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Heightened Lifting Success

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Combilift co-founder Martin McVicar found some spare time in his busy schedule to chat with Peter MacLeod about another bumper year for the multidirectional forklift maker.

A year ago, I was supping Guinness alongside several hundred other invited guests to toast the 25th anniversary of Combilift. Founded by Martin McVicar and the inventor of the multidirectional forklift, Robert Moffett, the Irish manufacturer has gone from strength to strength. Following the launch of five new products to mark its silver jubilee, Combilift has been reaping the fruit of these new lines over the past 12 months.

For example, following the launch of the Combi AGT autonomous guided truck, it now has 21 pieces of equipment operating autonomously in a Chicago steel service centre. Also highlighted last year’s celebration event was Combilift’s ambition to enter the offshore wind energy sector with the Combilift LC blade handler. ”Not only have we won considerable amount of business for that product, but it has generated a number of accolades and awards for our business this year,” McVicar tells me. Indeed, it has been another successful year for the Irish manufacturer in terms of awards, capped by winning the Irish Exporter of the Year for an unprecedented third time in 20 years.

Service Enhancement

As editor, my head is constantly being filled with AI this and AI that, but McVicar somewhat refreshingly downplays the part the technology plays within his business. “What does it really mean in a business sense? I know we all are looking at driverless cars with AI, but there’s so many more ways we can use it to solve many other challenges. For example, with close to 90,000 Combilifts operating worldwide, spare parts is an important aspect of service our customers. So we’ve developed an AI solution for spare parts ordering, and when someone now orders spare parts from us, we use AI to alert the customer and suggest components they may need with it.”

Heightened Lifting

With labour shortages affecting all areas of business, Combilift is making its equipment safer and more comfortable for the operator. “While customers originally bought our product for what it could do for their business, our current level of innovation is very much focused around operator comfort and safety around the operator,” McVicar tells me. “Unlike with cranes in the construction sector, in the regular forklift industry it’s not mandatory to have overload devices on a forklift truck. We all expect forklift operators to know the weight or the load centre of the load just by looking at it. That’s asking a lot from an operator. So we developed a very simple system called the Combilift Safe-Lift. It’s a strain gauge – a tool to measure the stress in the steel – fixed to the back of the mast. It detects when the mast is being put under too much stress and will trigger a warning or an interlock. In the palletised goods market, customers tend to know the weight of a pallet, but we work extensively in sectors with long and awkward loads where it’s very hard for a customer to know exactly what’s the weight or the load centre.”

Comfortable Position

Regarding ergonomics, McVicar says the Combi-CB 70E brought to market last year has earned Combilift a growing share in port applications, a market where Combilift haven’t been involved traditionally. “Our key markets are distribution centres, manufacturing plants, DIY stores… But a lot of ports are unionised, so operator comfort maybe plays even more of a part than in a facility that’s non-unionised. The comfort that we’ve brought with the 70E – a spacious cabin and 15° seat swivel – has really brought value in some industries we previously weren’t really involved in.”

Talking of growth markets, the traditional forklift market is quite challenged thanks to high interest rates.
But for Combilift, 2024 is going to be another record year. “We’re not seeing growth in every market, but in certain industries and certain markets,” says McVicar with a well-deserved smile. “The biggest growth is in developing countries such as Brazil, India, and some of the Eastern European markets like Poland, even Scandinavia. There’s also certain verticals where we’re getting substantial growth, such as the offshore industry and the poultry industry – our Combi-RT model carries chicken crates that are going to the processing factory.”

Heightened Lifting

Elsewhere, significant growth has come where there’s heavy investment in major infrastructure such as bridges and datacentres, where there’s opportunity for Combilift’s straddle carriers to move the bulky components and finished goods.

With continued investment in R&D – accounting for 6% of its revenue – McVicar says a number of new products will be coming to market during 2025, some of them for new industries and others within its core industries. With a growing international footprint, he signs off by urging me to write that Combilift is actively recruiting customer-facing managers in multiple markets worldwide, and to urge readers of this article to send in their CVs! Going by the last 26 years or so, successful applicants will be in for a long and fulfilling career.

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Is Reshoring the Right Thing to do?

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Is reshoring right, asks Paul Cooper, director and industrial manufacturing specialist at management consultancy Vendigital.

Reshoring has become a key focus for many businesses as they aim to mitigate the effects of disruptive supply chain and geopolitical shocks – but is it the right thing to do? Before taking action, they should re-evaluate the factors that informed their current operational footprint and consider whether anything has changed.

The UK Government’s industrial strategy calls for local supply chain ecosystems to be established to help boost the economy by creating jobs and supporting the development of businesses in fast-growth sectors such as advanced manufacturing, clean energy and life sciences. Localising supply chains will also help to reduce carbon emissions from transportation, aligning with broader sustainability objectives.

A significant number of manufacturers are actively looking to reshore their production and bring supply chains back to the UK. A survey by Medius has revealed that 58% of UK manufacturing firms are moving operations from overseas and among these, 90% reported positive outcomes, including cost reductions, and improved operational security and value. However, reshoring is not a one-size-fits-all solution – it presents both advantages and challenges that should be weighed up carefully.

Reshoring can bring benefits by shortening and simplifying supply chains. For example, it can improve operational resilience and streamline transportation costs due to fewer logistical steps and shorter distances travelled. Advances in automation and AI capabilities can also bring efficiencies, making UK-based production more economically viable and helping to offset higher labour costs. Proximity to market can improve quality control and allow for greater responsiveness to customer demands.

Before localising supply chains, businesses must carefully evaluate whether reshoring would be beneficial. They need to assess the end-to-end supply chain considering key factors such as input costs, location costs, inventory, carbon footprint and customer service and consider how these would change. Reshoring can bring strategic advantages such as improved resilience and simplified supply chains, but it could also bring higher labour costs and capital expenditure (capex) will increase due to the need to invest in local facilities, infrastructure, and technology.

Reshoring involves more than just relocating operations; businesses must ensure that local suppliers and production capabilities can achieve the required scale and quality to satisfy market demand. In some sectors, such as battery production, for example, the absence of an established domestic supply chain combined with higher energy costs makes it more challenging to build a business case for reshoring. The need for raw materials such as lithium, which is mined and processed in countries such as Australia, China and parts of South America, also make reshoring less feasible and battery recycling capacity in the UK is still years away from meeting domestic demand.

Shortening supply chains can simplify logistics, reduce errors, and improve response times to market demands. However, reshoring requires businesses to ensure that local suppliers can meet the required standards in terms of quality, cost and compliance. While logistics may become simpler, sourcing local material suppliers could present new challenges. It’s crucial to assess whether local suppliers would have the capacity to meet current demand immediately, as otherwise businesses would have to allow them time to ramp up.

Customer perception of a UK-sourced supply chain can be a strong selling point for some businesses, especially those looking to capitalise on growing demand for locally produced consumer goods. However, this benefit in terms of brand perception should be weighed against potential pricing impacts, as customers may be reluctant to accept the higher costs associated with UK manufacture.

Finally, businesses involved in innovation should also consider the benefits of basing their operations close to their R&D teams. This can help to accelerate the route to market, enabling faster scaling and close collaboration, particularly in technology and AI-driven sectors. By leveraging the UK’s strengths in automation and AI, businesses can offset higher labour costs typically associated with reshoring, enhancing both innovation and operational efficiency.

While reshoring can enhance supply chain resilience, simplify logistics, and reduce complexity, it often comes with higher costs and infrastructure challenges. Businesses must evaluate their operational models, weighing up factors like cost, resilience, and environmental impact carefully. A balanced approach, supported by government incentives, will be crucial to making reshoring a beneficial strategy for more businesses.

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Building Resilience in the 2025 Supply Chain

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Cyber threats, physical disruptions and global geopolitical challenges. Supply chains world-wide have been shaken over the last few years. As we welcome in the new year, three industry experts look to 2025 and what lies in store.

1. Revolutionising retail strategies

Supply chain disruptions have been a cold shower for retailers this year. From the Red Sea crisis to the recent US port strikes, these events have been a shock to the system. “Retailers didn’t realise how big of an impact it could have on their operations. They’ve been bitten, and now they’re shy,” explains Rob Shaw, GM EMEA at Fluent Commerce. “As a result, CFOs will be nervous about over-exposing themselves.”

For Shaw, it is vital that retailers learn from these disruptions, as well as taking lessons from previous industry upheavals like the COVID-19 pandemic. “Learning from these events, retailers will change the way they source goods. More near-shore supply chains could emerge as companies look to reduce reliance on the Far East.

Rob Shaw, Fluent Commerce

“The introduction of export taxes in the US may also have a significant impact on overseas trade, possibly leading to shifts in market strategies for European brands as they reconsider their expansion plans. Retailers will also be looking closer at how they orchestrate and manage their inventory to ensure they can fulfil the customer promise,” Shaw adds. “With real-time inventory data that shows what stock is available now and in back order transit, retailers can know for certain what they can promise to their consumers – and provide timely updates if disruptions occur.”

2. Preparing for cyber threats

Supply chains in 2024 witnessed their fair share of cyber threats. Dan Bridges, Technical Director – International at Cyware, explains, “as we look toward 2025, it is more crucial than ever to remember the importance of securing our supply chains against the ever-growing threat of cyber-attacks and the harm these can cause.”

Bridges goes on to explain that, “with increasing interconnectivity and supply chain complexity, breaches in one part of the ecosystem can quickly ripple through to other areas, making collective defence strategies more vital than ever to maintain business resilience. Organisations must stay vigilant and acknowledge the need to assess, monitor, and review their own cybersecurity practices as well as those of their third-party vendors. This shift will likely push companies to not only improve their own security postures but also to collaborate more effectively across industries.

Dan Bridges, Cyware

“2025 will likely see a shift toward a more interconnected, regulation-driven cybersecurity landscape, where organisations of all sizes work together to protect not only their own systems but also the broader supply chain ecosystem,” he adds. “This collective approach, driven by legislation and bolstered by technology, promises a more resilient and secure future for businesses worldwide.”

3. Optimising data management

As we move into 2025, factors such as geopolitical volatility, consumer unpredictability and climate change will continue to impact the consumer products value chain. “Therefore, the sector will need to work towards greater efficiency and agility, while also responding to sustainability demands,” notes Ted Combs, Industry Principal for Consumer Products at AVEVA. “Looking ahead, operational data management tools will be indispensable for long-term resilience. Integration with AI capabilities will help drive greater cost and operational advantages. Amid continued global supply chain volatility, companies without real-time demand awareness will risk falling behind.”

As many experts agree, AI will be prevalent throughout 2025. This is echoed by Combs, who believes, “AI is beginning to deliver significant and fast returns on investment, through enhancing data analysis which leads to better decision-making. Companies are becoming laser focused on cost and waste management, using advanced analytics and automation to optimise resource use and reduce waste. This helps firms counter inflationary pressures without sacrificing product quality. Over the next 12 months, operational data management is likely to see widespread adoption as consumer products brands strive to agnostically capture, share and visualise data from the edge to cloud, enhancing decision-making and scalability. Investing in a strong, flexible data infrastructure is crucial for future-proofing assets and maximising returns on new data-sharing technologies.”

Ted Combs, AVEVA

As we look ahead to 2025, the global supply chain landscape will continue to be shaped by the lessons of recent disruptions. Retailers are reevaluating their strategies to build more resilient, efficient and flexible supply chains. Together, these trends highlight a future where innovation, collaboration, and adaptability will be key.

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Total Supply Chain Summit

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20th December 2024

Logistics BusinessTotal Supply Chain SummitLogistics BusinessTotal Supply Chain Summit

The Total Supply Chain Summit provides an invaluable opportunity for supply chain professionals and forward-thinking suppliers.

28th & 29th April 2025 – Radisson Blu Hotel, London Stansted
13th & 14th October – Radisson Blu Hotel Manchester Airport

For supply chain buyers, attendance is complimentary and includes a range of benefits:
• A personalised itinerary of one-on-one meetings with solution providers
• Access to expert-led seminars on the latest supply chain trends
• Ample networking opportunities throughout the day
• Complimentary meals and refreshments
• Invitation to the 3-course networking dinner
• Overnight accommodation

This Summit is an ideal platform to form new business relationships, enhance your supply chain strategies, and stay up to date with key industry developments. Space is limited, so make sure to secure your spot today. For further information, contact Kerry Naumburger at k.naumburger@forumevents.co.uk or call 01992 374100.

For suppliers, the Summit offers a unique chance to engage directly with senior supply chain professionals.

You’ll have access to pre-scheduled, one-on-one meetings in a hassle-free, pre-built meeting stand, offering a convenient environment to showcase your solutions and build meaningful relationships with decision-makers. Additionally, you can showcase your products in our dedicated demo area, providing further opportunities to engage with attendees. If you’re interested in participating as a supplier, reach out to Matthew Bell at m.bell@forumevents.co.uk or call 01992 374100 for more information on event partner packages. Alternatively, request more information here.



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Sendcloud acquires Lox to resolve Delivery Issues

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Sendcloud, a shipping platform for e-commerce, today announced the acquisition of Lox, an innovator in delivery issue management. This strategic move strengthens Sendcloud’s mission to solve shipping globally by addressing one of the most critical challenges faced by online businesses: the cost and complexity of managing delivery issues.

Managing delivery issues, such as lost, delayed, or damaged parcels, has long been a pain point for e-commerce businesses. In the EU alone, 19 billion parcels are shipped annually, with delivery issues costing businesses significant time and resources. Each claim takes an average of 25 minutes to process, and unresolved issues can inflate shipping costs by 5–10%.

Lox has transformed this process, streamlining the delivery issue process across multiple carriers at one place, enabling businesses to save time, reduce costs, and boost customer satisfaction. Trusted by major brands like Vestiaire Collective, Fairphone and Dafy Moto, it automates both the detection and resolution of delivery issues, cutting claim processing times by up to 80%. This makes it a perfect addition to Sendcloud’s shipping platform, which already empowers 25,000+ businesses to streamline and scale their delivery processes.

“Shipping remains one of the most complex and costly aspects of e-commerce, especially for small and medium-sized businesses striving to compete with industry giants like Amazon,” said Rob van den Heuvel, CEO and Co-founder of Sendcloud. “With Lox on board, we’re equipping businesses to resolve delivery challenges faster and more effectively while reducing cost, ultimately transforming the entire delivery experience for both e-commerce businesses and consumers alike.”

Since its founding in 2020, Lox has helped businesses level the playing field by introducing scalable and efficient delivery issue management. “Joining Sendcloud is a natural evolution of our shared mission to solve shipping globally,” said Dylan Hirsch, Co-founder of Lox. “Combining our expertise in delivery issue management with Sendcloud’s robust shipping platform allows us to amplify our impact, helping online businesses around the world navigate delivery challenges with ease.”

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Lifting Deck Trailers Transform Automotive Logistics

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Don-Bur, British supplier of commercial vehicle bodywork, has delivered 16 newly designed 13.6m long Box Van Lifting Deck trailers to Alliance Automotive in ‘NAPA Auto Parts’ livery. As a new client for Don-Bur, Alliance Automotive chose the company based on its established reputation for delivering exceptional reliability, durability and engineering quality.

This initial order introduces a tailored solution to meet the evolving logistical demands of Alliance Automotive, developed through numerous client discussions and visits to customer sites. It represents a significant evolution from their previous curtainsided double-deck design.

Precision-Engineered for Maximum Performance

Built to accommodate Alliance Automotive’s diverse payload — including parts for cars, light commercial vehicles, and trucks — the new 4.95m high trailers feature a robust ‘Wedge’ box van double deck design including a full-length 10 tonne capacity lifting deck platform.

The trailers feature Don-Bur’s time-tested single ram + rope and pulley lifting deck system. This proven design delivers a smooth, balanced lift while ensuring operational efficiency and ease of use, a key reason why Alliance Automotive chose Don-Bur.

Inclusion of an 1800mm platform two-tier column tail-lift with a 1500kg capacity enables the flexibility to deliver direct to store. The final design allows for quick loading of both decks at a loading bay while enabling easy offloading at stores using the tail-lift.

Innovative Features for Operational Efficiency

These trailers include several advanced features designed to optimise their functionality:
• Wedge Chassis Design: A gently sloping chassis on 445/45 R19.5 mini single wheels provides two uninterrupted deck lengths ideal for wheeled dolly trays.
• Generous Deck Apertures: Clearances starting at 1.74m per deck at the front, increasing to 2.06m at the rear, maximise load volume and usability. The trailers can carry an impressive 120 dollies and a total capacity of 960 totes.
• Durable Side Panels: Constructed with Don-Bur’s proprietary ‘Blade’ panels, a lightweight and durable 7.5mm composite material, ensuring high impact resistance and extended service life.
• LowGlide Safe Ground Coupling: Don-Bur’s patented coupling system allows drivers to couple from the side of the vehicle and eliminates the need to access the catwalk; a practice known for its potential hazards.

Enhancing Logistics for Alliance Automotive

This bespoke design caters for Alliance Automotive’s operational requirements, streamlining their logistics operations while improving the safety and efficiency of loading and offloading processes. The compatibility with their new tote and dolly systems ensures faster, more efficient transportation.

Daniel Challinor, Commercial Director at Don-Bur, stated: “Partnering with Alliance Automotive on this project is a testament to Don-Bur’s engineering expertise and adaptability. These tailored Box Van Lifting Deck Trailers are built to enhance their logistical operations, and we’re confident they will deliver outstanding performance.”

The delivery of these Lifting Deck Trailers marks the start of a dynamic partnership between Don-Bur and Alliance Automotive. This collaboration highlights Don-Bur’s ability to create innovative solutions that meet and exceed the demands of modern logistics.

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Descartes Acquires Sellercloud

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18th December 2024

Logistics BusinessDescartes Acquires SellercloudLogistics BusinessDescartes Acquires Sellercloud

Descartes Systems Group, supplier of software to logistics-intensive businesses in commerce, announced that it has acquired Sellercloud, a provider of omnichannel ecommerce solutions.

Based in the US, Sellercloud supports small and mid-market retailers, distributors, wholesalers, and manufacturers with multi-channel ecommerce operations. Sellercloud’s Inventory Management Solutions and Order Management Solutions help customers synchronize, plan and manage inventory levels across multiple sales channels. In addition, Sellercloud helps product sellers orchestrate the fulfillment process from routing orders to the right warehouse to enabling warehouse staff to better manage order picking, packing, shipping, and returns.

“Our integrated ecommerce solutions are designed to help product sellers through all phases of their growth, from a single product startup to a global multi-channel enterprise,” said Mikel Richardson (pictured), General Manager of ecommerce at Descartes. “Sellercloud expands our product suite with advanced inventory and order management capabilities that our customers have been asking for. When combined with Descartes’ existing ecommerce shipping, fulfilment and warehouse management solutions, we believe the result is a truly differentiated offering to manage the full lifecycle of domestic and cross-border ecommerce shipments.”

Mikel Richardson

“We continue to listen to our customers for key areas of investment in our Global Logistics Network,” said Edward J. Ryan, Descartes’ CEO. “Sellercloud directly complements our ecommerce investments in XPS, ShipRush, pixi, and Peoplevox, and we’re excited to welcome the Sellercloud employees, customers and partners into the Descartes family.”

Sellercloud is headquartered in New Jersey. Descartes acquired Sellercloud for up-front consideration of approximately US $110 million satisfied from cash on hand, plus additional potential performance-based consideration. The maximum amount payable under the all-cash performance-based earn-out is US $20 million, based on the combined business achieving revenue-based targets in each of the first two years post-acquisition. Any earn-out is expected to be paid in fiscal 2026 and fiscal 2027.

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Intercultural Teams Help Intralogistics Evolve

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The WITRON Group currently employs people from 109 nations worldwide. This includes more than 50 nations at the headquarters in the northern Upper Palatinate region, Bavaria, Germany. Intercultural teams are part of everyday life in the offices and production facilities in Parkstein, the international subsidiaries, or the OnSite service teams in the logistics centres implemented by WITRON worldwide. One of Fabian Rösel’s important tasks as Global Head of HR at WITRON is to work together with the responsible managers to support people from a wide variety of backgrounds in such a way as to create a high-performance and value-based community that works both professionally and personally.

“Holiday pictures sometimes make you think we are all wearing ‘Lederhosen’ here in Bavaria and drinking wheat beer at lunch,” laughs Fabian Rösel when asked about the company’s corporate culture. The attribution of the ‘Mystique company from Bavaria’ is no coincidence and the North American people in particular have shaped it to this day. “We now have more than 7,000 employees from over 100 nations. In 2014, we had 2,200 employees from 36 nations. We have changed a lot in ten years and the ‘Lederhose’ now only plays a very minor role. Also, it’s more of an Upper Bavaria thing, but that’s another cultural story,” he jokes.

In 2024, his main focus will be on passing on values such as the down-to-earth attitude and pragmatism of the family company founded by Walter and Hildegard Winkler – which already extend as far as Asia and Australia. “With so many nations in the company, we have to strike a balance and communicate our values. But we in Parkstein also have to keep learning.” By comparison: There are 195 nations worldwide. WITRON has implemented projects in almost 60 countries to date.

Rösel describes, for example, how the straightforward and direct communication of the Upper Palatinate people – for which WITRON is so highly respected among experts – differs from the more emotional and discussing-spirited French nature. “That sounds trivial, but it’s important to understand in everyday life.” Recognizing, respecting, and productively using these differences is one of the core tasks in managing international teams. Rösel is convinced of that.

Another example is the management of such teams. Managers must not only fulfill their role as professional leaders, but also act as bridge builders between cultures. This means that they have to understand and respond to the individual needs of their employees. In the USA, for example, it is common for managers to ask personal questions at the beginning of a meeting in order to establish a connection – a practice that could be considered as a waste of time in Germany but is essential for the working culture in the United States.

When expanding to Australia, Rösel and his colleagues took advantage of the intercultural diversity at the company and found employees from the United States who were quickly ‘in synch’ with their Australian colleagues, had already worked at WITRON for many years, and had adapted and were able to convey the Parkstein culture thanks to their close cooperation with colleagues from the Upper Palatinate. “This is the only way to successfully enter the Australian market,” explains Rösel.

In order to fully exploit the potentials of intercultural teams and at the same time master the challenges, he believes that a number of success factors are crucial:

1. Cultural awareness and training: A profound understanding of cultural differences is essential. Regular training, intercultural training and coaching sessions help employees and managers to become aware of these differences and use them appropriately.

2. Clear communication: Clear communication rules and expectations are particularly important in intercultural teams. Different interpretations of instructions or feedback can lead to misunderstandings, which can be avoided through transparent and open communication.

3. Flexibility and adaptability: Companies that operate in different countries must react flexibly to the respective local conditions and cultural characteristics. This is not only about linguistic adaptations, but also about considering typical national working methods and times.

4. Managers as cultural mediators: Managers in international teams must act as mediators between cultures. They should both represent their own cultural values and be open to new influences. At the same time, they should create an environment where employees feel comfortable and can express their ideas freely.

An outstanding example of WITRON’s intercultural work is the development project in the African country of Niger, which the company initiated together with an employee from the country who has been working in Parkstein for several years. The aim is to establish a technical school that offers young people a sound education in the field of automation technology. This initiative not only shows that the company is taking its intercultural approach one step further, but also that social responsibility and corporate goals can go hand in hand. “We don’t want to moan about bureaucratic hurdles because they are high. But we do it anyway. Today, service technicians from Niger are already traveling around the world for WITRON and getting projects up and running together with colleagues from many other countries”, explains Rösel proudly.

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Körber and Dexory Partner for Warehouse Operations Visibility

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Körber Supply Chain Software, a leader in adaptable supply chain execution solutions, has announced a strategic partnership with Dexory, a leading robotics and data intelligence company, to transform supply chain management. By integrating DexoryView’s advanced visibility platform with Körber’s world-class Warehouse Management Systems (WMS), the collaboration delivers unmatched insights, accuracy and operational efficiency to customers worldwide.

In today’s dynamic and competitive market, businesses are under pressure to future-proof their supply chains for resilience and agility. Dexory’s autonomous mobile robots provide daily scans across an entire warehouse, capturing data in real-time. The partnership with Körber Supply Chain Software enables organizations to swiftly uncover and address issues in the warehouse while empowering real-time, data-driven decision-making. By combining two leading-edge platforms, Dexory and Körber Supply Chain Software are equipping supply chain operators with tools to optimize operations, boost resiliency and enhance efficiency.

Körber Supply Chain Software’s order, warehouse, and transportation management systems have long provided businesses with unparalleled control over the flow of goods, from origin to fulfillment. With DexoryView – a warehouse intelligence platform combining autonomous robots equipped with sensors to collect real-time inventory data – customers gain an elevated level of visibility to achieve 99.9% inventory accuracy, actionable insights into goods movement, and the ability to optimize warehouses through data intelligence.

“Businesses in today’s market continue to look for ways to improve operational efficiencies through modern applications of automation technology and data driven applications,” said John Santagate, Senior Vice President of Robotics at Körber Supply Chain Software. “Through our partnership with Dexory, we are combining their data visibility and automation platform to enhance our industry-leading, supply chain execution solutions to bring real-time insights to the warehouse and enable our customers to create value out of data visibility.”

“Partnering with Körber Supply Chain Software aligns perfectly with our vision to transform warehouse operations through innovation,” added Oana Jinga, Chief Commercial and Product Officer & Co-Founder of Dexory. “Following a year of remarkable milestones, including our expansion into North America, this partnership marks a significant step in our growth. Together, we are poised to deliver exceptional value and success to our global customers.”

This partnership signals a transformative step forward for the supply chain industry – uniting two innovative leaders to deliver operational excellence and elevate customer success globally.

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AI Platform Directly Integrated into WMS

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18th December 2024

Logistics BusinessAI Platform Directly Integrated into WMSLogistics BusinessAI Platform Directly Integrated into WMS

At LogiMAT Stuttgart, from March 11 to 13 2025, PSI will be presenting how logistics processes can be improved with its PSIwms AI platform. Visitors will have the opportunity to test the potential in a showcase in hall 4, using data from their own warehouse environment.

PSIwms AI claims to be the first platform based on Artificial Intelligence that is directly connected to the warehouse management system. The solution, initially available for PSIwms customers, analyzes and optimizes WMS supported logistics processes using a digital twin. Thanks to the direct connection, changes in the physical warehouse are automatically transferred to the digital twin in real time and taken into account in the analysis.

First presented as a concept at LogiMAT 2024, PSI has extensively developed its AI solution to product maturity over the course of a year, such including the integration of a new visualization function for simulating picking routes. At the showcase at LogiMAT 2025, interested parties can enter criteria for their own warehouse and order structure and view the results of the AI-generated picking lists and routes live. They immediately receive a comparison of conventional routes and those simulated with PSIwms AI. The calculated time for the respective picking routes is also displayed, along with the percentage of time saved by using the AI solution.

The first user is LPP S.A., a leading Polish fashion group that aimed to make its logistics processes more efficient due to a large increase in online orders. With the use of PSIwms AI, picking distances were reduced by more than 30 percent. After the first project in the distribution center in Pruszcz Gdański, LPP is now successfully implementing the solution in three other logistics centers. This practice test has enabled PSI This practice test has enabled PSI to further develop the platform significantly.

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Sierraline Cargo Services
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