Everything. Except Emissions

A new electric truck in the 3.5 to 5-tonne sector promises efficient results both indoors and outdoors. Paul Hamblin hears about it.

“A bit of colour in your workplace routine, which can sometimes be autumnal grey,” said Gerald Strugg, STILL GmbH Product Manager, E-trucks. Via a slick online press conference, he was referring to the latest model of the STILL RX 60 electric forklift, an eye-catching all-rounder which offers what has been a tricky deliverable in the electric space, a truck marketed to be effective
both indoors and outdoors. “It offers everything except exhaust gases,” he quipped.

The 3.5 to 5-tonne model aims to build on the RX 60 series’ achievements in agility, manoeuvrability and high driving comfort. The compact 80 Volt electric forklift truck offers, says the company, outstanding handling performance and high availability. STILL says it is opening up a new perspective for even more companies when it comes to designing their truck fleet, whether in terms of performance, cost, environmental compatibility or efficiency of use.

This year is a special one for the Hamburg-based company founded in 1920 by Hans Still and it is making much of the switch to electric power. Using resources optimally and efficiently is inherent to its DNA. Ever since the company was founded 100 years ago everything has revolved around the innovative combination of electrical energy and mobility – as well as a pioneering spirit and
passion for progress with a clear eye for current market requirements. In the post-war period it was the lack of fuel combined with the growing mobility of the economy that brought great success – first in 1946 with the electric cart EK 2000 and only a few years later with the first STILL electric forklift, the EGS 1000. Numerous successful forklift truck series later, it is still the clear focus on customer and industry needs that is at the centre of this latest product development: powerful performance and ergonomics combined with high energy efficiency and the possibility of implementing zero emissions in internal logistics. It’s a logic that makes the power pack the very heart of the RX 60-35/50.

Power for any application

Seven different vehicle variants are available to customers with a load centre of 500 mm as standard, or 600 mm upon request. A high-performance variant is available in all weight classes,
which excels in demanding application profiles with even more handling capacity, more power and acceleration. CSO/Member Management Board at STILL GmbH, Thomas A Fischer told
me that the truck will be marketed to multiple sectors. “We have a wide range – automotive, chemical, beverage, retail, indeed anywhere with a need to lift heavy loads.”

Crucially, both lead acid batteries and lithium-ion technology are available, and STILL says it has firm evidence of their effectiveness. As early as 2019, an independent test certified that the
smaller version of the new series, the RX 60-25 (carrying 2.5 tonnes), ranked among the best in direct electric forklift truck competition, offering handling performance and gradeability on a par
with a comparable diesel forklift truck. STILL engineers have now transferred this successful drive concept to the 5-tonne model. This is made possible by two powerful encapsulated three-phase
drive motors with active cooling in the front axle. In the high performance version, the two 11 kW motors provide even more power. They increase the drive motor output by 46 percent compared to the predecessor. As both motors are driven even at full steering angle, the truck is particularly manoeuvrable. Demand-driven active cooling ensures high thermal stability even at maximum handling performance. Robust and maintenance-free fans cool the encapsulated components of the power electronics as well as the lift and drive motors via temperature control, all without filters.

Thanks to its low consumption and a battery capacity of 930 Ah (59.5 kWh), or up to 118.4 kWh in the Li-Ion version of the RX 60-50, STILL says the power pack can easily cope with two shifts
in a row without interim charging. To change the battery, the now proven lateral battery door opens up new perspectives – quite literally. The 4 mm thick steel door of the RX 60-35/50 can now also be easily opened 180 degrees to the rear, and the battery can be changed by just one person using an electric pallet truck, saving space, time, energy and resources. Optionally, an integrated built-in charger provides even more flexibility for quick and easy interim charging during work.

It’s important to offer choice to customers, says Thomas Fischer. “We have a good portfolio and we offer both lead-acid and lithium options. We see a clear customer trend towards li-ion, though,” he points out. He predicts that market-share of electric trucks will be “over 50% in 5-10 years”. Does he see a similar success curve for hydrogen-based fuel cell technology? “Fuel cell is not as economic, and particularly so if it is not subsidised. There are some big political discussions needed, as it could be impossible to develop more fully without Brussels subsidies,” he says.

Speed and ergonomics

Speed and stamina are also features. The RX 60 can hit a nippy 20 km/h, while time is saved (and safety preserved) with the quick start mode and an automatic spring-loaded parking brake if the driver steps out of the cab. Meanwhile, the intuitive on-board computer enables clear and convenient overview of all relevant performance functions and truck information. STILL designers have recognised the role of both ergonomics and enjoyment in maintaining employee engagement. The RX 60 stands out with its low front body and easy-access placement of controls and displays. The mast profiles designed for optimum visibility create an extra large field of vision around transported goods and past the mast.

The driver’s cab not only has 16 mm more headroom than its predecessor, its footwell is also particularly spacious. For a fatigue-free leg position for the driver, it is about one hand’s width wider than the predecessor and also offers sufficient freedom of movement for feet up to huge shoe sizes. For greater safety and comfort when getting on and off the vehicle, the enlarged step has an additional nonslip edge. The ergonomically shaped battery cover also provides comfort: even with the seat adjusted to the maximum rearward position, the calves do not touch it. The pedal position alleviates strain on the legs and allows an unimpeded movement between the accelerator and brake pedals.

On the wider business front, Chairman of Management Board, Henry Puhl suggests that the company has coped well with the unexpected rigours of 2020. “We created a safe working environment, we’ve stayed fully functional and we’re working with customers to feel secure in what we do.” Indeed, he strikes a note of optimism, which is a rare commodity in Europe as the much-feared second wave of the pandemic unfolds. “I want to spark some confidence,” he suggests. “We know a lot more about COVID now, we a know a lot more about how to handle it and we feel
connected to our customers – all of us have to work together to get through it.”

He admits to a double-digit percentage drop in orders caused by COVID, but counters that STILL will reap the benefits sown by the pandemic’s ‘winners’ within its customer sectors – led by intralogistics, driven by fast-growing ecommerce transactions. STILL’s message is that choosing the right forklift is nowadays about much more than brand and tonnage. Internal logistics systems matter, and the right energy choice plays a vital role. This can vary depending on the application profile and individual perspective – e.g. total operating costs, sustainability, digitalisation or service.

Partnership Drives Growth and Success

Paul Roehricht, UK strategic account manager for Brandsafe, considers the critical role aftersales care and partnership plays in delivering the highest standards of safety and protection in the warehouse and logistics environment.

It should really go without saying that taking care of your customers once you have provided and installed products is best practice and the number one priority for any supplier. But too often in the scramble to deliver and look for new customers, it can be to easy to fail to follow through or appreciate that active aftercare can be beneficial for business. Indeed, aftersales care and support reflects a genuine insight into customer needs as well as an opportunity for a supplier to secure additional business in future: it’s been estimated that margins generated by post-sales activities can be several times higher than those of initial product sales.

Good customer service does not stop once a purchase has been made, installed and your team has left the building. It’s only right that customers investing significant sums in safety and impact protection systems – indeed, any products – deserve the highest quality service, fast and effective resolution of problems or queries, as well as a touch of added value.

Understanding demand and managing the supply chain efficiently to secure product stock levels, supported by the deployment to customer sites of skilled, well resourced service teams, who understand the nuances and critical issues on the ground when it comes to onsite installation of systems and products, are key ingredients in a recipe for getting things right first time, every time. For example, if you cannot supply customers with the right part or product when they need it, and then install properly, they will go elsewhere.

Positive experience

Customers will be far more satisfied if they see your demonstrable focus on service and aftercare support, too. They’re more likely to purchase from you in the future if they have a positive experience of your company and project management capabilities – they may even recommend the brand to other potential customers as a result. For most companies, better service and aftersales support boosts revenue, delivers greater profitability and inevitably creates a powerful competitive advantage for the brand. Simply put, it’s good business.

Undoubtedly, the current pandemic is re-shaping the way many organisations conduct business. And this can be reflected in the role partnership plays in areas such as project management – and how sector suppliers such as Brandsafe go the extra mile.

Suppliers and customers who adopt a partnership approach can see rewards and reap significant benefits; particularly in the warehouse and logistics industry, which has been prone to accusations of unwillingness to share best practice and engage collaboratively on safety matters to drive wholesale improvements for the benefit of all sector operators.

Supply chain collaboration has a lot to offer. Relying on your supply partner to effectively project manage critical installations, for example, can reduce costs while improving quality and service levels. As we see online sales surge as a result of the pandemic seemingly without end, many retailers and distributors are peddling fast to re-organise and invest to either upgrade or redevelop existing warehouse infrastructures, or build new multi-complexes and international distribution hubs to accommodate strategic growth and expansion.

Operators may be rightly concerned about investing at a time when managing the bottom line is crucial but, with so much current change in consumer behaviour and purchasing decisions, there is no time for businesses to rest on their laurels.

Indeed, online sales in 2020 are expected to grow 19% year-on-year, up from pre-pandemic estimates of 11%, rising from a total of £66bn in 2019 to almost £80bn this year. Some forecasters suggest UK e-commerce will grow in value by as much as £5.3bn by the end of the year. Supermarket supply chains are also seeing big surges in demand, placing additional pressure on their distribution and supply chain infrastructure.

Partnership delivers

Skilled labour, which should be utilised effectively, is a resource in short supply, whose use must be effectively deployed. Many businesses in the warehouse and logistics sector might not be able attract or retain all the skills they require to support their capital investment and redevelopment plans, or may need these skills on a more flexible basis. Working in partnership with your supplier, who will have the requisite experience and expertise in place and available for use, will add even more supply chain value and allow people to benefit from skilled resources.

Innovative approaches can be shared throughout our sector, opening up advantages and delivering benefits for all. Partnership can make things a lot easier, quicker and cheaper, helping to support your health and safety commitments as you move into new geographical areas, expand operations or enter markets to access new customers and opportunities.

It will unquestionably facilitate new dynamics in the supplier/customer relationship, paving the way to mutually beneficial commercial and operational advantages. So in a sector that constantly evolves to meet the ebb and flow of changing consumer tastes and faces challenges around keeping people safe and secure while maximising productivity, surely there’s no better time to explore partnership with your suppliers and the role it plays in delivering the highest standards of protection?

Partnership Drives Growth and Success

Paul Roehricht, UK strategic account manager for Brandsafe, considers the critical role aftersales care and partnership plays in delivering the highest standards of safety and protection in the warehouse and logistics environment.

It should really go without saying that taking care of your customers once you have provided and installed products is best practice and the number one priority for any supplier. But too often in the scramble to deliver and look for new customers, it can be to easy to fail to follow through or appreciate that active aftercare can be beneficial for business. Indeed, aftersales care and support reflects a genuine insight into customer needs as well as an opportunity for a supplier to secure additional business in future: it’s been estimated that margins generated by post-sales activities can be several times higher than those of initial product sales.

Good customer service does not stop once a purchase has been made, installed and your team has left the building. It’s only right that customers investing significant sums in safety and impact protection systems – indeed, any products – deserve the highest quality service, fast and effective resolution of problems or queries, as well as a touch of added value.

Understanding demand and managing the supply chain efficiently to secure product stock levels, supported by the deployment to customer sites of skilled, well resourced service teams, who understand the nuances and critical issues on the ground when it comes to onsite installation of systems and products, are key ingredients in a recipe for getting things right first time, every time. For example, if you cannot supply customers with the right part or product when they need it, and then install properly, they will go elsewhere.

Positive experience

Customers will be far more satisfied if they see your demonstrable focus on service and aftercare support, too. They’re more likely to purchase from you in the future if they have a positive experience of your company and project management capabilities – they may even recommend the brand to other potential customers as a result. For most companies, better service and aftersales support boosts revenue, delivers greater profitability and inevitably creates a powerful competitive advantage for the brand. Simply put, it’s good business.

Undoubtedly, the current pandemic is re-shaping the way many organisations conduct business. And this can be reflected in the role partnership plays in areas such as project management – and how sector suppliers such as Brandsafe go the extra mile.

Suppliers and customers who adopt a partnership approach can see rewards and reap significant benefits; particularly in the warehouse and logistics industry, which has been prone to accusations of unwillingness to share best practice and engage collaboratively on safety matters to drive wholesale improvements for the benefit of all sector operators.

Supply chain collaboration has a lot to offer. Relying on your supply partner to effectively project manage critical installations, for example, can reduce costs while improving quality and service levels. As we see online sales surge as a result of the pandemic seemingly without end, many retailers and distributors are peddling fast to re-organise and invest to either upgrade or redevelop existing warehouse infrastructures, or build new multi-complexes and international distribution hubs to accommodate strategic growth and expansion.

Operators may be rightly concerned about investing at a time when managing the bottom line is crucial but, with so much current change in consumer behaviour and purchasing decisions, there is no time for businesses to rest on their laurels.

Indeed, online sales in 2020 are expected to grow 19% year-on-year, up from pre-pandemic estimates of 11%, rising from a total of £66bn in 2019 to almost £80bn this year. Some forecasters suggest UK e-commerce will grow in value by as much as £5.3bn by the end of the year. Supermarket supply chains are also seeing big surges in demand, placing additional pressure on their distribution and supply chain infrastructure.

Partnership delivers

Skilled labour, which should be utilised effectively, is a resource in short supply, whose use must be effectively deployed. Many businesses in the warehouse and logistics sector might not be able attract or retain all the skills they require to support their capital investment and redevelopment plans, or may need these skills on a more flexible basis. Working in partnership with your supplier, who will have the requisite experience and expertise in place and available for use, will add even more supply chain value and allow people to benefit from skilled resources.

Innovative approaches can be shared throughout our sector, opening up advantages and delivering benefits for all. Partnership can make things a lot easier, quicker and cheaper, helping to support your health and safety commitments as you move into new geographical areas, expand operations or enter markets to access new customers and opportunities.

It will unquestionably facilitate new dynamics in the supplier/customer relationship, paving the way to mutually beneficial commercial and operational advantages. So in a sector that constantly evolves to meet the ebb and flow of changing consumer tastes and faces challenges around keeping people safe and secure while maximising productivity, surely there’s no better time to explore partnership with your suppliers and the role it plays in delivering the highest standards of protection?

Game on for Bulgarian e-commerce

With lockdowns around the world this year, many have relied on e-commerce as a way to shop, and even with many physical stores now allowed to re-open, consumer behaviour continues to change at unprecedented speed.

A leading e-commerce business in Bulgaria, ozone.bg, cited a 55% increase in online orders a few weeks into March compared with pre-lockdown sales. Other events, such as Black Friday and seasonal peaks has led the company to modernise its distribution centre near Sofia.

With a wide product range within the gaming industry, Ozone.bg needed a partner who could deliver an order picking solution that could collect multiple products in different areas or floors. Engineering company, STAMH was selected.

STAMH’s engineering and software teams re-organise the centre to allow areas and systems for the storage of palletised goods, space for small goods storage and a sorting area for orders. In addition, the team built packing areas.

STAMH also build an automated and mechanized storage system that would work on 3 different levels. In order to do this STAMH built a gravity roller conveyor to connect the second and third storage levels as well as the packing and sorting areas on the ground level (pictured above).

Once, the pre-assembled order or package is packed and ready for shipment, it’s placed along a motorized roller conveyor. This conveyor line drives the package to the area, where it’s automatically sorted and leaded to the area of each courier company. Each package can be placed anywhere along the conveyor line for boxes and trays.

The distribution centre now has a barcode scanning system to allow for faster order processing and sortation.

Nadezhda Blagoeva, Technical Director in STAMH says, “The conveyor system connects different areas and speeds up all processes in the logistics base. In a very intuitive way, conveyor lines organize orders preparation processes.

“Warehouse operators no longer have to carry heavy trays and packages across long distances. They are organized in different areas and manual work is significantly reduced. Now, thousands of new orders are prepared much faster and in a more efficient way”.

Based in Sofia, STAMH built a new mobile racking system earlier this year for ice cream business, CERMAT. For more information on this project  click here.

Game on for Bulgarian e-commerce

With lockdowns around the world this year, many have relied on e-commerce as a way to shop, and even with many physical stores now allowed to re-open, consumer behaviour continues to change at unprecedented speed.

A leading e-commerce business in Bulgaria, ozone.bg, cited a 55% increase in online orders a few weeks into March compared with pre-lockdown sales. Other events, such as Black Friday and seasonal peaks has led the company to modernise its distribution centre near Sofia.

With a wide product range within the gaming industry, Ozone.bg needed a partner who could deliver an order picking solution that could collect multiple products in different areas or floors. Engineering company, STAMH was selected.

STAMH’s engineering and software teams re-organise the centre to allow areas and systems for the storage of palletised goods, space for small goods storage and a sorting area for orders. In addition, the team built packing areas.

STAMH also build an automated and mechanized storage system that would work on 3 different levels. In order to do this STAMH built a gravity roller conveyor to connect the second and third storage levels as well as the packing and sorting areas on the ground level (pictured above).

Once, the pre-assembled order or package is packed and ready for shipment, it’s placed along a motorized roller conveyor. This conveyor line drives the package to the area, where it’s automatically sorted and leaded to the area of each courier company. Each package can be placed anywhere along the conveyor line for boxes and trays.

The distribution centre now has a barcode scanning system to allow for faster order processing and sortation.

Nadezhda Blagoeva, Technical Director in STAMH says, “The conveyor system connects different areas and speeds up all processes in the logistics base. In a very intuitive way, conveyor lines organize orders preparation processes.

“Warehouse operators no longer have to carry heavy trays and packages across long distances. They are organized in different areas and manual work is significantly reduced. Now, thousands of new orders are prepared much faster and in a more efficient way”.

Based in Sofia, STAMH built a new mobile racking system earlier this year for ice cream business, CERMAT. For more information on this project  click here.

Red Sea Gateway Terminal Wins Sustainability Award

Red Sea Gateway Terminal (RSGT), has been named winner of the 2020 Sustainability Award at the 17th Annual Seatrade Maritime Awards, Middle East, Indian Subcontinent & Africa, hosted virtually from Dubai. RSGT was selected in recognition of “the exceptional initiative that supports sustainable maritime commerce” by the judging panel of independent industry experts.

“We are very proud to have been selected by our peers for this award,” stated RSGT CEO Jens Floe, who added, “we remain dedicated to pursuing environmentally sustainable operations at Saudi ‘Arabia’s largest container terminal, through our CSR program, constant investment in new, low emission and efficient equipment, procedures, and the extensive training of our personnel”.

RSGT is currently commissioning two new latest-generation electric-powered STS cranes and 10 new technologically advanced hybrid-Rubber-Tyred Gantry cranes (RTGs) delivered in November, into the i’ ‘facility’s container handling operations. The use of electric cranes eliminates emissions of CO2 and other greenhouse gases resulting from diesel-powered cranes; the hybrid-RTGs switch from diesel to battery power depending upon usage needs, also reducing diesel-related emissions, while improving fuel efficiency. RSGT has also established artificial reefs just outside the port area in support of biodiversity and marine life.

Over the 30-year term of the concession agreement signed last year with the Saudi Ports Authority (Mawani), RSGT will be investing USD 1.7 billion in new terminal infrastructure and equipment to improve operational efficiencies and reduce greenhouse gases and other emissions, as the terminal expands annual container throughput capacity to 8.8 million TEU. RSGT incorporates programs and training in support of sustainable terminal and port operations, and environmentally-conscious conservation planning, reflecting a core philosophy of the ‘company’s business model.
“Our commitment to sustainability and protection of the environment and natural resources of the Red Sea Region is shared by all of our staff, and is a guiding principal in our daily operations, as well as our long-term strategic planning”, noted Mr. Floe.

Red Sea Gateway Terminal Wins Sustainability Award

Red Sea Gateway Terminal (RSGT), has been named winner of the 2020 Sustainability Award at the 17th Annual Seatrade Maritime Awards, Middle East, Indian Subcontinent & Africa, hosted virtually from Dubai. RSGT was selected in recognition of “the exceptional initiative that supports sustainable maritime commerce” by the judging panel of independent industry experts.

“We are very proud to have been selected by our peers for this award,” stated RSGT CEO Jens Floe, who added, “we remain dedicated to pursuing environmentally sustainable operations at Saudi ‘Arabia’s largest container terminal, through our CSR program, constant investment in new, low emission and efficient equipment, procedures, and the extensive training of our personnel”.

RSGT is currently commissioning two new latest-generation electric-powered STS cranes and 10 new technologically advanced hybrid-Rubber-Tyred Gantry cranes (RTGs) delivered in November, into the i’ ‘facility’s container handling operations. The use of electric cranes eliminates emissions of CO2 and other greenhouse gases resulting from diesel-powered cranes; the hybrid-RTGs switch from diesel to battery power depending upon usage needs, also reducing diesel-related emissions, while improving fuel efficiency. RSGT has also established artificial reefs just outside the port area in support of biodiversity and marine life.

Over the 30-year term of the concession agreement signed last year with the Saudi Ports Authority (Mawani), RSGT will be investing USD 1.7 billion in new terminal infrastructure and equipment to improve operational efficiencies and reduce greenhouse gases and other emissions, as the terminal expands annual container throughput capacity to 8.8 million TEU. RSGT incorporates programs and training in support of sustainable terminal and port operations, and environmentally-conscious conservation planning, reflecting a core philosophy of the ‘company’s business model.
“Our commitment to sustainability and protection of the environment and natural resources of the Red Sea Region is shared by all of our staff, and is a guiding principal in our daily operations, as well as our long-term strategic planning”, noted Mr. Floe.

Space and Speed at Scale

Ecommerce in Europe is expected to be worth €717 billion at the end of 2020. Distribution warehouses and fulfilment centres need to be ready, says an emerging player in the space, writes Paul Hamblin.

In the race for bigger market share, e-commerce companies are opening more locations across Europe. At the same time, offline businesses are increasing their online presence. It follows that the fulfilment centres of today need to get ready to meet increasing demand, not only from online and offline shops but also from the person at the end of the line, the e-commerce consumer.

According to Hristo Urumov, owner of Sofia-based storage technology and material handling specialist STAMH, this is going to be tricky for some DCs unless their managers make changes,
because many are going to receive more orders per day than they can physically fulfil. “Already, a typical online customer is likely to fill their check-out cart with more than one item per online order and it’s a fair bet that they will expect their new purchases to arrive within two days, at most, of making that order,” he points out. “And guess what – they don’t care where the fulfilment centre is located.”

It’s not just the number of online shops that is growing either. The total of items in each product line to be stored and distributed is on the rise, too. Warehouses need to accommodate a growing list of inventory, in some cases without switching location. Businesses know all too well that customer satisfaction is essential to success in the online space, which means a well functioning fulfilment and logistics centre is a vital piece of the jigsaw. Limited picking, sorting and logistics capacity can prevent business expansion because fulfilment centres simply can’t meet the demand.
E-commerce businesses need to act in order to get ready for the upcoming growth.

“There are two ways to grow – to expand the range of products offered or to enter new markets,” says Hristo Urumov. “It’s better to do both.” To solve the puzzle, growing e-commerce business can opt for 3PL or scalable automation solutions to stay in control, he says.

“Outsourcing the problem means losing control over the quality of the fulfilment process,” he argues. “If you use a 3PL, it actually means handing over the satisfaction and retention of your hard-won customers. The ability to affect and control your service to your customers is outsourced to a new partner and you are relying completely on that partner.” STAMH’s owner predicted several years ago that the next step in warehouse development would lie in the refinement of picking automation as a way to meet growing demand and to boost a DC’s capacity to prepare new orders.

He recognises that full automation can be an expensive solution. “In this context, scalable automated modules may be the answer to the growing demand,” he points out. “The engineering solutions of modern warehouses offer space optimisation and picking automation at a speed step by step and hand in hand with the growth of your business.”

STAMH’s engineering team already knows that the modularity of these solutions offer businesses the possibility to make scalable investments, according their optimisation needs. “A lot of companies are opting for partial automaton. They proceed to a full solution only when they actually see the results,” he says. Successful automated e-commerce solutions need to offer space
optimisation, productivity and 100 % picking accuracy, he argues. “They are here to stay and can offer e-commerce business the possibility to break though the wall of growing demand.”

Space and Speed at Scale

Ecommerce in Europe is expected to be worth €717 billion at the end of 2020. Distribution warehouses and fulfilment centres need to be ready, says an emerging player in the space, writes Paul Hamblin.

In the race for bigger market share, e-commerce companies are opening more locations across Europe. At the same time, offline businesses are increasing their online presence. It follows that the fulfilment centres of today need to get ready to meet increasing demand, not only from online and offline shops but also from the person at the end of the line, the e-commerce consumer.

According to Hristo Urumov, owner of Sofia-based storage technology and material handling specialist STAMH, this is going to be tricky for some DCs unless their managers make changes,
because many are going to receive more orders per day than they can physically fulfil. “Already, a typical online customer is likely to fill their check-out cart with more than one item per online order and it’s a fair bet that they will expect their new purchases to arrive within two days, at most, of making that order,” he points out. “And guess what – they don’t care where the fulfilment centre is located.”

It’s not just the number of online shops that is growing either. The total of items in each product line to be stored and distributed is on the rise, too. Warehouses need to accommodate a growing list of inventory, in some cases without switching location. Businesses know all too well that customer satisfaction is essential to success in the online space, which means a well functioning fulfilment and logistics centre is a vital piece of the jigsaw. Limited picking, sorting and logistics capacity can prevent business expansion because fulfilment centres simply can’t meet the demand.
E-commerce businesses need to act in order to get ready for the upcoming growth.

“There are two ways to grow – to expand the range of products offered or to enter new markets,” says Hristo Urumov. “It’s better to do both.” To solve the puzzle, growing e-commerce business can opt for 3PL or scalable automation solutions to stay in control, he says.

“Outsourcing the problem means losing control over the quality of the fulfilment process,” he argues. “If you use a 3PL, it actually means handing over the satisfaction and retention of your hard-won customers. The ability to affect and control your service to your customers is outsourced to a new partner and you are relying completely on that partner.” STAMH’s owner predicted several years ago that the next step in warehouse development would lie in the refinement of picking automation as a way to meet growing demand and to boost a DC’s capacity to prepare new orders.

He recognises that full automation can be an expensive solution. “In this context, scalable automated modules may be the answer to the growing demand,” he points out. “The engineering solutions of modern warehouses offer space optimisation and picking automation at a speed step by step and hand in hand with the growth of your business.”

STAMH’s engineering team already knows that the modularity of these solutions offer businesses the possibility to make scalable investments, according their optimisation needs. “A lot of companies are opting for partial automaton. They proceed to a full solution only when they actually see the results,” he says. Successful automated e-commerce solutions need to offer space
optimisation, productivity and 100 % picking accuracy, he argues. “They are here to stay and can offer e-commerce business the possibility to break though the wall of growing demand.”

Mates in Mind Support Employee Mental Health

Palletways, an Imperial Group company and one of Europe’s largest and fastest-growing express palletised freight networks, has partnered with Mates in Mind, a UK charity that helps organisations improve their workforces’ mental health.

Mates in Mind was established in 2017 to address mental ill health in the construction sector and more recently, has partnered with an increasing number of logistic and transport companies. They specialise in providing training and support for staff and employers to raise awareness, improve understanding and address the stigma that surrounds mental health.

Over the next month, Mates in Mind will run nationally accredited Mental Health First Aid training with participants from all Palletways’ sites across the UK. The two organisations have also carried out an all-staff mental health survey and are in the process of implementing a three-year wellbeing strategy to improve Palletways’ mental health provision and better support all employees.

Rob Gittins, Palletways’ UK managing director, said: “This year has been incredibly challenging for everyone, and we recognise the impact it has had on our employees’. The mental health and wellbeing of our employees is of paramount importance and that is why we are committed to investing in our staff. Our new partnership with Mates in Mind is an important step in providing extra support and training to our employees. We want to create a cultural shift where mental health is viewed on a par with physical health in our business.”

Martin Lockham, growth development manager at Mates in Mind, added, “We are delighted to welcome Palletways as a supporter of our charity at Mates in Mind. Three in five employees experience mental health issues because of work and this needs to change. As we all navigate the pandemic and the changes it has brought, and continues to bring to our lives, it has never been more important to raise awareness, improve understanding of and support our workforces by develop a culture of openness on this subject. By working with us to develop their own mental health programme, Palletways has shown the kind of progressive leadership that acknowledges that employee mental wellbeing should be at the forefront of organisational health and the future of the wider transport and logistics sector.”

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