Importers are preparing for another wave of disruption over the July 4th holiday week as about 7,500 dock workers representing the International Longshore and Warehouse Union (ILWU) continued on Monday with their third day of strike, impacting Canada’s Port of Vancouver and Port of Prince Rupert.
The labor turmoil arrives just as North American retailers and manufacturers breathed a sigh of relief over last month’s proposed solution to U.S. West Coast port delays that were triggered by a parallel set of work slowdowns. A solution to that clash gained promise after the ILWU and the Pacific Maritime Association (PMA) on June 15 reached a tentative agreement on a new contract, after workers had been reporting to their jobs without a deal since their previous contract expired in July 2022.
According to the online container trading platform Container xChange, that Canadian strike could trigger a domino effect hitting both Asia and the U.S., specifically cramping the automobile, container, breakbulk, and project cargo business sectors. Delays caused by the strike will slow down the vessel transit and dwell times at both ports, creating cost increases which are often passed on to customers, leading to higher prices for goods, the German firm said.
“The strike could have a significant impact on the ports of Vancouver and Prince Rupert, which are crucial gateways for Canada's foreign trade, especially with Asia,” Christian Roeloffs, co-founder and CEO of Container xChange, said in a release. “These ports handle a substantial portion of Canada's imports and exports. The disruption caused by the strike can lead to delays, congestion, and inefficiencies in the movement of cargo, affecting various industries and businesses that rely on the smooth functioning of the supply chain.”
The strike comes during a busy week of organized labor actions in the U.S. as well, such as news that members of Teamsters Local 767 who work at parcel delivery giant UPS Inc. announced they will hold a practice picket on July 5, ahead of the July 31 expiration of their contract. Also Monday, striking Amazon delivery drivers and dispatchers from Palmdale, California, extended their picket line to a fourth Amazon warehouse in the region, demanding that the e-commerce giant stop its alleged “unfair labor practices.”
We are in the golden age of warehouse automation. Supply chain leaders today have a dizzying array of new automated solutions to choose from. These include autonomous mobile robots (AMRs), automated storage and retrieval systems (AS/RS), automated case-handling mobile robots, robotic pickers, and advanced software. While predominantly manual facilities remain, advancements in automation are improving existing facilities and use cases demonstrate in very real ways how robotics will forever alter supply chains.
But while the potential gains from automation can be significant, it’s also important to realize that no two organizations’ needs are the same. There is no cookie cutter approach to warehouse automation and robotics. A successful implementation requires not only strategic planning and investment but also a full understanding of the organization’s own unique needs. Before it installs any automation, a company must have a clear picture of its specific processes and requirements and ensure solutions are tailored to its operations. This involves identifying the needs of the specific sector or market segment that the company is trying to serve, what its growth potential is, and where it currently is in its automation journey.
To show how this can be done, let’s take a closer look at the retail industry. Today’s retail distribution centers are some of the most advanced materials handling facilities ever built, simultaneously supporting fulfillment for online purchases and enabling the efficient stocking of brick-and-mortar stores. These facilities demonstrate the impact automation and robotics advancements can have on distribution operations, including enabling unprecedented performance and throughput levels that were unimaginable a few short years ago. For this reason, reviewing the strategic considerations a retailer may face on the way to making a business case for automation will provide a model not just for other retailers but for companies in other industries as well.
Tackling long-standing challenges
Warehouse robotics and automation can help retailers respond to a variety of longstanding challenges. First, there is the growth of e-commerce. The volume of online purchases continues to increase, even as the rate of growth slows to pre-pandemic norms. According to the U.S. Department of Commerce, despite ongoing inflationary forces, American consumers spent more than $300 billion online in the third quarter of 2024, which represented 16.2% of total retail sales and a 7.4% percent increase over the same period in 2023.
Each online purchase is essentially an ad hoc event, making the resulting fulfillment more complex and demanding than the regular, scheduled replenishment of in-store inventories. Automation plays a vital role in helping retailers overcome these challenges. By automating key processes, retailers can achieve faster throughput, can more efficiently handle a larger variety of stock-keeping units (SKUs), and can maintain exceptional order accuracy. Automated systems streamline order picking, packing, and shipping, reducing errors and speeding up operations. This allows retailers to keep up with the growing demands of e-commerce while ensuring customer satisfaction with precise and timely deliveries.
Then there is the issue of labor. Retail supply chain leaders face an ongoing and problematic shortage of workers. While the “2024 State of Warehouse Labor Report” from the online labor marketplace Instawork found some improvement in the labor market, more than 40% of surveyed businesses still reported that warehouse staffing levels remain a cause of revenue loss.
The implementation of automation and robotics in both existing brownfield and new greenfield warehouses is a direct response to these labor market concerns. All forms of warehouse automation, including robotics, are fundamentally efforts to address the shortage of labor or to increase its efficiency. For example, many automated solutions, such as AMRs, are designed to specifically address the most time-consuming activity in warehouses: the 78% of time employees spend walking.
There are other important benefits. Machines don’t require rest, and they are particularly effective at highly repetitive tasks, which are a leading cause of workplace injuries. Automation also creates new career paths for employees, transitioning them away from physically taxing activities that center on moving items through the warehouse to maintaining and overseeing the systems that assume those tasks. Finally, as the cost of labor rises, the cost of technology continues to decrease.
Implementation: Where to begin?
Automated storage and retrieval systems (AS/RS) provides advanced storage capabilities and fast throughput. But they are typically more costly and take longer to implement than less automated systems.
Courtesy of Vanderlande
While the benefits of automation are clear, selecting the right solution for a specific operation can be daunting. To choose among the variety of automated solutions available, retail supply chain leaders must first consider the needs of their specific sector.
The grocery and food sector is a telling example. Few sectors have experienced as rapid a transformation in recent years as the grocery industry. Before the pandemic, online grocery sales were mostly limited to select metropolitan areas. Last year, online grocery sales in the U.S. reached $95.8 billion, according to the data and technology company Mercatus. Consumer grocery purchases are now split between three very distinct fulfillment models: ship-to-home, delivery, and pick-at-store. Those models and the retailer’s unique needs determine the type of warehouses required. As a result, the grocery sector sees everything from full standalone distribution centers to warehouse operations at the “back of the store” and even so–called dark stores—stores that are solely used as warehouses for online orders and are not open to the public.
Due to razor-thin margins and price-sensitive shoppers, the grocery sector is embracing advanced automation, such as AS/RS and palletizing robots. For example, they are utilizing software and automation to build pallets and pallet cages in a stable and space-efficient fashion with products arranged by store layout. By doing so, leading grocers and food retailers ensure that they can quickly move and stock items while keeping labor costs in check—all savings that enable them to maintain margins while competing on price.
Different considerations, however, are the main focus for automation projects in the apparel and general merchandising industries. In apparel, items need to be moved—typically in bags—without being damaged. Additionally, warehouses often have to manage the processing of returns. In both applications, pocket sorters are often used. In contrast, the general merchandise sector deals with highly variable SKUs and the rapid processing of online orders, making throughput levels and order accuracy critically important. Here, a high-performance AS/RS is often a natural choice.
Build new or sweat your existing warehouse assets?
Automated case-handling mobile robots are a good solution for companies looking for more "incremental" automation. Because they can use existing warehouse racks, they can be implemented faster than a more complex system.
Courtesy of Vanderlande
Where retailers are in their growth cycle and in their warehouse automation journey should also be carefully considered when determining what kinds of automation and robots are needed. These two factors will play a particularly strong role in determining whether a retailer implements new automation or sticks with what it already has. This is particularly true today when the cost of capital is a key consideration. As an example, let’s look at how this decision might play out in different retail sectors.
Fast-growing, mid-market retailers: Most of these organizations currently have largely manual distribution centers. They are predominantly moving to build more advanced, fully automated facilities that include AMRs, AS/RS, and robotic pickers. Primed for growth, they are foregoing the improvement of existing warehouses, as even modernization projects can't keep up with growing sales and risk becoming quickly obsolete.
Slower growing mid-market retailers: These companies are embracing more incremental automation. For example, many are deploying a system that includes automated case-handling mobile robots (ACRs). These robotic units are designed to move and retrieve goods stored in traditional, often pre-existing, warehouse racks. As a result, these systems can often be implemented in just a couple of months, offering a faster implementation timeline.
Other mid-market retailers are choosing to implement an AS/RS, which—while automating many of the same tasks—provides more advanced storage capabilities and faster throughput. These systems are, however, more costly and require a more comprehensive planning and installation process, as they can take a year or two to design and make operational.
The largest retail brands: These companies already rely on largely automated warehouses that utilize AS/RS, robotic pickers, and other solutions. They are increasingly choosing to “sweat their assets” by making incremental improvements—such as adding additional shuttles and more storage capacity to an already existing AS/RS or deploying additional robotic pickers to speed throughput. Such improvements can result in significant efficiency gains, without requiring any large capital investments.
No matter what type of automation is selected, however, successful implementation hinges on a crucially important step: creating an effective business case.
The crucially important business case
Before implementing any automation or robotic solution, a company must perform due diligence. It is critical that no project should proceed without first completing a detailed business case. There are several factors to consider, starting with the decision between modernizing an existing brownfield facility or building a new greenfield site. This choice requires evaluating the costs, growth potential, and the return on investment (ROI) associated with a more advanced warehouse system.
Importantly, the business case should not be created in a vacuum. Operational, financial, and legal leaders should all be involved. The process should be sure to incorporate the following steps:
Determine growth projections: No one has a crystal ball, but growth projections and plans should be carefully considered to determine if a new greenfield facility with advanced automation and robotics is viable and necessary. These cutting-edge solutions often deliver the highest ROI but come with significant upfront investment.
Determine the lifecycle of existing warehouses: Are they able to process the number of SKUs, achieve the throughput, and provide the storage capacity needed today? What about for the future? If not, can they be modernized to cost-effectively buy more time?
Calculate the timeframe needed to realize an ROI: How long will it take to achieve the ROI for your automation project over the cost of capital and labor that would be required in its absence? How does this compare to the lifespan of the facility or project in question? Are you looking to see your ROI in three years, five years, or ten? The time required to achieve the desired ROI is key.
Consider the costs and gains associated with incremental advancements: Even if it seems like a new, fully automated facility makes the most sense, consider the alternative approach of making incremental improvements. If you choose to move forward with a greenfield project, it is good to know you carefully considered existing assets.
Run the numbers on your dream warehouse: Even if a new facility that delivers the capabilities of high-performance robots and automation is likely out of reach, run the numbers anyway. It can feel safer to upgrade a warehouse than to build a new automated one, but no one wants to invest significant capital in a facility that hinders growth in the future.
Remember that no automation is automatic: Advanced solutions and robots are never a one-and-done purchase. They must be maintained and managed—tasks that require significant expertise, either from partners or through an investment in employees and training.
By carefully considering the needs and nuances that define success in their sector and creating a detailed business case, supply chain leaders can embrace emerging, powerful robotics and automation with confidence. Regardless of whether they choose to obtain the most advanced capabilities or take a more measured approach, they will do so with the confidence that their investments are based on proven strategies that position them for growth and success in the future.
About the authors: Jake Heldenberg is the director of North American Warehouse Sales Engineering, at Vanderlande. He oversees the design of warehouse systems that combine intelligent software, robotics, and advanced automation. Andy Lockhart is the director of strategic engagement, warehouse solutions, North America, at Vanderlande, where he provides retail customers with innovative, scalable systems; intelligent software; and reliable services to optimize distribution and fulfillment operations.
Clark, New Jersey-based GEP said its “GEP Global Supply Chain Volatility Index” is a leading indicator that tracks demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The index posted -0.21 at the start of the year, indicating that global supply chains are effectively at full capacity, signaled when the index hits 0.
"January's rise in manufacturers' procurement across APAC and the U.S. signals steady growth ahead in Q1," John Piatek, GEP's vice president of consulting, said in a release. "Globally, companies are largely taking a wait-and-see approach to tariffs rather than absorbing the immediate cost of increasing buffer inventories. However, many Western firms are accelerating China-plus-one investments to diversify and near-shore manufacturing, assembly, and distribution. European manufacturers are especially vulnerable, as the sector has been contracting for nearly two years with no turnaround in sight. In the U.S., where manufacturing represents just 12% of GDP, the bigger concern for business is the potential revenue losses in China because of trade tensions."
A key finding in the January results was a marked increase in procurement activity across North America. This increase was entirely driven by U.S. manufacturers, as purchasing managers at Mexican and Canadian factories sanctioned procurement cutbacks, indicating a darkened near-term outlook there, the report said.
By contrast, many major producers in Asia bolstered their demand for inputs to meet growing production needs, led by China and India. South Korea, in particular, reported a marked pickup in January.
But Europe's industrial economy continues to struggle, with report data indicating still-significant levels of spare capacity across the continent's supply chains. Factories in Germany, France, Italy, and the U.K. held back on material purchases in January, implying that Europe's manufacturing recession is set to persist a while longer.
New Jersey is home to the most congested freight bottleneck in the country for the seventh straight year, according to research from the American Transportation Research Institute (ATRI), released today.
ATRI’s annual list of the Top 100 Truck Bottlenecks aims to highlight the nation’s most congested highways and help local, state, and federal governments target funding to areas most in need of relief. The data show ways to reduce chokepoints, lower emissions, and drive economic growth, according to the researchers.
The 2025 Top Truck Bottleneck List measures the level of truck-involved congestion at more than 325 locations on the national highway system. The analysis is based on an extensive database of freight truck GPS data and uses several customized software applications and analysis methods, along with terabytes of data from trucking operations, to produce a congestion impact ranking for each location. The bottleneck locations detailed in the latest ATRI list represent the top 100 congested locations, although ATRI continuously monitors more than 325 freight-critical locations, the group said.
For the seventh straight year, the intersection of I-95 and State Route 4 near the George Washington Bridge in Fort Lee, New Jersey, is the top freight bottleneck in the country. The remaining top 10 bottlenecks include: Chicago, I-294 at I-290/I-88; Houston, I-45 at I-69/US 59; Atlanta, I-285 at I-85 (North); Nashville: I-24/I-40 at I-440 (East); Atlanta: I-75 at I-285 (North); Los Angeles, SR 60 at SR 57; Cincinnati, I-71 at I-75; Houston, I-10 at I-45; and Atlanta, I-20 at I-285 (West).
ATRI’s analysis, which utilized data from 2024, found that traffic conditions continue to deteriorate from recent years, partly due to work zones resulting from increased infrastructure investment. Average rush hour truck speeds were 34.2 miles per hour (MPH), down 3% from the previous year. Among the top 10 locations, average rush hour truck speeds were 29.7 MPH.
In addition to squandering time and money, these delays also waste fuel—with trucks burning an estimated 6.4 billion gallons of diesel fuel and producing more than 65 million metric tons of additional carbon emissions while stuck in traffic jams, according to ATRI.
On a positive note, ATRI said its analysis helps quantify the value of infrastructure investment, pointing to improvements at Chicago’s Jane Byrne Interchange as an example. Once the number one truck bottleneck in the country for three years in a row, the recently constructed interchange saw rush hour truck speeds improve by nearly 25% after construction was completed, according to the report.
“Delays inflicted on truckers by congestion are the equivalent of 436,000 drivers sitting idle for an entire year,” ATRI President and COO Rebecca Brewster said in a statement announcing the findings. “These metrics are getting worse, but the good news is that states do not need to accept the status quo. Illinois was once home to the top bottleneck in the country, but following a sustained effort to expand capacity, the Jane Byrne Interchange in Chicago no longer ranks in the top 10. This data gives policymakers a road map to reduce chokepoints, lower emissions, and drive economic growth.”
It’s getting a little easier to find warehouse space in the U.S., as the frantic construction pace of recent years declined to pre-pandemic levels in the fourth quarter of 2024, in line with rising vacancies, according to a report from real estate firm Colliers.
Those trends played out as the gap between new building supply and tenants’ demand narrowed during 2024, the firm said in its “U.S. Industrial Market Outlook Report / Q4 2024.” By the numbers, developers delivered 400 million square feet for the year, 34% below the record 607 million square feet completed in 2023. And net absorption, a key measure of demand, declined by 27%, to 168 million square feet.
Consequently, the U.S. industrial vacancy rate rose by 126 basis points, to 6.8%, as construction activity normalized at year-end to pre-pandemic levels of below 300 million square feet. With supply and demand nearing equilibrium in 2025, the vacancy rate is expected to peak at around 7% before starting to fall again.
Thanks to those market conditions, renters of warehouse space should begin to see some relief from the steep rent hikes they’re seen in recent years. According to Colliers, rent growth decelerated in 2024 after nine consecutive quarters of year-over-year increases surpassing 10%. Average warehouse and distribution rents rose by 5% to $10.12/SF triple net, and rents in some markets actually declined following a period of unprecedented growth when increases often exceeded 25% year-over-year. As the market adjusts, rents are projected to stabilize in 2025, rising between 2% and 5%, in line with historical averages.
In 2024, there were 125 new occupancies of 500,000 square feet or more, led by third-party logistics (3PL) providers, followed by manufacturing companies. Demand peaked in the fourth quarter at 53 million square feet, while the first quarter had the lowest activity at 28 million square feet — the lowest quarterly tally since 2012.
In its economic outlook for the future, Colliers said the U.S. economy remains strong by most measures; with low unemployment, consumer spending surpassing expectations, positive GDP growth, and signs of improvement in manufacturing. However businesses still face challenges including persistent inflation, the lowest hiring rate since 2010, and uncertainties surrounding tariffs, migration, and policies introduced by the new Trump Administration.
Both shippers and carriers feel growing urgency for the logistics industry to agree on a common standard for key performance indicators (KPIs), as the sector’s benchmarks have continued to evolve since the COVID-19 pandemic, according to research from freight brokerage RXO.
The feeling is nearly universal, with 87% of shippers and 90% of carriers agreeing that there should be set KPI industry standards, up from 78% and 74% respectively in 2022, according to results from “The Logistics Professional’s Guide to KPIs,” an RXO research study conducted in collaboration with third-party research firm Qualtrics.
"Managing supply chain data is incredibly important, but it’s not easy. What technology to use, which metrics to track, where to set benchmarks, how to leverage data to drive action – modern logistics professionals grapple with all these challenges,” Ben Steffes, VP of Solutions & Strategy at RXO, said in a release.
Additional results from the survey showed that shippers are more data-driven than they were in the past; 86% of shippers reference their logistics KPIs at least weekly (up from 79% in 2022), and 45% of shippers reference them daily (up from 32% in 2022).
Despite that sharpened focus, performance benchmarks have become slightly more lenient, the survey showed. Industry performance standards for core transportation KPIs—such as on-time performance, payables, and tender acceptance—are generally consistent with 2022, but the underlying data shows a tendency to be a bit more forgiving, RXO said.
One solution is to be a shipper-of-choice for your chosen carriers. That strategy can enable better rates and more capacity, as RXO found 95% of carriers said inefficient shipping practices impact the rates they give to shippers, and 99% of carriers take a shipper’s KPI expectations into account before agreeing to move a shipment.
“KPIs are essential for effective supply chain management and continuous improvement, and they’re always evolving,” Steffes said. “Shifts in consumer demand and an influx of technology are driving this change, in combination with the dynamic and fragmented nature of the freight market. To optimize performance, businesses need consistent measurement and reporting. We released this study to help shippers and carriers benchmark their standards against how their peers approach KPIs today.”