Stow Robotics acquires iFollow

Stow Robotics, stow Group’s warehouse automation business unit, has acquired a majority stake in iFollow SAS, a collaborative autonomous mobile robot company.

Reinforcing stow’s commitment to warehouse automation, stow Robotics was launched in September 2021, regrouping all existing automated solutions for pallets and totes and related services and teams. Through this newly created and dedicated business unit, stow is building a platform of scalable and innovative automated solutions and continues to invest in ground-breaking technologies such as iFollow’s robot and software offering.

iFollow, founded in March 2017, is a Paris-based robotics company developing and commercialising market-leading autonomous mobile robots and a proprietary software suite. Its present fleet of cutting-edge AMRs and software are suited for a large range of use-cases, such as collaborative picking and in-and-outbound transport. iFollow is currently accelerating the commercialisation and deployment of its AMRs, having already deployed its technology in a wide variety of applications across different industries and building on a promising pipeline.

The acquisition of iFollow is backed by funds managed by Blackstone, stow Group’s majority shareholder. The partnership with iFollow’s management, who remain on board, strengthens and builds on stow Robotics’ clear strategy and leading position in the global warehouse automation market.

Jos De Vuyst, CEO of stow Group, said: “We are thrilled to welcome iFollow to stow Robotics and have been impressed by the entire iFollow team. This is another important milestone for stow Robotics, adding a company that fits perfectly within our portfolio of scalable automation solutions. We truly believe this partnership will unlock significant synergies with our Atlas 2D pallet solution, as well as meaningfully accelerate iFollow’s growth through our commercial network. iFollow shares in our vision for the future and provides the perfect platform for further AMR-based solutions.”

Vincent Jacquemart, co-founder and CEO of iFollow, said: “We are delighted to join forces with stow Robotics, a leader in warehouse automation. We firmly believe this is the right partnership to start iFollow’s next phase of long-term growth, with a reliable, global partner. In addition to its commercial traction, technology-driven approach, and its advanced industrial base, we share with stow the same conviction on the importance of technology in warehouse automation and the future of intralogistics. It’s a very exciting moment for our team, which is looking forward to shaping the industry even further.”

 

Toyota expands reach truck range

Toyota Material Handling has announced two further additions to the BT Reflex reach truck range. Following the recent updates to the R, E and O-series of BT Reflex machines, the narrow chassis N-series – an ideal truck for confined spaces – has been further improved, while cold-store versions of the R, E and N-series are also now offered.

The BT Reflex N-series is a compact truck designed for use at sites where space is restricted, loads are block stacked or drive-in racking is a feature.

The upgraded N-series comes in two capacities – 1.4 and 1.6 tonnes – while the lift height has been increased to 10 metres. Meanwhile, the new cold store BT Reflex models can lift to a height of 13 metres and are available in five capacities – 1.4, 1.6, 1.8, 2.0 and 2.5 tonnes.

Designed to deliver optimum performance in temperatures as low as -30°C, the standard cold store version has an open cab, however, an isolated heated cabin option is also available.

Both the new narrow N-series and the cold store trucks benefit from a simple-to-use colour touchscreen display and are ergonomically designed with all controls within easy reach for maximum operator comfort.

Featuring lithium-ion battery technology, the new N-Series and cold store trucks are equipped with Toyota’s I_Site fleet management system.

Gary Ison, Sales Training and Product Development Manager, Toyota Material Handling UK, commented: “The latest additions to our class-leading reach truck range bring further benefits to more customer applications. The new BT Reflex machines guarantee a very intuitive and interactive driving experience and deliver highly intelligent energy-saving solutions.”

 

 

Toyota expands reach truck range

Toyota Material Handling has announced two further additions to the BT Reflex reach truck range. Following the recent updates to the R, E and O-series of BT Reflex machines, the narrow chassis N-series – an ideal truck for confined spaces – has been further improved, while cold-store versions of the R, E and N-series are also now offered.

The BT Reflex N-series is a compact truck designed for use at sites where space is restricted, loads are block stacked or drive-in racking is a feature.

The upgraded N-series comes in two capacities – 1.4 and 1.6 tonnes – while the lift height has been increased to 10 metres. Meanwhile, the new cold store BT Reflex models can lift to a height of 13 metres and are available in five capacities – 1.4, 1.6, 1.8, 2.0 and 2.5 tonnes.

Designed to deliver optimum performance in temperatures as low as -30°C, the standard cold store version has an open cab, however, an isolated heated cabin option is also available.

Both the new narrow N-series and the cold store trucks benefit from a simple-to-use colour touchscreen display and are ergonomically designed with all controls within easy reach for maximum operator comfort.

Featuring lithium-ion battery technology, the new N-Series and cold store trucks are equipped with Toyota’s I_Site fleet management system.

Gary Ison, Sales Training and Product Development Manager, Toyota Material Handling UK, commented: “The latest additions to our class-leading reach truck range bring further benefits to more customer applications. The new BT Reflex machines guarantee a very intuitive and interactive driving experience and deliver highly intelligent energy-saving solutions.”

 

 

Delta presents comprehensive packaging automation

Delta, a world-class provider of industrial automation solutions, will be presenting a full range of automation products for the packaging industry at this year’s Hispack in Barcelona. Echoing the need for the packing industry, Delta presents the new AX-308E CODESYS-based motion controller, the ASDA-B3 series servo system, 6-axis articulated robots and SCARA robots, to highlight its comprehensive portfolio of automation products from devices, software, to monitoring solutions.

“For packaging manufacturers, fully automated control production has become the motivation and developing trend in the continuous growth of the packaging industry,” said Ernesto Miguel Reyes, Sales Head Iberia for Delta’s Industrial Automation Business Group. “We provide a total solution that offers the precise positioning, high-speed monitoring, and system stability that is required for the improvement in productivity in the packaging industry.”

SCARA Robot and Articulated 6-axis Robot

Delta’s industrial robots combine with peripheral devices to build quick, flexible, and highly precise automated production lines. The DRS series SCARA robots (pictured) offer high accuracy, linearity, and verticality with sensor-less compliance control, multiple teaching methods, and intuitive guidance. Many of the capabilities of the DRS series such as loading and unloading, pick-and-place, and packaging will be relevant to Hispack attendees.

Automatic process path planning for conveyor tracking processes, for instance, enables glue dispensing, deburring, and coating. Both standalone and workstation applications are possible to enable flexible modularised production lines.

Delta’s articulated robot DRV series has two different working ranges to fulfil a wide range of requirements and feature a hollow wrist design for enhanced cable reliability. Handling loads of up to 7kg, Delta DRV robot arms can be mounted to a ceiling, tabletop, or wall. Their compact design facilitates easy installation and rapid commissioning on the production line. DRA Studio (Delta Robot Automation Studio) robotic integration software makes project management convenient while providing instant feedback remote management and an intuitive coding environment.

AX series Motion Controllers

The AX motion controllers includes models suited for both motion and logic control applications and provide multiple communication ports. The multi-axis AX-308E can control up to eight EtherCAT servo drives, and supports a broad range of industrial communication protocols including EtherCAT. AX-3 series Motion CPUs can control a diverse range of automated equipment used in woodworking, printing, labelling, textiles, pharmaceuticals, and of course packaging. The AX-8 series motion controllers also use the CODESYS platform for easy programming of complex motion control routines.

ASDA-B3 series Servo System

The ASDA-B3 series servo systems offer user-friendly operation with precise motion control, safe torque off (STO), and responsiveness of up to 3.1kHz. It also features a 24-bit encoder to achieve positioning precision with a resolution of 46,603 pulses in a single degree. The ASDASoft GUI reduces commissioning time and makes troubleshooting faster. ASDA-B3 series servo drives are compatible ASDA-A2 series and ASDA-A3 series motors in addition to the latest-generation ECM-B3 series motors. The latter offer improved power density, stability, and stiffness while reducing and increasing torque and maximum speed in a footprint that takes up 40% less space.

Delta welcomes visitors seeking for a total packaging solutions with state-of-the art automation to visit booth D237 in Gran Via Venue, Barcelona, from 24 to 27 May.

 

 

Delta presents comprehensive packaging automation

Delta, a world-class provider of industrial automation solutions, will be presenting a full range of automation products for the packaging industry at this year’s Hispack in Barcelona. Echoing the need for the packing industry, Delta presents the new AX-308E CODESYS-based motion controller, the ASDA-B3 series servo system, 6-axis articulated robots and SCARA robots, to highlight its comprehensive portfolio of automation products from devices, software, to monitoring solutions.

“For packaging manufacturers, fully automated control production has become the motivation and developing trend in the continuous growth of the packaging industry,” said Ernesto Miguel Reyes, Sales Head Iberia for Delta’s Industrial Automation Business Group. “We provide a total solution that offers the precise positioning, high-speed monitoring, and system stability that is required for the improvement in productivity in the packaging industry.”

SCARA Robot and Articulated 6-axis Robot

Delta’s industrial robots combine with peripheral devices to build quick, flexible, and highly precise automated production lines. The DRS series SCARA robots (pictured) offer high accuracy, linearity, and verticality with sensor-less compliance control, multiple teaching methods, and intuitive guidance. Many of the capabilities of the DRS series such as loading and unloading, pick-and-place, and packaging will be relevant to Hispack attendees.

Automatic process path planning for conveyor tracking processes, for instance, enables glue dispensing, deburring, and coating. Both standalone and workstation applications are possible to enable flexible modularised production lines.

Delta’s articulated robot DRV series has two different working ranges to fulfil a wide range of requirements and feature a hollow wrist design for enhanced cable reliability. Handling loads of up to 7kg, Delta DRV robot arms can be mounted to a ceiling, tabletop, or wall. Their compact design facilitates easy installation and rapid commissioning on the production line. DRA Studio (Delta Robot Automation Studio) robotic integration software makes project management convenient while providing instant feedback remote management and an intuitive coding environment.

AX series Motion Controllers

The AX motion controllers includes models suited for both motion and logic control applications and provide multiple communication ports. The multi-axis AX-308E can control up to eight EtherCAT servo drives, and supports a broad range of industrial communication protocols including EtherCAT. AX-3 series Motion CPUs can control a diverse range of automated equipment used in woodworking, printing, labelling, textiles, pharmaceuticals, and of course packaging. The AX-8 series motion controllers also use the CODESYS platform for easy programming of complex motion control routines.

ASDA-B3 series Servo System

The ASDA-B3 series servo systems offer user-friendly operation with precise motion control, safe torque off (STO), and responsiveness of up to 3.1kHz. It also features a 24-bit encoder to achieve positioning precision with a resolution of 46,603 pulses in a single degree. The ASDASoft GUI reduces commissioning time and makes troubleshooting faster. ASDA-B3 series servo drives are compatible ASDA-A2 series and ASDA-A3 series motors in addition to the latest-generation ECM-B3 series motors. The latter offer improved power density, stability, and stiffness while reducing and increasing torque and maximum speed in a footprint that takes up 40% less space.

Delta welcomes visitors seeking for a total packaging solutions with state-of-the art automation to visit booth D237 in Gran Via Venue, Barcelona, from 24 to 27 May.

 

 

Has globalisation had its day?

David Bruce, senior business development manager at Elanders UK, explores supply chain agility and delivering the customer promise and outlines how the changing landscape is forcing many companies to see their supply chain in a new light.

Supply chains that rely on international sourcing of raw materials are always going to be susceptible to global politics, economics, climate change and cultural shifts. Globalisation was initially, primarily driven by the need for cost saving, with organisations looking for lower labour and operating costs in different regions.  Whole mega infrastructure investments have been made in these lower-cost countries over the years to support the global export of products and our worlds as consumers have become very interconnected and reliant on this solution. However, recent global events have placed significant pressure on these extended supply chains and we are beginning to see a change in focus and attention on the globalisation strategy.

Traditionally, many supply chains were cost focused, the flow of goods was overall predictable and many managerial strategies were about becoming leaner. Then, along came several significant events – the COVID 19 pandemic, blockage of the Suez Canal, Brexit and, most recently, the war in Ukraine, all of which have had a huge impact on both our lives and, in this context, the role and significance of a global supply chain strategy.

As a result, organisations have had to change and adapt and this includes, for some, the role and solution of their supply chains. There has been a shift in some sectors and verticals, towards an emphasis on value, pivoting the strategy and operational solutions towards a more regionalised supply chain solution. There also has been a significant shift and acceleration towards the customer experience – what does the consumer now value and how does the operational solution now need to change to reflect this?

Blockages, delays, shortages of labour, have made the need for far greater supply chain resilience – effective supply chain communication and data sharing to aid better planning and operational sustainability. Creating the ‘supply chain line of sight’ perspective between all parties, is now a fundamental necessity to maintain service, financial management and longer-term business value.

However, this is not just about business agility, it is also about supply chain solution agility. The solutions, business relationships, number of partners that organisations used pre-COVID to deliver their customer promise, is changing and quickly. The increase in importance today of partnerships, collaboration and longer-term relationships that all underpin the use of niche players and partners, is gaining significant momentum. Has the era of single partners, standard solutions and structured contractual relationships now changed into multiple partners all collaborating in a shared environment and eco-system physical operational solution?

Technology and investment will be a pre-requisite of a supply chain strategy and solution in the future. There are multiple examples in the public domain of the digitalisation of the supply chain to aid the customer promise, whilst also helping to deliver greater supply chain resilience and risk management from any new global effect. However, what I see far less of is the training and investment in people to understand these new technologies and how to see them as complementary to a role (as opposed to a replacement of a role). We are all having to adapt and learn new skills and processes, something the good supply chain businesses have already adopted and changed in their business strategies.

The global economy is changing and supply chain managers are constantly having to adopt new solutions to deliver a customer promise and service level. Have we now seen the peak in globalisation? Have the recent global events made organisations think differently or even forced them to act differently? For some products or sub-sectors, probably the answer is, yes.

For example, there is a need to run sustainable supply chains, focusing more now on carbon cost as well as financial cost and the risk associated with labour shortages (which solving is not a quick fix solution), as well as developing a legacy and a workforce of the future.

Many organisations are assessing what now constitutes a low-cost country for sourcing, plus the constant pressure on warehouse space and logistics infrastructure.

With all these factors, are we now in a period of greater regionalisation and reduced length supply chains for some products – again, I believe the answer is, yes!

Supply chain organisations historically have changed and adapted over the years as new technologies and products come to the market. However, I believe we are now in a period where that need to adapt and constantly update your offer and engagement with the customer is significantly accelerated. The speed and velocity of the change, today, means supply chains and their managers must act to learn and evolve in live situations far more, rather than assess, evaluate and trial a new solution as typically happened in the past. New skills, new technologies, new partnerships, new data and new roles, this is a live, change management process in operation.

So, with all this change and uncertainty that exists today, where does that leave the globalisation strategy and supply chain solutions for tomorrow?  What I think we will see is a shift to a decision to reduce the length of supply chains to provide greater certainty and predictability for a customer promise – one size does not now fit all situations:

  • More regionalisation in sourcing, less globalisation in movement.
  • More partnerships and collaboration with less standardisation of solutions and reliance on a few partners.
  • More focus on people investment and redevelopment of skills to mitigate the labour shortfall.

The customer service outcome will be the priority of the supply chain operation – cost will still be there but will not be as important. Consumers are far more value-focused in what they want and how they buy – and aligning the supply chain solution and strategy to this – together with the external challenges that the world has been through in recent years will be the route to the longer-term supply chain sustainable success.

Globalisation is very much in the spotlight and in transition. Businesses need to continuously monitor where value is moving in their industry and adapt, or accelerate the adaptation, accordingly.

Has globalisation had its day?

David Bruce, senior business development manager at Elanders UK, explores supply chain agility and delivering the customer promise and outlines how the changing landscape is forcing many companies to see their supply chain in a new light.

Supply chains that rely on international sourcing of raw materials are always going to be susceptible to global politics, economics, climate change and cultural shifts. Globalisation was initially, primarily driven by the need for cost saving, with organisations looking for lower labour and operating costs in different regions.  Whole mega infrastructure investments have been made in these lower-cost countries over the years to support the global export of products and our worlds as consumers have become very interconnected and reliant on this solution. However, recent global events have placed significant pressure on these extended supply chains and we are beginning to see a change in focus and attention on the globalisation strategy.

Traditionally, many supply chains were cost focused, the flow of goods was overall predictable and many managerial strategies were about becoming leaner. Then, along came several significant events – the COVID 19 pandemic, blockage of the Suez Canal, Brexit and, most recently, the war in Ukraine, all of which have had a huge impact on both our lives and, in this context, the role and significance of a global supply chain strategy.

As a result, organisations have had to change and adapt and this includes, for some, the role and solution of their supply chains. There has been a shift in some sectors and verticals, towards an emphasis on value, pivoting the strategy and operational solutions towards a more regionalised supply chain solution. There also has been a significant shift and acceleration towards the customer experience – what does the consumer now value and how does the operational solution now need to change to reflect this?

Blockages, delays, shortages of labour, have made the need for far greater supply chain resilience – effective supply chain communication and data sharing to aid better planning and operational sustainability. Creating the ‘supply chain line of sight’ perspective between all parties, is now a fundamental necessity to maintain service, financial management and longer-term business value.

However, this is not just about business agility, it is also about supply chain solution agility. The solutions, business relationships, number of partners that organisations used pre-COVID to deliver their customer promise, is changing and quickly. The increase in importance today of partnerships, collaboration and longer-term relationships that all underpin the use of niche players and partners, is gaining significant momentum. Has the era of single partners, standard solutions and structured contractual relationships now changed into multiple partners all collaborating in a shared environment and eco-system physical operational solution?

Technology and investment will be a pre-requisite of a supply chain strategy and solution in the future. There are multiple examples in the public domain of the digitalisation of the supply chain to aid the customer promise, whilst also helping to deliver greater supply chain resilience and risk management from any new global effect. However, what I see far less of is the training and investment in people to understand these new technologies and how to see them as complementary to a role (as opposed to a replacement of a role). We are all having to adapt and learn new skills and processes, something the good supply chain businesses have already adopted and changed in their business strategies.

The global economy is changing and supply chain managers are constantly having to adopt new solutions to deliver a customer promise and service level. Have we now seen the peak in globalisation? Have the recent global events made organisations think differently or even forced them to act differently? For some products or sub-sectors, probably the answer is, yes.

For example, there is a need to run sustainable supply chains, focusing more now on carbon cost as well as financial cost and the risk associated with labour shortages (which solving is not a quick fix solution), as well as developing a legacy and a workforce of the future.

Many organisations are assessing what now constitutes a low-cost country for sourcing, plus the constant pressure on warehouse space and logistics infrastructure.

With all these factors, are we now in a period of greater regionalisation and reduced length supply chains for some products – again, I believe the answer is, yes!

Supply chain organisations historically have changed and adapted over the years as new technologies and products come to the market. However, I believe we are now in a period where that need to adapt and constantly update your offer and engagement with the customer is significantly accelerated. The speed and velocity of the change, today, means supply chains and their managers must act to learn and evolve in live situations far more, rather than assess, evaluate and trial a new solution as typically happened in the past. New skills, new technologies, new partnerships, new data and new roles, this is a live, change management process in operation.

So, with all this change and uncertainty that exists today, where does that leave the globalisation strategy and supply chain solutions for tomorrow?  What I think we will see is a shift to a decision to reduce the length of supply chains to provide greater certainty and predictability for a customer promise – one size does not now fit all situations:

  • More regionalisation in sourcing, less globalisation in movement.
  • More partnerships and collaboration with less standardisation of solutions and reliance on a few partners.
  • More focus on people investment and redevelopment of skills to mitigate the labour shortfall.

The customer service outcome will be the priority of the supply chain operation – cost will still be there but will not be as important. Consumers are far more value-focused in what they want and how they buy – and aligning the supply chain solution and strategy to this – together with the external challenges that the world has been through in recent years will be the route to the longer-term supply chain sustainable success.

Globalisation is very much in the spotlight and in transition. Businesses need to continuously monitor where value is moving in their industry and adapt, or accelerate the adaptation, accordingly.

BLG and Hyundai Glovis form joint venture

A joint venture between BLG and Hyundai Glovis – BLG Glovis BHV GmbH – has started operations at the AutoTerminal Bremerhaven. During a meeting on site, high-ranking representatives of the shipping line and BLG officially opened the joint office in the Kaiserhafen port.

Over the coming years, Hyundai GLOVIS will develop the BLG AutoTerminal Bremerhaven into a European hub for its automobile transports between Asia and Europe. The core of the joint venture is formed by two dedicated berths and a pre-parking area for vehicles. These facilities shorten the transport routes for Hyundai and KIA vehicles as well as for models from other manufacturers which the shipping line also transports. However, the AutoTerminal Bremerhaven remains a universal port open to all shipping companies.

“We’re delighted that we can pool volumes and secure them for our location in a difficult market environment. This is a major milestone for our business,” said Andrea Eck, Head of the Automobile division of BLG Logistics, during the meeting on May 19, 2022.

Taewoo Kim, Vice President/Head of Ocean Division in Hyundai Glovisadded: “Now we aim to further develop our joint business. That’s why our next step is looking at options for High & Heavy cargo handling.”

The joint venture is run by two Managing Directors, one in Korea and one in Bremerhaven. Hans Brähler is responsible at BLG, Donghwan Suh at Hyundai Glovis. The new company also draws on additional expertise from the Controlling department. As before, the AutoTerminal staff are responsible for cargo handling.

Hyundai Glovis is one of the world’s largest ro-ro shipping lines. After successful cooperation ventures in the Container division with Maersk Line (Eurogate NTB North Sea Terminal Bremerhaven) and MSC (Eurogate MSC Gate Bremerhaven), BLG Glovis BHV GmbH is the first joint venture in automobile handling at a BLG seaport in Germany.

PICTURED (from left): Donghwan Suh, Managing Director BLG GLOVIS BHV GmbH, Taewoo Kim, Vice President/Head of Ocean Division Hyundai GLOVIS, Andrea Eck, Member of the Board of Management for the AUTOMOBILE Division of BLG LOGISTICS, Hans Brähler, Managing Director BLG GLOVIS BHV GmbH, and Michael Bosch, Managing Director BLG AutoTerminal Bremerhaven

BLG and Hyundai Glovis form joint venture

A joint venture between BLG and Hyundai Glovis – BLG Glovis BHV GmbH – has started operations at the AutoTerminal Bremerhaven. During a meeting on site, high-ranking representatives of the shipping line and BLG officially opened the joint office in the Kaiserhafen port.

Over the coming years, Hyundai GLOVIS will develop the BLG AutoTerminal Bremerhaven into a European hub for its automobile transports between Asia and Europe. The core of the joint venture is formed by two dedicated berths and a pre-parking area for vehicles. These facilities shorten the transport routes for Hyundai and KIA vehicles as well as for models from other manufacturers which the shipping line also transports. However, the AutoTerminal Bremerhaven remains a universal port open to all shipping companies.

“We’re delighted that we can pool volumes and secure them for our location in a difficult market environment. This is a major milestone for our business,” said Andrea Eck, Head of the Automobile division of BLG Logistics, during the meeting on May 19, 2022.

Taewoo Kim, Vice President/Head of Ocean Division in Hyundai Glovisadded: “Now we aim to further develop our joint business. That’s why our next step is looking at options for High & Heavy cargo handling.”

The joint venture is run by two Managing Directors, one in Korea and one in Bremerhaven. Hans Brähler is responsible at BLG, Donghwan Suh at Hyundai Glovis. The new company also draws on additional expertise from the Controlling department. As before, the AutoTerminal staff are responsible for cargo handling.

Hyundai Glovis is one of the world’s largest ro-ro shipping lines. After successful cooperation ventures in the Container division with Maersk Line (Eurogate NTB North Sea Terminal Bremerhaven) and MSC (Eurogate MSC Gate Bremerhaven), BLG Glovis BHV GmbH is the first joint venture in automobile handling at a BLG seaport in Germany.

PICTURED (from left): Donghwan Suh, Managing Director BLG GLOVIS BHV GmbH, Taewoo Kim, Vice President/Head of Ocean Division Hyundai GLOVIS, Andrea Eck, Member of the Board of Management for the AUTOMOBILE Division of BLG LOGISTICS, Hans Brähler, Managing Director BLG GLOVIS BHV GmbH, and Michael Bosch, Managing Director BLG AutoTerminal Bremerhaven

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