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Day: 6 July 2022

‘Business as usual’ is no longer an option

Posted on by Keith McKinley

As the environmental impact of supply chain activities is more widely understood, now is the time for supply chain professionals to prioritise sustainability in their logistics plans in order to be both successful and make a positive global impact, says IMHX 2022 Event Director, Rob Fisher

Glasgow’s COP26 in November 2021 shone a light on the impact that freight and logistics have on the. planet and the general consensus among industry leaders is that the ‘business as usual’ approach is simply no longer an option if a sustainable future is going to be achieved.

And, as socially aware brands with an authentic commitment to minimising negative environmental impact continue to sway consumers, it comes as no surprise that sustainability has emerged as a new frontier.  Quite simply it is an issue that is impacting  the long-term viability of every business, which means that today’s supply chain professionals must understand how to effectively build sustainability into their logistics plans for future success.

As the official theme of IMHX 2022, sustainability has been woven into every element of this year’s event experience, enabling logisticians to put a laser focus on effectively tackling sustainability. A ground-breaking Sustainability Zone will be one of the major highlights, which combines physical displays, augmented reality, and virtual reality demonstrations to give visitors a ‘deep dive’ into readily-available technologies that companies operating in the supply chain space can implement to make sure they perform as sustainably as possible.

Prominently located within the main IMHX exhibition hall, the Sustainability Zone, which is being delivered in partnership with SEC Storage, will be set across 300 square metres and will allow visitors to take away everything they need to develop an effective sustainability policy or benchmark their existing strategy against examples from some of the most successful companies in the industry.

Of course, with global energy prices soaring, the commercial incentive for operating in an environmentally conscious way has never been greater. With many of the world’s leading MHE manufacturers highlighting the latest developments in power sources and fuel cell technology, IMHX 2022 will be the perfect opportunity to see the latest carbon-reducing offerings from many of the world’s leading forklift bra

For example, as part Combilift’s drive to help customers achieve their aims of more sustainable operations, over 60% of the company’s output is now electric. Recent models such as the Combi-XLE and now the Combi-FSE focus on heavier duty application for industry sectors such as timber, steel, tubes & pipes and builders merchants.  Thanks to Combilift’s immense engineering and design experience, the Combi-FSE delivers on all aspects of reliability, durability, powerful performance and ease of maintenance, combined of course with the quiet and emission free electric operation that more and more customers are demanding.

And, one of the IMHX 2022 Sustainability Zone’s sponsors is Intelligent Energy – a leading fuel cell development and manufacturing business. With over 30 years’ experience in the production of zero-emission fuel cells that generate clean, quiet, efficient, zero-emission power for a wide range of applications, including material handling equipment. Intelligent Energy will be showcasing a plug-and-play hydrogen battery replacement system that takes just a couple of minutes to recharge, which makes it a great power source for large forklift fleets operating within busy distribution and manufacturing centres.

Because today’s retailers and manufacturers want to be able to demonstrate a genuine commitment to sustainable goals they expect their logistics services providers or online fulfilment partners to be in a position to do the same, so for logistics professionals seeking sustainable supply chain solutions that will create stronger, more ecologically considerate operations, a day or two at IMHX 2022 is essential.

IMHX 2022 takes place from 6 – 8 September at the NEC, Birmingham.

Rising fuel prices accelerate switch to EVs

Posted on by Keith McKinley

Half (50%) of UK businesses reliant on fleets to operate have accelerated their transition to electric vehicles (EVs) as spikes in fuel prices continue to hammer diesel-powered vehicle users, according to new research from Samsara, the pioneer of the Connected Operations Cloud.

The research, which sought the views of 1,500 operational leaders including 200 in the UK, also reveals 84% of those in the UK’s industrial, manufacturing, and logistics industries see increasing the sustainability of their operations as a “high” or “critical” priority — and 61% will up their investment in sustainability measures in 2022.

The full study, presented in a new 2022 State of Connected Operation Report, reveals an eagerness among UK leaders to make a measurable impact on decarbonisation. Around four in 10 (38%) have already implemented a formal sustainability programme, with a further 59% planning to do this in 2022 to curb emissions.

The figures for the UK echo industry-wide moves across the globe to embrace a shift towards sustainability within industrial, manufacturing, retail, and service supply chains. Key priorities for sustainability programmes over the next five years include:

  • 81% plan to hire leadership personnel to drive forward sustainability initiatives
  • 86% plan to invest more in technology to support more sustainable operations
  • 89% will develop KPIs and quantitative performance targets for sustainability initiatives
  • 87% intend to market their sustainability efforts to customers

“These findings are unequivocal. The logistics and road haulage industry is committed to embracing environmental sustainability, which has been brought into sharp focus with skyrocketing fuel prices and customer pressures. We’re seeing a strong appetite to move to mixed fuel, combining compressed natural gas (CNG) and electric or complete EV adoption,” said Philip van der Wilt, VP & General Manager, Samsara, EMEA.

“Business leaders are turning words into action, putting investment in EVs and environmental sustainability as priorities for 2022. Organisations are setting concrete goals and investing in technology to deliver more sustainable operations,” added Philip van der Wilt.

To find out more, CLICK HERE to read the State of Connected Operations Report.

Inside the transformation of Yale

Posted on by David Priestman

The launch of the Yale Series N is just one element of an exciting transformation within Yale Europe Materials Handling. Behind the scenes, the company is evolving the way it does business across the board in a bid to meet changing customer needs. 2022 will be the first time Yale reveals this transformation to the world, but the foundations have been laid in recent months and years. With wide-ranging changes and new ways of selling, engineering and building Yale products, Robert O’Donoghue, Vice President Marketing and Solutions, EMEA at Yale sat down to delve deeper into what has been going on behind-the-scenes as Yale embraces the future.

Q: A lot of the conversation around the new Series N range was about a wider business transformation of Yale: what sparked this?

Robert O’Donoghue (RO’D): The way our customers are buying materials handling equipment has changed dramatically over the past five years. Businesses want to work with a partner that understands their business and delivers the right solutions for their applications. We need to ensure Yale is their first port of call and that we can add more value earlier in the decision-making process.

The transformation is wide ranging – including how we have designed and built our new Series N range, but the changes don’t stop there. Some will be noticeable, whereas others have been a seamless transition. It’s an incredibly exciting period in our history.

Ultimately, we want our business to be focused on the success of our customers. This is why the Series N is designed to offer a new level of excellence in lift truck solutions. By moving away from defined categories of basic, standard and premium lift trucks, the Series N offers a new customer experience that enables them to define their own truck specification.

Q: How is Yale rising to meet the changes in customer buying habits?

RO’D: Our research has shown that customers are self-educating earlier in the buying process than ever before, so it’s important that Yale is there at the start of this journey to guide them to the solution they need.

We discovered that 68% of primary research by our customers is happening online. For this reason, we launched a brand-new website in 2021.

Having digested the wealth of information out there, as many as 57% of buyers have already completed the decision process of what they think they want in a materials handling solution before they engage with a salesperson – so our website is designed to be informative and inspiring, with a focus on industries and solutions.

Q: With so many customers self-educating online before they speak to a salesperson, has that changed your approach to sales?

RO’D: Yale needs to be involved in conversations as early as possible; after all, people want to buy from people. We have developed the HYImpact sales process that engages high up within a customer’s organisation early in that buying journey.

Today’s best practice is to fully understand the customer’s industries, their applications, needs and wants, and recognise how we might help the customer in ways that only Yale can. We’ve found what matters most to our customers is access to information: that’s knowledgeable salespeople and advice on suitability for their intended application. We’re transforming the availability and quality of what we provide so our sales team become trusted advisors.

We’re really rising to this challenge and embracing our new sales approach. Our dealers are also critical to our success and ensuring that we grow within the market, as is having the best partners with the best tools to deliver on that service.

Q: One area of significant change you mentioned is how you design and build Yale products; how does the Series N factor into this?

RO’D: The Series N marks a completely different way of providing products to our customers. The entire range is based on a single platform, enabling our customers to build a truck to meet their specific applications. They no longer have to settle for superfluous features and functionalities; they can define exactly what they need from a lift truck. With the Series N, customers can reject the status quo and set their own standard.

The most respect we can give our customers is to understand their needs in a deep way and have a platform that is both modular and scalable to configure the optimal solution.

Q: How else has the company pivoted to this new ethos?

RO’D: Changes to our Craigavon manufacturing facility have enabled us to create a more agile production line, providing better lead times for our customers.

Simplifying and streamlining our operations has improved on cost-efficiency, scalability and quality; we can now make any mix of product on the assembly lines, meaning we can react to customer needs rather than anticipating them. This helps us to supply products quicker to our customers and get our products integrated into their operations.

Quality still remains a top priority, and our new processes incorporate automation to ensure consistency across multiple products.

This is an incredibly exciting era for Yale, and we can’t wait to hear from our customers and dealers about their Series N experiences. There is a lot more to come, so keep an eye out for more news from us! Our success relies on the success of our customers; our investments in our facilities, digital solutions and new products are all driven to support them in reaching new levels of efficiency and productivity.

Inside the transformation of Yale

Posted on by David Priestman

The launch of the Yale Series N is just one element of an exciting transformation within Yale Europe Materials Handling. Behind the scenes, the company is evolving the way it does business across the board in a bid to meet changing customer needs. 2022 will be the first time Yale reveals this transformation to the world, but the foundations have been laid in recent months and years. With wide-ranging changes and new ways of selling, engineering and building Yale products, Robert O’Donoghue, Vice President Marketing and Solutions, EMEA at Yale sat down to delve deeper into what has been going on behind-the-scenes as Yale embraces the future.

Q: A lot of the conversation around the new Series N range was about a wider business transformation of Yale: what sparked this?

Robert O’Donoghue (RO’D): The way our customers are buying materials handling equipment has changed dramatically over the past five years. Businesses want to work with a partner that understands their business and delivers the right solutions for their applications. We need to ensure Yale is their first port of call and that we can add more value earlier in the decision-making process.

The transformation is wide ranging – including how we have designed and built our new Series N range, but the changes don’t stop there. Some will be noticeable, whereas others have been a seamless transition. It’s an incredibly exciting period in our history.

Ultimately, we want our business to be focused on the success of our customers. This is why the Series N is designed to offer a new level of excellence in lift truck solutions. By moving away from defined categories of basic, standard and premium lift trucks, the Series N offers a new customer experience that enables them to define their own truck specification.

Q: How is Yale rising to meet the changes in customer buying habits?

RO’D: Our research has shown that customers are self-educating earlier in the buying process than ever before, so it’s important that Yale is there at the start of this journey to guide them to the solution they need.

We discovered that 68% of primary research by our customers is happening online. For this reason, we launched a brand-new website in 2021.

Having digested the wealth of information out there, as many as 57% of buyers have already completed the decision process of what they think they want in a materials handling solution before they engage with a salesperson – so our website is designed to be informative and inspiring, with a focus on industries and solutions.

Q: With so many customers self-educating online before they speak to a salesperson, has that changed your approach to sales?

RO’D: Yale needs to be involved in conversations as early as possible; after all, people want to buy from people. We have developed the HYImpact sales process that engages high up within a customer’s organisation early in that buying journey.

Today’s best practice is to fully understand the customer’s industries, their applications, needs and wants, and recognise how we might help the customer in ways that only Yale can. We’ve found what matters most to our customers is access to information: that’s knowledgeable salespeople and advice on suitability for their intended application. We’re transforming the availability and quality of what we provide so our sales team become trusted advisors.

We’re really rising to this challenge and embracing our new sales approach. Our dealers are also critical to our success and ensuring that we grow within the market, as is having the best partners with the best tools to deliver on that service.

Q: One area of significant change you mentioned is how you design and build Yale products; how does the Series N factor into this?

RO’D: The Series N marks a completely different way of providing products to our customers. The entire range is based on a single platform, enabling our customers to build a truck to meet their specific applications. They no longer have to settle for superfluous features and functionalities; they can define exactly what they need from a lift truck. With the Series N, customers can reject the status quo and set their own standard.

The most respect we can give our customers is to understand their needs in a deep way and have a platform that is both modular and scalable to configure the optimal solution.

Q: How else has the company pivoted to this new ethos?

RO’D: Changes to our Craigavon manufacturing facility have enabled us to create a more agile production line, providing better lead times for our customers.

Simplifying and streamlining our operations has improved on cost-efficiency, scalability and quality; we can now make any mix of product on the assembly lines, meaning we can react to customer needs rather than anticipating them. This helps us to supply products quicker to our customers and get our products integrated into their operations.

Quality still remains a top priority, and our new processes incorporate automation to ensure consistency across multiple products.

This is an incredibly exciting era for Yale, and we can’t wait to hear from our customers and dealers about their Series N experiences. There is a lot more to come, so keep an eye out for more news from us! Our success relies on the success of our customers; our investments in our facilities, digital solutions and new products are all driven to support them in reaching new levels of efficiency and productivity.

Hödlmayr optimises internal vehicle logistics processes

Posted on by David Priestman

Hödlmayr International AG continues to make progress with its digitalisation strategy. This includes the end-to-end digitalisation of internal logistics processes for around 500,000 vehicles annually. For the areas of yard and workshop management, the Austrian vehicle logistics expert relies on the SYNCROTESS solution from the Aachen-based software company INFORM. The project will initially start at Hödlmayr’s four Austrian locations and will then be expanded to all other locations in Europe.

Starting with the company headquarters in Schwertberg, east of Linz, the cooperation of the vehicle logistics expert Hödlmayr with the internationally active software company INFORM from Aachen begins. There and at three other Austrian locations in Vienna, Wiener Neustadt and Graz, the new systems based on operations research and artificial intelligence will replace the previous in-house developments of the Austrian family-owned company. It is planned to connect all European locations with the new software over a period of four years.

Digital decision support in the yard and in the workshop

Hödlmayr specialises in the entire supply chain of vehicle logistics, from the takeover of vehicles from the factory or port of entry to delivery to the fleet owner, vehicle dealer or end customer by means of home delivery. With around 600 vehicle transporters and 20 block train systems, the company operates one of the largest transport fleets in Europe.

In 12 vehicle logistics centres, the company stores, maintains, checks, services and modifies new and used cars, commercial vehicles and agricultural machinery. The 1,590 employees handle over 1.7 million vehicles annually.

In the long term, the parking space and workshop processes of all logistics centres are to be planned, controlled and optimised with the help of a uniform, but regionally configurable IT solution. “It was important to us that we create a uniform, flexible IT solution for all compounds of the Hödlmayr Group. The standard solution from INFORM supports us in this. This allows us to react independently, flexibly and as quickly as possible to new process and customer requirements,” says Robert Horvath, CFO and Board Member of Hödlmayr International AG.

“Mathematical optimisation algorithms and artificial intelligence processes will recalculate by the second which tasks need to be carried out with which resources, where and in which order, so that the respective location operates optimally,” says Hartmut Haubrich, Director Vehicle Logistics at INFORM.

“In Hödlmayr’s case, the algorithms will in future take over, for example, the allocation of vehicle movements to employees, the selection of parking spaces and the sequence of orders to be processed in the workshops. This automatic scheduling will take place in a central control station on the basis of the rules defined for each location.

“In addition, media disruptions are avoided, as data from all relevant sources converge in the solution. This enables Hödlmayr to manage by exception, i.e., the dispatchers only intervene in special cases, but for their part have holistic transparency of the condition and status of each vehicle and order,” adds Haubrich.

Hödlmayr optimises internal vehicle logistics processes

Posted on by David Priestman

Hödlmayr International AG continues to make progress with its digitalisation strategy. This includes the end-to-end digitalisation of internal logistics processes for around 500,000 vehicles annually. For the areas of yard and workshop management, the Austrian vehicle logistics expert relies on the SYNCROTESS solution from the Aachen-based software company INFORM. The project will initially start at Hödlmayr’s four Austrian locations and will then be expanded to all other locations in Europe.

Starting with the company headquarters in Schwertberg, east of Linz, the cooperation of the vehicle logistics expert Hödlmayr with the internationally active software company INFORM from Aachen begins. There and at three other Austrian locations in Vienna, Wiener Neustadt and Graz, the new systems based on operations research and artificial intelligence will replace the previous in-house developments of the Austrian family-owned company. It is planned to connect all European locations with the new software over a period of four years.

Digital decision support in the yard and in the workshop

Hödlmayr specialises in the entire supply chain of vehicle logistics, from the takeover of vehicles from the factory or port of entry to delivery to the fleet owner, vehicle dealer or end customer by means of home delivery. With around 600 vehicle transporters and 20 block train systems, the company operates one of the largest transport fleets in Europe.

In 12 vehicle logistics centres, the company stores, maintains, checks, services and modifies new and used cars, commercial vehicles and agricultural machinery. The 1,590 employees handle over 1.7 million vehicles annually.

In the long term, the parking space and workshop processes of all logistics centres are to be planned, controlled and optimised with the help of a uniform, but regionally configurable IT solution. “It was important to us that we create a uniform, flexible IT solution for all compounds of the Hödlmayr Group. The standard solution from INFORM supports us in this. This allows us to react independently, flexibly and as quickly as possible to new process and customer requirements,” says Robert Horvath, CFO and Board Member of Hödlmayr International AG.

“Mathematical optimisation algorithms and artificial intelligence processes will recalculate by the second which tasks need to be carried out with which resources, where and in which order, so that the respective location operates optimally,” says Hartmut Haubrich, Director Vehicle Logistics at INFORM.

“In Hödlmayr’s case, the algorithms will in future take over, for example, the allocation of vehicle movements to employees, the selection of parking spaces and the sequence of orders to be processed in the workshops. This automatic scheduling will take place in a central control station on the basis of the rules defined for each location.

“In addition, media disruptions are avoided, as data from all relevant sources converge in the solution. This enables Hödlmayr to manage by exception, i.e., the dispatchers only intervene in special cases, but for their part have holistic transparency of the condition and status of each vehicle and order,” adds Haubrich.

Transaid puts the focus on public transport gender equality

Posted on by David Priestman

Transaid has completed a major three-year project helping to broaden the understanding of the challenges faced by young women and girls as users of public transport in less accessible parts of three major African cities. It also looked at the steps which could be taken to help improve their opportunities for work in what is a highly gendered transport environment.

Funded by the Economic and Social Research Council (ESRC), and implemented jointly with Durham University, it saw research teams formed in Abuja, Nigeria; Cape Town, South Africa; and Tunis, Tunisia.

These teams then engaged with female commuters to gather detailed information on the challenges faced when accessing public transport. In all three countries this research proved crucial, leading to the development of safe transport charters around the primary forms of public transport in each city – including minibus taxis and commercial buses.

Edward O’Connor, Programmes Support Manager at Transaid, says: “We developed and rolled out a guiding document for transport associations and transport operators to address, with a gender lens, the challenges faced by female passengers.

“For example, in Cape Town, where minibus taxis are widely used, this took the form of a concise guide which outlined commuter rights, the responsibilities of transport associations, and included contact numbers for reporting complaints, particularly in relation to gender-based violence. This was done in combination with gender-based violence awareness and sensitisation sessions which we carried out directly with male drivers on taxi ranks in the city periphery.”

The other focus of the project was around implementing skills training for women working in the transport sector, largely developed using Transaid’s experience in implementing transport management systems. Due to Covid-19, this training for Tunis comprised a mixture of remote and in-person sessions, including guest speaker inputs from Peter Robinson, Director – Bus Development, at Go-Ahead, and Sara Youssoufi, Manager of Operations from ALSA (Morocco), a major passenger transport operator.

Explaining the importance of the training, O’Connor adds: “We know that if transport management generally improves, it can lead to improved maintenance and better operations. And if this can be achieved, then it can lead to a positive impact for the user’s experience – particularly with regards to safety.”

One female transport worker who took part in the workshops in Cape Town, commented afterwards: “As black women in the industry we are quite invisible, and it was nice to see women standing up and seeing how intelligent they are and how many ideas they have.”

Another, the daughter of a minibus taxi owner, said: “Before being involved in this project, I didn’t have an interest in the industry as it was always connected to violence, but now I feel a sense of cohesion and belonging.”

Transaid also worked with a local film crew to create a short film addressing women’s safety concerns when using motorcycle taxis. Developed in three languages, the 11-minute film equips passengers with the points to consider before choosing this form of public transport.

Caroline Barber, CEO of Transaid, says: “Women in many parts of Africa face real discrimination in the transport sector, both as passengers and as employees. This affects their wider access to work, education and training in every sector, making this one of the most important projects we’ve delivered in recent years.

“The timing of this work, starting just before the pandemic, really tested the agility of our team to deliver multiple practical interventions across different countries within a relatively short timeframe. Despite this, we’re really pleased with the progress we made and the many different groups and communities we were able to positively impact.”

This project was made possible with the support of local partners, including the Ministry of Transport, Al HOSN Energy Consulting, Sustain Consulting and Tounissiet in Tunis; Sokoto University, the University of Jos and Girls Voices Initiative in Nigeria; and the University of Cape Town, Sonke Gender Justice and the SANTACO in South Africa.

Transaid puts the focus on public transport gender equality

Posted on by Keith McKinley

Transaid has completed a major three-year project helping to broaden the understanding of the challenges faced by young women and girls as users of public transport in less accessible parts of three major African cities. It also looked at the steps which could be taken to help improve their opportunities for work in what is a highly gendered transport environment.

Funded by the Economic and Social Research Council (ESRC), and implemented jointly with Durham University, it saw research teams formed in Abuja, Nigeria; Cape Town, South Africa; and Tunis, Tunisia.

These teams then engaged with female commuters to gather detailed information on the challenges faced when accessing public transport. In all three countries this research proved crucial, leading to the development of safe transport charters around the primary forms of public transport in each city – including minibus taxis and commercial buses.

Edward O’Connor, Programmes Support Manager at Transaid, says: “We developed and rolled out a guiding document for transport associations and transport operators to address, with a gender lens, the challenges faced by female passengers.

“For example, in Cape Town, where minibus taxis are widely used, this took the form of a concise guide which outlined commuter rights, the responsibilities of transport associations, and included contact numbers for reporting complaints, particularly in relation to gender-based violence. This was done in combination with gender-based violence awareness and sensitisation sessions which we carried out directly with male drivers on taxi ranks in the city periphery.”

The other focus of the project was around implementing skills training for women working in the transport sector, largely developed using Transaid’s experience in implementing transport management systems. Due to Covid-19, this training for Tunis comprised a mixture of remote and in-person sessions, including guest speaker inputs from Peter Robinson, Director – Bus Development, at Go-Ahead, and Sara Youssoufi, Manager of Operations from ALSA (Morocco), a major passenger transport operator.

Explaining the importance of the training, O’Connor adds: “We know that if transport management generally improves, it can lead to improved maintenance and better operations. And if this can be achieved, then it can lead to a positive impact for the user’s experience – particularly with regards to safety.”

One female transport worker who took part in the workshops in Cape Town, commented afterwards: “As black women in the industry we are quite invisible, and it was nice to see women standing up and seeing how intelligent they are and how many ideas they have.”

Another, the daughter of a minibus taxi owner, said: “Before being involved in this project, I didn’t have an interest in the industry as it was always connected to violence, but now I feel a sense of cohesion and belonging.”

Transaid also worked with a local film crew to create a short film addressing women’s safety concerns when using motorcycle taxis. Developed in three languages, the 11-minute film equips passengers with the points to consider before choosing this form of public transport.

Caroline Barber, CEO of Transaid, says: “Women in many parts of Africa face real discrimination in the transport sector, both as passengers and as employees. This affects their wider access to work, education and training in every sector, making this one of the most important projects we’ve delivered in recent years.

“The timing of this work, starting just before the pandemic, really tested the agility of our team to deliver multiple practical interventions across different countries within a relatively short timeframe. Despite this, we’re really pleased with the progress we made and the many different groups and communities we were able to positively impact.”

This project was made possible with the support of local partners, including the Ministry of Transport, Al HOSN Energy Consulting, Sustain Consulting and Tounissiet in Tunis; Sokoto University, the University of Jos and Girls Voices Initiative in Nigeria; and the University of Cape Town, Sonke Gender Justice and the SANTACO in South Africa.

Perfect retrofit recipe for Almi

Posted on by David Priestman

To form resilient value chains to uphold delivery commitments to customers, you need high-performance intralogistics. Almi, the spice specialist based in the Upper Austria region, commissioned TGW Logistics Group to update its warehouse in Oftering. The TGW experts implemented the project in record time – during ongoing operation and despite the effects of the COVID-19 pandemic.

Everyone’s got to eat! For Almi, a manufacturer of spice blends, the truth reflected in this proverb is a curse and blessing at once. It’s a blessing because the company, whose strategy is focused on diversification and internationalisation, has experienced constant growth since its founding in 1931. From dilettante to dedicated, gourmets at every level in 62 countries enjoy foods seasoned with high-quality Almi products – from asparagus soup to organic chicken. The Upper Austrian company earns approx. €132m in sales per year, with almost 90% of the products being exported.

Retrofit during live operation

However, success in the food industry has its price. Customers get hungry even on holidays. This means that, unlike other industries in which production shuts down during vacation periods, Almi cannot afford lengthy breaks. This poses major time management challenges for larger-scale construction or modernisation projects.

This was also true of the retrofit of the automated tote warehouse with approximately 10,000 storage locations. To continue to uphold delivery commitments and lay the foundation for future growth, the family-owned enterprise ruled out the prospect of expanding its facilities. “Sustainability is of great importance to Almi. We do not want to pave over more green areas, so we decided from the beginning to optimise the existing facility so that we will be well equipped for the future,” reports Stefan Lackinger, Almi’s Production Manager.

In 2006, Almi built a warehouse on a parcel of land of approx. 28,000 sq m, with the contract going to TGW. The heart of the system is the automatic mini-load warehouse with three aisles, tote buffer, and carton, tote and pallet conveyor systems on three levels. To boost the performance of the intralogistics, the system was equipped with energy-efficient conveyor technology. However, Almi did not rest on its laurels. In 2017, the seasoning specialist commissioned TGW to update the warehouse management system (WMS).

Together into a green future

Almi was very pleased with how the update went. As a result, Almi selected TGW as a partner of choice to join it on the path to a green future. The initial impulse came from the TGW retrofit experts, who presented a concept made up of multiple components: changing out a storage and retrieval machine, replacing the mechatronics of the Commissioner lifting beam system, updating three transfer carriages and one belt-driven lift, and implementing new control technology.

The retrofit specialists offered Almi proactive suggestions after seeing in the documentation that a few components were outdated. There was a danger that if they broke down, they would become more expensive or not available at all. TGW put together multiple variants, from which Almi selected one. “In the retrofit area, each project is customer-specific – therefore, experience is of tremendous importance,” emphasises Josef Fritz, Sales Project Manager at TGW.

Mustang E+ energy-efficient storage and retrieval machines

A portion of the investment, which was in the mid-six figures, was designated to replacing the storage and retrieval machine. TGW provided a Mustang E+ storage and retrieval machine of the latest generation. Its advantages: it weighs less than older units and, unlike them, has a state-of-the-art control system and does not require anti-oscillation technology. This makes it possible to save energy.

The world of retrofitting is, in theory, similar to good food: even the best recipe may not turn out so delicious if the cook is inexperienced. TGW looks back on more than half a century of experience, with the retrofit area in particular experiencing strong growth. The system integrator now handles five times as many retrofit projects annually as it did ten years ago – and proceeds systematically for each project. “A system downtime would be a disaster for any supply chain manager,” emphasises Markus Kammerhofer, Director of Sales Retrofit at TGW.

Over the years, TGW has compiled a list of seven success factors:

  • Consider the lead time and start early enough
  • Choose experienced partners and project managers
  • Develop a structured plan
  • Integrate specially developed retrofit solutions
  • Create a comprehensive functional specification
  • Clearly define migration phases
  • Intensive employee training

Planning and preparation as success factors

The first meeting was held in early 2021, while in the summer, the team drafted a project plan, with the functional specifications following. The experts then defined the migration steps and the tight schedule. The timeline set the bar high for all those involved. The objective: executing the entire project around the Christmas and New Year’s holidays to reduce the standstill to a minimum.

The TGW specialists arrived on December 21 and stayed at Almi until January 7, 2022, working every day except New Year’s Eve. However, the tight schedule was not the only challenge.

“All steps up to the go-live on January 7 had to be planned in detail,” says Fritz. Nevertheless, it was not possible to fully complete the project by January 6 as the plan had originally called for. However, this was not the fault of TGW. As a result of the COVID-19 pandemic and worldwide supply chain bottlenecks, the hardware was not replaced until April – at the weekends.

Energy savings of up to 20%

Despite the difficulties encountered, the projects were successfully completed in late April 2022. Lackinger, the Almi Production Manager, is highly satisfied with the result. He reports that the retrofit boosted system availability, while also lowering the cost of spare parts for maintenance work. The company’s green logistics strategy is also taking an important step forward – compliance with the ISO 50002 energy audit being just one example.

“Energy savings of up to 20% are now possible in intralogistics. In the past, unneeded braking energy of the storage and retrieval machine was simply lost. Now we feed it directly back into the grid. Thanks to the modernisation done by our partner TGW, we look to a greener future with confidence.”

 

Perfect retrofit recipe for Almi

Posted on by David Priestman

To form resilient value chains to uphold delivery commitments to customers, you need high-performance intralogistics. Almi, the spice specialist based in the Upper Austria region, commissioned TGW Logistics Group to update its warehouse in Oftering. The TGW experts implemented the project in record time – during ongoing operation and despite the effects of the COVID-19 pandemic.

Everyone’s got to eat! For Almi, a manufacturer of spice blends, the truth reflected in this proverb is a curse and blessing at once. It’s a blessing because the company, whose strategy is focused on diversification and internationalisation, has experienced constant growth since its founding in 1931. From dilettante to dedicated, gourmets at every level in 62 countries enjoy foods seasoned with high-quality Almi products – from asparagus soup to organic chicken. The Upper Austrian company earns approx. €132m in sales per year, with almost 90% of the products being exported.

Retrofit during live operation

However, success in the food industry has its price. Customers get hungry even on holidays. This means that, unlike other industries in which production shuts down during vacation periods, Almi cannot afford lengthy breaks. This poses major time management challenges for larger-scale construction or modernisation projects.

This was also true of the retrofit of the automated tote warehouse with approximately 10,000 storage locations. To continue to uphold delivery commitments and lay the foundation for future growth, the family-owned enterprise ruled out the prospect of expanding its facilities. “Sustainability is of great importance to Almi. We do not want to pave over more green areas, so we decided from the beginning to optimise the existing facility so that we will be well equipped for the future,” reports Stefan Lackinger, Almi’s Production Manager.

In 2006, Almi built a warehouse on a parcel of land of approx. 28,000 sq m, with the contract going to TGW. The heart of the system is the automatic mini-load warehouse with three aisles, tote buffer, and carton, tote and pallet conveyor systems on three levels. To boost the performance of the intralogistics, the system was equipped with energy-efficient conveyor technology. However, Almi did not rest on its laurels. In 2017, the seasoning specialist commissioned TGW to update the warehouse management system (WMS).

Together into a green future

Almi was very pleased with how the update went. As a result, Almi selected TGW as a partner of choice to join it on the path to a green future. The initial impulse came from the TGW retrofit experts, who presented a concept made up of multiple components: changing out a storage and retrieval machine, replacing the mechatronics of the Commissioner lifting beam system, updating three transfer carriages and one belt-driven lift, and implementing new control technology.

The retrofit specialists offered Almi proactive suggestions after seeing in the documentation that a few components were outdated. There was a danger that if they broke down, they would become more expensive or not available at all. TGW put together multiple variants, from which Almi selected one. “In the retrofit area, each project is customer-specific – therefore, experience is of tremendous importance,” emphasises Josef Fritz, Sales Project Manager at TGW.

Mustang E+ energy-efficient storage and retrieval machines

A portion of the investment, which was in the mid-six figures, was designated to replacing the storage and retrieval machine. TGW provided a Mustang E+ storage and retrieval machine of the latest generation. Its advantages: it weighs less than older units and, unlike them, has a state-of-the-art control system and does not require anti-oscillation technology. This makes it possible to save energy.

The world of retrofitting is, in theory, similar to good food: even the best recipe may not turn out so delicious if the cook is inexperienced. TGW looks back on more than half a century of experience, with the retrofit area in particular experiencing strong growth. The system integrator now handles five times as many retrofit projects annually as it did ten years ago – and proceeds systematically for each project. “A system downtime would be a disaster for any supply chain manager,” emphasises Markus Kammerhofer, Director of Sales Retrofit at TGW.

Over the years, TGW has compiled a list of seven success factors:

  • Consider the lead time and start early enough
  • Choose experienced partners and project managers
  • Develop a structured plan
  • Integrate specially developed retrofit solutions
  • Create a comprehensive functional specification
  • Clearly define migration phases
  • Intensive employee training

Planning and preparation as success factors

The first meeting was held in early 2021, while in the summer, the team drafted a project plan, with the functional specifications following. The experts then defined the migration steps and the tight schedule. The timeline set the bar high for all those involved. The objective: executing the entire project around the Christmas and New Year’s holidays to reduce the standstill to a minimum.

The TGW specialists arrived on December 21 and stayed at Almi until January 7, 2022, working every day except New Year’s Eve. However, the tight schedule was not the only challenge.

“All steps up to the go-live on January 7 had to be planned in detail,” says Fritz. Nevertheless, it was not possible to fully complete the project by January 6 as the plan had originally called for. However, this was not the fault of TGW. As a result of the COVID-19 pandemic and worldwide supply chain bottlenecks, the hardware was not replaced until April – at the weekends.

Energy savings of up to 20%

Despite the difficulties encountered, the projects were successfully completed in late April 2022. Lackinger, the Almi Production Manager, is highly satisfied with the result. He reports that the retrofit boosted system availability, while also lowering the cost of spare parts for maintenance work. The company’s green logistics strategy is also taking an important step forward – compliance with the ISO 50002 energy audit being just one example.

“Energy savings of up to 20% are now possible in intralogistics. In the past, unneeded braking energy of the storage and retrieval machine was simply lost. Now we feed it directly back into the grid. Thanks to the modernisation done by our partner TGW, we look to a greener future with confidence.”

 

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