is the resilience of global flows.

said Prof. Steven A. Altman, Director of the DHL Initiative on Globalisation at NYU Stern’s Centre for the Future of Management.

Traded goods and greenfield FDI reach record distances

Geopolitical tensions and supply chain concerns have led many observers to expect a shift from globalisation to regionalization. In 2025, however, traded goods travelled the longest average distance on record (5,010 kilometres). The average distance for greenfield FDI projects also rose to a new high (6,250 kilometres). Most other international flows are stretching over longer distances as well, and longer distances indicate less regionalization. Predictions of a broad move from global to regional business have not materialized – at least not yet.

Published regularly since 2011, the DHL Global Connectedness Report provides reliable insights on globalisation by analysing 14 types of international trade, capital, information, and people flows. The 2026 edition is based on more than 9 million data points. It ranks the connectedness of 180 countries, accounting for 99.6 percent of global gross domestic product and 99.0 percent of the world’s population. A set of 180 one-page country profiles summarizes each country’s pattern of globalisation.

Read the full report here.

When requesting a quote for a charter flight, many passengers focus on obvious items such as the type of jet, the distance of the route, or the number of passengers. However, in the world of private aviation there are several cost items that can affect the final price of chartering a private jet.

One of the most common-and often least understood by first-time flyers-relates to crew expenses, known in the industry as crew expenses or crew overnight fees.

These costs are part of normal private flight arrangements and can vary depending on the itinerary, length of trip, and destination chosen. Understanding how they work allows you to better interpret quotes and plan your trip more efficiently.

In this article we will look in detail at what crew overnight fees are, when they are charged, and how much they can affect the cost of a private jet.

What are crew expenses in private flights

In a charter flight, the crew consists of more than just the pilot. Depending on the type of jet and mission, the team may include:

These people must be available throughout the duration of the trip and, like any traveling professional, require a range of logistical services when the aircraft is operating away from base.

Crew expenses may include:

• hotel

• meals

• local transportation

• airport-hotel transfers

• any per diem allowances

These items are normally listed in the charter quote as crew expenses.

Correctly interpreting crew overnight fees

Simply put, crew overnight fees are a specific part of crew expenses. These are the costs incurred by the operator for the overnight stay of the crew when they have to stay away from the operating base for one or more nights.

This happens when the flight schedule involves the customer staying in the destination for longer than simply flying there and back in the same day.

In practice, if the crew has to wait for the passengers to return the next day or after a few days, the operator has to cover all necessary expenses for their stay.

Because these expenses exist in the private charter

In private aviation, safety and compliance with operational regulations are top priorities.

In fact, aviation authorities set strict limits on pilot work and rest hours. These rules are essential to ensure that the crew is always operating under optimal conditions.

For this reason:

• pilots must observe minimum rest periods

• May not exceed a certain number of consecutive service hours

• must stay in appropriate facilities when the flight involves an extended layover.

Crew overnight fees then serve to cover these operational requirements.

When to pay crew overnight fees

Not all charter flights involve this type of expense.In many cases when chartering a private jet, these fees can be avoided.

Crew overnight fees are applied especially in some specific situations.

Multi-day trips

This is the most common case.

Example:

In this scenario, the crew must stay in Ibiza for two nights. As a result, the operator will have to support:

• hotel

• meals

• local transportation

For the duration of the stay.

Long stops before departing

Even if the trip takes only one day, a very long stop may make it necessary to stay overnight.

For example:

Complex itineraries

On some charter trips the plane makes multiple stops.

For example:

If the routes are spread over several days, the crew will have to stay at the various destinations.

Limitations on pilot work time

Aircraft crew work regulations may force pilots to stop even when the trip seems short.

For example, if the daily duty hour limit is reached, the crew must stop and rest before resuming operation.

How much do crew overnight fees cost

The cost of crew expenses varies greatly by destination and season. In general, on European charter flights, average costs of between 500 and 1,500 euros per night per crew can be estimated

This amount may include:

• hotel

• meals

• transportation

• operational allowances

Of course, the cost may increase significantly in some luxury destinations or during the peak season.

For example:

Hotels in these locations can be very expensive and affect the final charter price more.

How much do crew costs affect the total price of the private flight

In many cases crew overnight fees are a small part of the overall cost of a private jet. However on multi-day trips these fees can accumulate. A three- or four-night stay can therefore add several thousand to the final estimate.

Strategies to reduce crew overnight fees

Several strategies exist to limit the impact of crew overnight fees. Those planning a private jet trip can consider some solutions when budgeting with PrivateJetFinder staff.

Same-day return

The simplest solution is to arrange the trip with round trip on the same day. In this case, the crew does not need to stay overnight and expenses are eliminated.

Repositioning the aircraft

In some cases, the operator may decide to return the aircraft to the base of operations instead of having the crew stay at the destination. When the time comes for the return flight, the jet can return to pick up the passengers. This solution can be convenient if the return flight is scheduled after several days and the distance from the base is relatively short.

Are crew overnight fees a hidden cost?

Many clients requesting a charter quote for the first time are surprised by these items. In reality, these are not hidden costs, but rather operating expenses normal in the private aviation industry.

Privatejetfinder.com always shows these items transparently in quotes. Understanding how crew overnight fees work, in fact, can help those booking a private jet to:

• correctly interpret estimates

• Optimize the costs of a multi-day trip

• Planning more efficient routes.

Thanks to PrivateJetFinder, every trip is personalized; knowing the variables that influence price allows you to make more informed decisions and achieve the best balance of comfort, flexibility, and cost.

Globalization remains at a historically high level – despite escalating geopolitical tensions, rising U.S. tariffs, and unprecedented uncertainty about future trade policies. This is one of the key findings of the DHL Global Connectedness Report 2026, released today by DHL and New York University’s Stern School of Business. Based on more than 9 million data points tracking international flows of trade, capital, information, and people, the report offers the most comprehensive view of globalization available.

The report tracks globalization on a scale from 0% (no cross-border flows) to 100% (borders and distance have no impact). The world’s level of globalization was 25% in 2025, in line with the record high set in 2022.

“Globalization is holding its ground – and that alone speaks volumes about its value,” said John Pearson, CEO of DHL Express. “From poverty to climate change, the world’s biggest challenges can only be solved through global thinking. The DHL Global Connectedness Report shows that countries and companies are not retreating behind national borders. That is good news. We strengthen global ties by connecting markets, businesses, and people so they can adapt, diversify, and unlock new opportunities – even in uncertain times.”

At the same time, today’s globalization level of 25% underlines how far the world is from being fully globalized. In many areas, international flows could expand further in the absence of policy constraints.

AI boom and race to beat tariff hikes fueled trade in 2025

Global trade grew faster in 2025 than in any year since 2017, excluding the volatile Covid-19 period. U.S. importers accelerated shipments early in the year ahead of tariff increases. U.S. imports later dropped below prior-year levels, but rising Chinese exports to non-U.S. markets helped sustain global trade volumes. Trade in AI-related goods surged as countries and companies raced to build AI infrastructure. AI-related products drove 42% of goods trade growth in the first three quarters of 2025, according to WTO figures.

Trade outlook: growth continues, even with higher tariffs

Looking ahead, recent U.S. tariff increases are expected to modestly slow trade growth in 2026 – but not stop it. Global goods trade is projected to expand by an average of 2.6% per year through 2029, in line with the past decade. One reason trade can keep growing despite U.S. tariff hikes is that most trade does not involve the U.S. In 2025, 13% of imports went to the U.S., and 9% of exports came from the U.S. In addition, many countries are pursuing new trade agreements to secure access to alternative markets.

Information flows face barriers, people flows reach new highs

Beyond trade, the report finds diverging trends across other international flows:

• Capital: There is no broad shift of investment from foreign to domestic markets. Multinational firms still earn near-record shares of sales abroad. While announced greenfield foreign direct investment (FDI) fell in 2025, overall FDI flows rose, and cross-border M&A activity remained resilient.
• Information: Over the past two decades, information flows delivered the largest globalization gains. Since 2021, growth has slowed and become more volatile. Geopolitical tensions and restrictions on data flows may now be materially limiting the globalization of information.
• People: After collapsing during the Covid-19 pandemic, people flows have fully recovered. The latest data show international travel, student mobility, and migration all at record highs.

Singapore leads country ranking, Europe tops regions

In the report’s country ranking, Singapore again ranks as the world’s most globalized nation, followed by Luxembourg and the Netherlands.

Europe is the most globalized region, followed by North America and the Middle East & North Africa. The United Kingdom has the most broadly distributed flows worldwide. The United Arab Emirates recorded the largest increase in globalization since 2001.

U.S.–China tensions affect only small share of global flows

The report also finds that ties between the world’s two largest economies – the U.S. and China – continue to weaken. However, these ties are surprisingly small in a global perspective. For example, trade between the U.S. and China accounted for 3.6% of world trade at its peak in 2015, before falling to 2.7% in 2024 and to only 2.0% during the first three quarters of 2025. The U.S.–China share of international business investment is even smaller – less than 1% in 2025.

No global split into rival blocs

Even as the U.S. and China decouple, most countries continue to engage with their longstanding partners. Over the past decade, only 4–6% of global goods trade, greenfield FDI, and cross-border M&A have shifted away from geopolitical rivals. Of these flows, most have not moved to close allies but to countries with flexible geopolitical positions, such as India and Vietnam. Overall, the world economy remains far from a broad split into rival blocs.

“The politics and policy surrounding globalization are much more volatile than the actual flows between countries,” said Prof. Steven A. Altman, Director of the DHL Initiative on Globalization at NYU Stern’s Center for the Future of Management. “Global trade patterns changed more in 2025 than they do in a typical year, but less than they did during other recent disruptions such as the early stages of the war in Ukraine. Sound decision-making requires a calibrated view of how much global business ties are really changing. The risks to globalization are real, but so is the resilience of global flows.”

Traded goods and greenfield FDI reach record distances

Geopolitical tensions and supply chain concerns have led many observers to expect a shift from globalization to regionalization. In 2025, however, traded goods traveled the longest average distance on record (5,010 kilometers). The average distance for greenfield FDI projects also rose to a new high (6,250 kilometers). Most other international flows are stretching over longer distances as well, and longer distances indicate less regionalization. Predictions of a broad move from global to regional business have not materialized – at least not yet.

Published regularly since 2011, the DHL Global Connectedness Report provides reliable insights on globalization by analyzing 14 types of international trade, capital, information, and people flows. The 2026 edition is based on more than 9 million data points. It ranks the connectedness of 180 countries, accounting for 99.6 percent of global gross domestic product and 99.0 percent of the world’s population. A set of 180 one-page country profiles summarizes each country’s pattern of globalization. Read the full report here.

Efficiency, sustainability and transparency are the key success factors of modern transport networks. The increasing complexity of global supply chains, the shortage of skilled labour and the growing pressure to meet environmental targets require solutions that intelligently connect data, processes and operational control.

Against this backdrop, the new strategic partnership between EPG (Ehrhardt Partner Group) and Bluerock TMS, a provider of a globally deployed transport management system, is creating a platform that combines mathematical route optimization with real-time transport management. The goal of the collaboration is to integrate EPG’s routing engine ‘Greenplan’ directly into Bluerock’s cloud-based TMS platform. This will give companies access to a fully connected system that unifies planning, execution and analysis of their transport operations in one central process.

As a global company with locations in Europe, North America and Asia, Bluerock coordinates millions of shipments each year through its modern and comprehensive TMS. Greenplan enhances these capabilities with a decisive next step.

While Bluerock provides full transparency on delays, capacity constraints, and operational deviations, Greenplan takes action where visibility alone reaches its limits. Greenplan doesn’t just calculate optimal routes that meet all customer criteria but continuously reoptimizes them. Using advanced mathematical models, routes automatically adapt to changing conditions in real time and can be released instantly at the push of a button.

The result is a genuine ‘beyond visibility’ effect: companies no longer just see what is happening, instead, they receive immediate, data-driven solutions and concrete options for action. This translates into measurable cost savings, improved on-time performance, and reduced emissions.

Dr. Clemens Beckmann, CEO Greenplan at EPG, explains: “With this partnership, we are combining mathematically precise route optimization and high-performance transport management in one system for the first time. Companies gain not only trans-parency but also immediate ability to act – automatically and in real time.”

Efficiency as a Key Competitive Advantage

Global supply chains are becoming increasingly volatile and interconnected. Fluctuating demand, traffic congestion and rising sustainability requirements increase operational pressure on fleet operators and shippers alike. Static or rule-based route planning methods that used to be sufficient can hardly keep up with these new challenges. The Greenplan algorithm analyzes traffic flows, delivery priorities, time windows and vehicle capacities simultaneously and simulates multiple scenarios within seconds. The most efficient routes are identified and automatically adjusted to current conditions.

Combined with Bluerock TMS, this creates a learning system that not only detects disruptions but can also react automatically upon them. Dispatchers immediately see delays, late arrivals or capacity constraints in the Bluerock dashboard, and Greenplan generates the optimal alternative without manual intervention. Rico van Leuken, CEO of Bluerock, adds: “Greenplan expands our TMS with a dimension that goes far beyond traditional visibility. Our customers receive a solution that combines the power of a globally deployed transport management system with the precision of mathematical optimization. The result is resilient, dynamic and future-ready networks.”

Global Reach and a Sustainable Outlook

Bluerock is used today by companies on three continents and is known for its intuitive usability and strong transparency features. With the integration of Greenplan optimization, the TMS gains an additional dimension and route planning becomes an active con-trol tool that unites economic efficiency with environmental responsibility.

For EPG, this partnership marks another milestone in expanding its international partner network. The company aims to connect technological innovations worldwide and to establish new standards in digital transport logistics together with leading providers. The combination of Greenplan’s routing technology with Bluerock’s global reach creates a strong foundation for this vision. “Sustainability and efficiency are not opposites but mutually reinforcing factors,” concludes Dr. Beckmann. “The same data that helps reduce costs also enables precise measurement and reduction of emissions. Modern logistics is becoming more economical and more responsible.”

Forecasting is easy. Getting it right isn’t. We asked four spokespeople at warehouse robot and intelligence platform specialists Dexory to put on record the likely trends for the year ahead.

Autonomous robots

First up is Dr. Marcus Scheunemann, Head of Autonomy for Dexory, who believes the top trend will be the subject of autonomous robots: “2026 will mark a significant step towards full autonomy for robots. Advances in AI paired with increasingly sophisticated robotic control systems are allowing autonomous machines to interpret their surroundings more precisely and manage unpredictable situations better. As these technologies mature together, we will see a noticeable shift in what autonomous robots can reliably handle without human input.

“This shift will pave the way for organisations to operate entire fleets with far less day-to-day oversight. If this pace continues, it’s fair to say we will reach a point where most routine operational tasks could run independently, with only very unusual scenarios still requiring human support. Achieving this level of autonomy within the next two to three years would set a new standard for how autonomous systems perform in real-world environments and represent a significant milestone for the entire robotics sector.”

Warehouse visibility

Todd Boone, Vice President North America, Dexory picked the issue of visibility in warehouses: “In 2026, true warehouse intelligence based on data rather than assumptions will shift from being a novelty to becoming a standard expectation. Customers will increasingly require insights they can act on, drawn from rich and comprehensive data sets rather than simply faster inventory counts.

“As this shift accelerates, the limitations of drone-based solutions will become more apparent because they do not capture enough of the right data to meaningfully influence operations at scale. As warehouse visibility and analytics mature, organisations will expect full-spectrum intelligence, making partial solutions far less viable.”

Agentic warehouses

Divya Gautam, Head of AI, Dexory focuses on agentic AI: “2026 will be the year the warehouse becomes ‘agentic’. The industry will move beyond passive visibility, where AI surfaces endless unprioritised alerts, to active intelligence where autonomous systems interpret context, reasons, and recommend the next best action. Competitive advantage will shift to warehouses that turn raw data into autonomous decision-support by using AI agents that collaborate with human teams to resolve issues faster and more accurately.”

Collaborative agents

Finally, Oana Jinga, Chief Commercial & Product Officer & Co-Founder of Dexory, opted to discuss collaborative agents: “In 2026, multi-AI agent systems will become the backbone of next-generation warehouse automation. Instead of a single monolithic software controlling operations, warehouses will deploy collaborative AI agents — each specializing in tasks such as real-time inventory perception, traffic optimization, predictive maintenance, labour allocation, and exception handling. These agents will communicate continuously with each other and with fleets of autonomous robots, enabling a fluid, self-optimizing warehouse ecosystem.”

8 Areas to optimise

The warehousing industry is evolving faster than ever. Rising customer expectations, growing SKU complexity and global supply chain pressures demand faster fulfilment, better use of space, and uncompromising safety. Yet for many warehouses, inefficiency persists – lost pallets, underused aisles, and inconsistent data updates. The question is no longer if automation drives ROI, but how fast you can capture it.

That’s where optimisation comes in. High levels of stock integrity mean warehouses can operate with faster, more reliable workflows and optimal use of resources. But once inventory health and visibility are firmly in place, the next step is to unlock the full potential of your operations through targeted, AI-driven optimisation strategies.

By enhancing the flow of goods, maximising space utilisation, and refining processes, operations can keep pace with rising demand with precision and speed. Dexory outlines eight areas for warehouse optimisation – from real-time visibility and block stack digitisation to AI-powered consolidation planning and weight restriction monitoring:

1. Inventory integrity as the cornerstone of efficient operations
   High levels of stock integrity mean warehouses can operate with faster, more reliable workflows and optimal use of resources, while enabling confident decision-making and minimising operational disruptions.
2. Real-time visibility that turns blind spots into insights
   Only 6% of logistics companies report full visibility over their operations. This gap can mean missed opportunities, safety risks, and slower fulfilment.
3. Block stack storage visibility without disruption
   What if you could eliminate the blind spots in deep storage areas? No more guessing, lifting, or forklift repositioning. Just evaluating discrepancies in real time, such as missing, miscounted, or incorrectly placed items.
4. Pick face optimisation for smarter cycle counts
   Every day, the WMS generates a cycle count list. You know most of it is wasted effort, but you still have to check every single location. Instead, how about shrinking the cycle, freeing up resources, and finally getting control of your pick face locations with maximum efficiency?
5. Maximising storage utilisation
   AI-powered consolidation planning can identify opportunities to group compatible items together while avoiding conflicts like mismatched batch codes or incompatible products. This reduces wasted space and unproductive travel time between storage locations. Optimal space utilisation and efficient stock handling bolster long-term reputational gains by showcasing operational excellence and dependability.
6. Improved compliance and safety with advanced slotting verification
   Every warehouse faces risks from incorrect slotting. By aligning slotting with both safety and efficiency, warehouses ensure that they remain audit-ready, compliant, and secure.
7. Faster fulfilment, no picking delays
   Poor replenishment leads to picker delays, slow order fulfilment and reduction in storage efficiency. But with advanced robotics and automation systems, warehouses can achieve faster fulfilment and throughput without extra headcount.
8. Weight restriction monitoring for safer, risk-free warehouses
   Overloaded bays and racks put staff and infrastructure at risk. Manual checks are slow, error-prone, and often inconsistent. At the same time, WMS rules are static, they don’t
   prevent live overloads. With the right use of automation, warehouses can ensure risk-free operations where safety is never compromised.

The Massachusetts Institute of Technology (MIT) Center for Transportation & Logistics and Mecalux have developed an artificial intelligence-based simulator capable of optimising inventory distribution across different warehouses within the same logistics network. The platform, called Genetic Evaluation & Simulation for Inventory Strategy (GENESIS), uses advanced machine learning models to analyse thousands of possible scenarios and determine the optimal stock level at each warehouse and when replenishment should occur.

The AI-based simulator takes into account variables such as forecast demand in each region, transport costs and the operational capacity of each warehouse to test various inventory replenishment policies without affecting real-world operations. “The genetic algorithm enables multiple simulations to be run using different parameters until the most efficient logistics strategy is identified. Companies can compare scenarios and select the one that best fits their operations,” says Dr. Matthias Winkenbach, Director of Research at the MIT Center for Transportation & Logistics and the Intelligent Logistics Systems Lab.

Once data and variables are entered into the system, GENESIS generates the optimal solution along with advanced statistical dashboards. Users can analyse indicators such as consumption patterns, regions with high demand variability, SKUs with a greater risk of stockouts or warehouses experiencing supply issues.

Redistribute before purchasing

One of the system’s key features is its ability to rebalance inventory across warehouses. Instead of automatically placing new orders with suppliers, the tool analyses whether it is more efficient to transfer products from another facility within the network where excess inventory is available. In this way, companies can reduce costs and make better use of existing stock.

The system also recommends how to organise transport. For example, it suggests whether shipments should be consolidated to optimise truckloads or whether specific orders should be fulfilled from a particular location to reduce delivery times and costs.

“The real challenge wasn’t finding the right algorithm — it was making it fast enough to be practical. We developed GENESIS from the ground up to evaluate thousands of scenarios simultaneously rather than sequentially. What used to take days now takes minutes, which means companies can use it for real tactical planning, not just theoretical analysis,” says Rodrigo Hermosilla, Research Engineer at the MIT Intelligent Logistics Systems Lab.

Unlike analytical solutions reserved for specialised users, GENESIS is designed for both technical teams and business decision-makers. “The goal is to help companies minimise the total cost of their logistics network while ensuring the highest service level,” says Javier Carrillo, CEO of Mecalux.

Upcoming AI applications

The AI-powered simulator is one of the first tangible results of the joint initiative between Mecalux and MIT CTL. The collaboration is now entering a new phase focused on expanding the application of AI to other logistics processes, such as internal replenishment, digital twins in high-density automated storage systems, and slotting optimisation.

The MIT Center for Transportation & Logistics (MIT CTL) is a world leader in supply chain management research and education, with over 50 years of expertise. The centre’s work spans industry partnerships, cutting-edge research and driving supply chain innovation into practice through three pillars: research, outreach and education

InXpress, a specialist in international and complex logistics solutions, has reached a key milestone after completing over 100,000 specialist delivery loads through its strategic partnership with TEG, a fintech-enabled platform serving transport and logistics, as e-commerce growth reshapes customer expectations.

For InXpress, this challenge became critical as rapid global e-commerce growth fundamentally changed customer expectations – driving demand for same-day delivery, white glove services, and bespoke urgent shipments that traditional franchise networks couldn’t provide.

“We were at risk of losing customers who needed same-day delivery, white glove handling, or urgent shipments that our network couldn’t provide,” said Jon White, Chief Commercial Officer EMEA at InXpress. “This partnership combines our customer relationships and local presence with TEG’s carrier network and technology. Together, we’re enabling same-day, white-glove and urgent services.”

Through TEG’s end-to-end platform, InXpress franchisees across 450 offices in 14 countries gained access to specialist carrier networks without building new infrastructure, enabling them to compete for business previously beyond their reach. The integration provides franchisees with improved service reliability, real-time tracking, and data-driven performance benchmarking.

Through the platform, InXpress franchisees have won contracts with e-commerce businesses and retailers demanding premium services. “The scale InXpress has achieved shows how the right platform gives distributed networks the same capabilities as centralised operations – without the infrastructure costs. Technology removes barriers to scale – enabling distributed networks to compete at any scale without capital investment,” added Sam Wilkinson, Chief Revenue Officer at TEG.

InXpress is now targeting 1,000 franchise locations in key markets as it capitalises on the e-commerce boom, supported by TEG as it accelerates plans to scale operations through 2030.

ZS Robotics, specialists in smart intralogistics, will showcase its 4-way shuttle system – a solution validated through over 200 diverse projects across more than ten countries and regions, at the LogiMAT 2026 from Mar 24 to 26 in Germany.

Highlights of its portfolio include the H125 shuttle, claimed to be the world’s first 20-wheeled 4-way pallet shuttle, which offers exceptional stability, enhanced battery life, and flexibility. The company aims to empower warehouses across various industries in Europe and the United States with more mature solutions, making intralogistics safer and easier to use.

ZS Robotics says it has a plan to establish a subsidiary in the Netherlands in the second half of this year,
providing timely and comprehensive support to European clients. With over 200 successful project implementations across the globe, the company has sharpened its edge in 4-way shuttle warehouse automation solutions tailored to diverse environments and product types across industries such as food, pharmaceuticals, cold chain, retail, energy, manufacturing, and 3PL. The solutions are aligned with the global push for safer, greener, and more efficient industrial practices amid intensifying space and labour shortages.

“At ZS Robotics, our focus is singular: to solve the last 0.01% of challenges in the deployment and operation of automated warehousing projects using our four-way shuttle technology, relentlessly refining our products to achieve genuine safety and ease of use in warehousing,” said Gianni Girolami, Sales Director, Europe, at ZS Robotics.

ZS Robotics’ technology is reliably applied in over 1,000 4-way shuttles deployed across the globe, serving clients from Mainland China, Hong Kong, Taiwan, as well as Japan, South Korea, Southeast Asia, and Latin America. These systems, leveraging key innovations including a cold chain camera system, and advanced cluster scheduling, have effectively eased installation and maintenance, enhance safety and ease of use.

“We aim to solve the warehousing challenges of customers across various industries as comprehensively as possible with a more complete, integrated hardware and software product portfolio,” Girolami stated, emphasising that ZS Robotics has obtained multiple safety compliance certifications, including EU CE. “We don’t just deliver technology. We empower our customers to master it.”

ZS Robotics’ key exhibits will be H150 shuttle and its self-developed ZSmart Intelligent Platform (including
WCS, WMS, RCS, and control terminals). The company will also highlight the H125 shuttle and the Single-
Position Lift.

• The H125 Shuttle: A lightweight and more powerful 4-way shuttle, and industry-unique 20-wheel
  model. Despite its compact size (L1106×W940×H125mm), it delivers a powerful 1,500 kg load
  capacity, ensuring exceptional stability and durability in warehouse operations.
• The H150 Shuttle: A mature and highly reliable workhorse, extensively validated across numerous
  projects for its robust performance.
• Single-Position Lift: A space-efficient in-rack lift that occupies only a single storage position,
  regardless of location, significantly increasing overall warehouse storage density without layout
  constraints.
• ZSmart Intelligent Platform: An integrated software suite (including WMS, WCS, and RCS) that
  leverages advanced algorithms to optimise warehouse efficiency and provide a user-friendly
  interface for seamless operations.

Peter MacLeod speak to an expert about how belting technology is evolving under pressure from energy costs, sustainability targets and shifting investment patterns.

The past few years have tested the logistics sector, particularly in Europe. Pointing to geopolitical instability, economic uncertainty and reduced investment by major players, Sascha Goly, Global Business Development Manager at Forbo Movement Systems, says: “Especially in the last three or four years, it was not easy. It was difficult years.”

Speaking exclusively to Logistics Business, he adds: “The big companies were not investing at all, especially Amazon. They were going to the sky during Covid, and after Covid, since all the normal stores are opening again, they were not investing that much.” While this slowdown affected suppliers across the industry, Forbo’s diversified presence in food processing and industrial production helped to cushion the impact.

Despite this, Goly is clear that momentum is returning. “We see light at the end of the tunnel,” he said. E-commerce and parcel logistics are beginning to ramp up again, with companies such as FedEx, UPS, DHL and Amazon re-entering the tendering process, albeit at a more measured pace than during the pandemic. Airports, however, represent the most dynamic growth opportunity. While Europe remains relatively quiet, Goly highlighted strong expansion in Asia-Pacific and the Americas. “India and China are building new airports. Singapore will build a new Terminal 5 at Changi Airport. A lot of things are going on, and we really see that this is something that is growing really fast.”

Belting by Sector

Airport projects also illustrate how belting requirements vary by sector. In conventional parcel logistics, suppliers typically engage directly with end users and OEMs. Aviation is more complex. “You have many more parties involved – consultants, engineering companies, sometimes even local governments,” Goly explained. Products must also meet specific regulatory requirements, including flame retardancy and fire safety standards, making the sales and specification process more involved.

Forbo’s position as a global supplier is central to its ability to serve multinational customers:

“If you would like to do business with global key customers – like the big parcel companies, like airports, like all the OEMs – they would like to work together with a real international, global company. Those companies are also global, and they would like to have contacts all around the world.”

For Goly, it is the combination of global reach, long-term relationships and innovation that customers now expect as standard.

When it comes to innovation, sustainability has become the dominant theme. “The main innovation factor is sustainable products,” Goly said, noting that large end users face increasingly strict carbon reduction roadmaps. Forbo’s energy-saving belts have emerged as a key differentiator. “These energy-saving belts are really saving energy costs on the one side, but also they are reducing the CO₂ amount that is going on in a baggage handling system of an airport, for example.”

Crucially, these claims are not left unquantified. Goly described how customers are increasingly demanding clear ROI evidence. “We have a calculator on our website where you can type in the length, the speed of conveyor, the hours of running per day, and it easily displays the savings of CO₂ and also the savings in money, always compared with a standard belt.” He added that Forbo is the only belting supplier with third-party certification verifying both the calculations and the performance of the belts. “This has been certified from the German TÜV, so this is not just greenwashing or a nice marketing thing.”

Reduced Friction

Energy efficiency also translates into operational benefits beyond electricity bills. Reduced friction lowers wear on belts, bearings and motors, extending the lifespan of entire conveyor systems. “We have examples where the temperature was sometimes going down from 65 to 40°C just by using an energy-saving belt,” Goly said. “If you have a system with thousands of motors, and every motor is reduced by 10 or 20 degrees, you can even reduce the power of the air conditioning. All of that is increasing the lifetime of the complete conveyor systems.”

The technology itself is more sophisticated than many assume. While Goly, Pictured below, jokingly described a belt as “a piece of plastic”, he was quick to explain the science behind the performance. “The secret lies in the underside of the belt,” he said. By integrating a permanent lubricant into the belt fabric during manufacturing, friction is reduced over the entire lifetime of the belt. “It stays there over the lifetime of the belt. Even when the belt was running for eight or nine years, it still feels a little bit slippery.”

Looking ahead, Goly sees smart belting and predictive maintenance as the next frontier, though he is realistic about current limitations. “Customers would love to have it, but we are not at the phase where we can say we already have it.” Early steps include QR codes laser-marked onto belts, allowing technicians to access product data, order replacements and contact service teams instantly, reducing downtime and unnecessary site visits.

Regional differences remain relatively minor, according to Goly, with specifications largely consistent worldwide. Cost sensitivity is higher in Asia-Pacific, while North America places less emphasis on environmental considerations, though this may change. “In general, a belt stays a belt. It doesn’t matter on which continent it is.”

Perhaps the biggest misconception Goly encounters is price-focused procurement. “If you buy cheap, you buy twice,” he said. In the context of billion-pound infrastructure projects, belting represents a small fraction of total investment, yet it has an outsized impact on energy use, uptime and lifetime costs. To address this, Forbo has produced a white paper on energy-efficient package handling, including ROI calculations aimed at shifting conversations beyond initial purchase price.

As energy costs remain volatile and sustainability targets tighten, Goly believes the industry is finally catching up with ideas Forbo has been developing for more than a decade. “Now everyone is looking at saving more energy,” he said. “And that’s where we are in a very, very good position.”