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Month: November 2023

Fleet Panel Pushes for Sustainability

Posted on by David Priestman

Members of the Michelin Fleet Panel have called for the industry to accelerate progress towards more sustainable tyres and improve support for fleet managers transitioning to electric vehicles (EVs).

The panel, comprising representatives from some of the UK’s biggest leasing, fleet management and rental companies, as well as several major end-user fleets, addressed a series of industry challenges at a meeting held at the Wakefield site of Aston Barclay, the independent remarketing group and vehicle auction house.

Chairing the Michelin Fleet Panel, Martin Thompson, Michelin’s Brand Manager UK & Ireland, briefed the panel on the manufacturer’s target of using 100 per cent sustainable materials in its tyres by 2050, and 40 per cent by 2030, and urged the industry to make quicker progress in reducing the environmental impacts of tyres.

He also reinforced the importance of extracting the full performance out of every tyre, saying: “It’s vitally important we better educate fleet managers and customers about how to avoid unnecessary raw material wastage, specifically that it is safe to use tyres down to the 1.6mm legal tread depth limit.”

Some panel members called for the industry to put a greater focus on analysing tyre wear on EVs, saying the current lack of data was making it difficult to make informed buying decisions.

Thompson said: “Leasing and rental companies want to be able to communicate that data to their customers so they can speed up their transition to EVs. Michelin is manufacturing tyres specifically for EVs to help with tyre wear and battery range, and that’s a message we are communicating more widely.”

Lorna McAtear, Head of Fleet at National Grid, who manages 9,000 vehicles, including 1,500 EVs, said the industry needed to tackle some myths around EVs. “There are some misconceptions that all tyres wear out quicker on EVs. The industry needs to deliver clearer messaging to ensure people have the best performing and safest tyres on their EVs, and that they don’t cost more than tyres for internal combustion-engined vehicles.”

She added: “It was an excellent panel for learning about the innovations in tyre developments being driven by Michelin and its partners. I was reassured that they are working hard on sustainability and going in the right direction.”

At the first meeting of the Michelin Fleet Panel since the pandemic, Michelin representatives and its partners, including Canopy Simulations and MICHELIN Connected Fleet, gave presentations of their work towards more sustainable mobility, whilst ProovStation provided a live demonstration of its AI-powered inspection scanner. Aston Barclay is the first company in the UK to install the technology, deploying the system to quickly and accurately appraise vehicles ahead of auction.

Matt Childs, Marketing Manager at MICHELIN Connected Fleet, said the next generation of drivers and decision-makers are increasingly aware of sustainability and vote with their wallets on what, where and who they work with. “With connected fleet management solutions, this is an opportunity rather than a challenge. Turning the data into actions can help fleets operate more efficiently and unlock savings,” he added.

Sean Russell, Chief Marketing Officer at Aston Barclay, said: “It was a pleasure to host the Michelin Fleet Panel, which was a fabulous knowledge sharing and networking event. We received some excellent feedback and we look forward to collaborating with our partners again in the future.”

The Michelin Fleet Panel has been meeting for more than 20 years; membership is voluntary and participants are not required to be Michelin customers.

Fleet Panel Pushes for Sustainability

Posted on by David Priestman

Members of the Michelin Fleet Panel have called for the industry to accelerate progress towards more sustainable tyres and improve support for fleet managers transitioning to electric vehicles (EVs).

The panel, comprising representatives from some of the UK’s biggest leasing, fleet management and rental companies, as well as several major end-user fleets, addressed a series of industry challenges at a meeting held at the Wakefield site of Aston Barclay, the independent remarketing group and vehicle auction house.

Chairing the Michelin Fleet Panel, Martin Thompson, Michelin’s Brand Manager UK & Ireland, briefed the panel on the manufacturer’s target of using 100 per cent sustainable materials in its tyres by 2050, and 40 per cent by 2030, and urged the industry to make quicker progress in reducing the environmental impacts of tyres.

He also reinforced the importance of extracting the full performance out of every tyre, saying: “It’s vitally important we better educate fleet managers and customers about how to avoid unnecessary raw material wastage, specifically that it is safe to use tyres down to the 1.6mm legal tread depth limit.”

Some panel members called for the industry to put a greater focus on analysing tyre wear on EVs, saying the current lack of data was making it difficult to make informed buying decisions.

Thompson said: “Leasing and rental companies want to be able to communicate that data to their customers so they can speed up their transition to EVs. Michelin is manufacturing tyres specifically for EVs to help with tyre wear and battery range, and that’s a message we are communicating more widely.”

Lorna McAtear, Head of Fleet at National Grid, who manages 9,000 vehicles, including 1,500 EVs, said the industry needed to tackle some myths around EVs. “There are some misconceptions that all tyres wear out quicker on EVs. The industry needs to deliver clearer messaging to ensure people have the best performing and safest tyres on their EVs, and that they don’t cost more than tyres for internal combustion-engined vehicles.”

She added: “It was an excellent panel for learning about the innovations in tyre developments being driven by Michelin and its partners. I was reassured that they are working hard on sustainability and going in the right direction.”

At the first meeting of the Michelin Fleet Panel since the pandemic, Michelin representatives and its partners, including Canopy Simulations and MICHELIN Connected Fleet, gave presentations of their work towards more sustainable mobility, whilst ProovStation provided a live demonstration of its AI-powered inspection scanner. Aston Barclay is the first company in the UK to install the technology, deploying the system to quickly and accurately appraise vehicles ahead of auction.

Matt Childs, Marketing Manager at MICHELIN Connected Fleet, said the next generation of drivers and decision-makers are increasingly aware of sustainability and vote with their wallets on what, where and who they work with. “With connected fleet management solutions, this is an opportunity rather than a challenge. Turning the data into actions can help fleets operate more efficiently and unlock savings,” he added.

Sean Russell, Chief Marketing Officer at Aston Barclay, said: “It was a pleasure to host the Michelin Fleet Panel, which was a fabulous knowledge sharing and networking event. We received some excellent feedback and we look forward to collaborating with our partners again in the future.”

The Michelin Fleet Panel has been meeting for more than 20 years; membership is voluntary and participants are not required to be Michelin customers.

Temperature Solution Firm Opens in UAE

Posted on by David Priestman

DoKaSch Temperature Solutions, a leading provider of temperature-controlled logistics solutions, is pleased to announce the opening of its new depot in United Arab Emirates. This strategic move strengthens the company’s presence in the Middle East and enhances its global network.

The new depot is in Dubai close to Dubai-World Central Airport, strategically placed due to its extensive global connections and immediate access to the networks of major Middle East carriers such as Emirates, operating a hub in Dubai, and Etihad, with a hub in nearby Abu Dhabi. This expansion aligns seamlessly with DoKaSch Temperature Solutions’ growth strategy, expanding global supply chain for pharmaceutical products.

“The establishment of our new station in Dubai is a significant milestone in our growth trajectory and highlights our commitment to enhancing our global network,” stated Andreas Seitz, Managing Director at DoKaSch Temperature Solutions. “Dubai and Abu Dhabi are established hubs, and our new station will play an important role in the global supply chain for pharmaceutical products.”

The pharmaceutical industry in the Middle East has experienced remarkable growth, with the UAE’s pharma market expected to reach a value of 4.7 billion US-Dollars by 2025, according to ADQ, an Abu Dhabi-based investment and holding company. With the opening of the Dubai depot, DoKaSch Temperature Solutions strengthens its foothold in the region and globally, ensuring expedited access to the Opticooler®, its high-quality and reliable temperature-controlled packaging solution.

Moreover, the Dubai depot holds strategic importance as a gateway to the Indian subcontinent, a key market for the production of pharmaceuticals, biosimilars, and biotech products. This expansion will increase the company’s ability to serve the growing demands of the pharmaceutical industry in the Middle East and neighbouring regions.

With the new Dubai depot, DoKaSch Temperature Solutions’ is expanding their free deliver global network offering the Opticooler®. This container maintains a consistent internal temperature, even amidst extreme external fluctuations ranging from -30° to +50°C. This feature is particularly crucial for the Dubai market and the surrounding region, given the consistently dry climate throughout the year, with average temperatures ranging between 27 and 45 degrees.

Temperature Solution Firm Opens in UAE

Posted on by David Priestman

DoKaSch Temperature Solutions, a leading provider of temperature-controlled logistics solutions, is pleased to announce the opening of its new depot in United Arab Emirates. This strategic move strengthens the company’s presence in the Middle East and enhances its global network.

The new depot is in Dubai close to Dubai-World Central Airport, strategically placed due to its extensive global connections and immediate access to the networks of major Middle East carriers such as Emirates, operating a hub in Dubai, and Etihad, with a hub in nearby Abu Dhabi. This expansion aligns seamlessly with DoKaSch Temperature Solutions’ growth strategy, expanding global supply chain for pharmaceutical products.

“The establishment of our new station in Dubai is a significant milestone in our growth trajectory and highlights our commitment to enhancing our global network,” stated Andreas Seitz, Managing Director at DoKaSch Temperature Solutions. “Dubai and Abu Dhabi are established hubs, and our new station will play an important role in the global supply chain for pharmaceutical products.”

The pharmaceutical industry in the Middle East has experienced remarkable growth, with the UAE’s pharma market expected to reach a value of 4.7 billion US-Dollars by 2025, according to ADQ, an Abu Dhabi-based investment and holding company. With the opening of the Dubai depot, DoKaSch Temperature Solutions strengthens its foothold in the region and globally, ensuring expedited access to the Opticooler®, its high-quality and reliable temperature-controlled packaging solution.

Moreover, the Dubai depot holds strategic importance as a gateway to the Indian subcontinent, a key market for the production of pharmaceuticals, biosimilars, and biotech products. This expansion will increase the company’s ability to serve the growing demands of the pharmaceutical industry in the Middle East and neighbouring regions.

With the new Dubai depot, DoKaSch Temperature Solutions’ is expanding their free deliver global network offering the Opticooler®. This container maintains a consistent internal temperature, even amidst extreme external fluctuations ranging from -30° to +50°C. This feature is particularly crucial for the Dubai market and the surrounding region, given the consistently dry climate throughout the year, with average temperatures ranging between 27 and 45 degrees.

Future of Fulfilment at Puma

Posted on by David Priestman

Since November 2022, stichd, a subsidiary of the Puma Group, has been serving its global customers from its new and highly automated fulfilment centre in Tilburg, the Netherlands. This high-performing and extremely versatile omnichannel solution enables stichd to cut lead times and to offer customers an even higher service level. In close cooperation with TGW, a solution was developed and implemented that ensures a future-proof distribution process.

Unique service requires flexible and future-proof system

stichd specialises in the design, production and distribution of high-quality bodywear, legwear and swimwear. In addition, stichd also designs, develops and distributes licensed fanwear, in cooperation with Formula 1 top teams and with football club Manchester City among others. It is a service-oriented company that also offers its customers value added services (VAS), such as providing price stickers, a new barcode or the customer’s article number on the articles. This requires a flexible approach and a system that can handle many variables.

To lay the foundations for further growth and to improve process efficiency, it sought a partner for the automation of the distribution process. TGW proposed a solution where today’s capacity can be doubled within the current warehouse.

“It was immediately clear to us that FlashPick was the ideal solution for stichd. FlashPick is a smart order fulfilment system for goods-to-person picking that can serve every distribution channel (e-commerce, wholesale and retail). The single-order management approach is ideally suited for omnichannel operations and raises the bar in terms of speed and flexibility,” says Jan-Willem Klinkenberg, Head of Business Development TGW Northern Europe.

At stichd, FlashPick comprises a five-aisle shuttle warehouse with 20 levels, six ergonomic PickCenter One workstations as well as two order-pick robots Rovolution. “This means a quarter of the workstations are robotised,” states Klinkenberg. “For handling fashion, the Rovolution is an ideal application as it picks a wide range of item types, from rigid to soft packaging, such as t-shirts in a polybag for example. Moreover, the Rovolution is deployable 24/7.”

The Warehouse Control System is developed by TGW and provides control and monitoring of all processes. KingDrive transport systems guarantee energy-efficient transport throughout the warehouse. Cartons delivered at goods reception are transported to the pallet reserve warehouse that is used for replenishing FlashPick. Wholesale or retail orders are directly commissioned into shipping cartons. Customer orders can then be delivered to the VAS workstations where additional stickers or barcodes can be added if required.

The design of the logistics centre at stichd already provides the option for a possible doubling of the shuttle block and the connected picking. If stichd continues to grow as dynamically as predicted, the extension could be planned as early as 2025.

Close partnership continues in service contract
From the beginning of the project, there was close and open communication between the TGW and stichd teams. “It is very important for us that the project is also supported internally by the customer and that we get the necessary information. Only when we understand the customers’ requirements and needs, we can design a tailormade system that also generates a good return on investment,” confirms Klinkenberg. “Together with the stichd team, we have dissected the entire distribution process step by step and developed the best solution for each step.”

The close collaboration is continuing even after the go-live of the automated fulfilment centre. An in-house team of six TGW engineers provides preventive maintenance and repair of the system through a Lifetime Services contract for a period of five years.

Long-standing relationship with Puma Group

In 2021 TGW realised the new fulfilment centre of Puma in Geiselwind, Germany. The new omnichannel distribution centre serves all channels from one location and fulfils orders from throughout Europe. In the past, Puma used a decentralized distribution network with local and separate distribution Centres for B2B (retail/wholesale) and B2C (direct-to-consumer). High inventory levels and process costs combined with the fact that Puma could no longer offer its customers the service they expected, made the company decide to consolidate all services in one central fulfilment centre.

TGW deployed a FlashPick solution able to cover both retail/wholesale and e-commerce orders. The high degree of automation also makes it possible to react quickly to changes in the order structures and to do so with consistently high quality.

Future of Fulfilment at Puma

Posted on by David Priestman

Since November 2022, stichd, a subsidiary of the Puma Group, has been serving its global customers from its new and highly automated fulfilment centre in Tilburg, the Netherlands. This high-performing and extremely versatile omnichannel solution enables stichd to cut lead times and to offer customers an even higher service level. In close cooperation with TGW, a solution was developed and implemented that ensures a future-proof distribution process.

Unique service requires flexible and future-proof system

stichd specialises in the design, production and distribution of high-quality bodywear, legwear and swimwear. In addition, stichd also designs, develops and distributes licensed fanwear, in cooperation with Formula 1 top teams and with football club Manchester City among others. It is a service-oriented company that also offers its customers value added services (VAS), such as providing price stickers, a new barcode or the customer’s article number on the articles. This requires a flexible approach and a system that can handle many variables.

To lay the foundations for further growth and to improve process efficiency, it sought a partner for the automation of the distribution process. TGW proposed a solution where today’s capacity can be doubled within the current warehouse.

“It was immediately clear to us that FlashPick was the ideal solution for stichd. FlashPick is a smart order fulfilment system for goods-to-person picking that can serve every distribution channel (e-commerce, wholesale and retail). The single-order management approach is ideally suited for omnichannel operations and raises the bar in terms of speed and flexibility,” says Jan-Willem Klinkenberg, Head of Business Development TGW Northern Europe.

At stichd, FlashPick comprises a five-aisle shuttle warehouse with 20 levels, six ergonomic PickCenter One workstations as well as two order-pick robots Rovolution. “This means a quarter of the workstations are robotised,” states Klinkenberg. “For handling fashion, the Rovolution is an ideal application as it picks a wide range of item types, from rigid to soft packaging, such as t-shirts in a polybag for example. Moreover, the Rovolution is deployable 24/7.”

The Warehouse Control System is developed by TGW and provides control and monitoring of all processes. KingDrive transport systems guarantee energy-efficient transport throughout the warehouse. Cartons delivered at goods reception are transported to the pallet reserve warehouse that is used for replenishing FlashPick. Wholesale or retail orders are directly commissioned into shipping cartons. Customer orders can then be delivered to the VAS workstations where additional stickers or barcodes can be added if required.

The design of the logistics centre at stichd already provides the option for a possible doubling of the shuttle block and the connected picking. If stichd continues to grow as dynamically as predicted, the extension could be planned as early as 2025.

Close partnership continues in service contract
From the beginning of the project, there was close and open communication between the TGW and stichd teams. “It is very important for us that the project is also supported internally by the customer and that we get the necessary information. Only when we understand the customers’ requirements and needs, we can design a tailormade system that also generates a good return on investment,” confirms Klinkenberg. “Together with the stichd team, we have dissected the entire distribution process step by step and developed the best solution for each step.”

The close collaboration is continuing even after the go-live of the automated fulfilment centre. An in-house team of six TGW engineers provides preventive maintenance and repair of the system through a Lifetime Services contract for a period of five years.

Long-standing relationship with Puma Group

In 2021 TGW realised the new fulfilment centre of Puma in Geiselwind, Germany. The new omnichannel distribution centre serves all channels from one location and fulfils orders from throughout Europe. In the past, Puma used a decentralized distribution network with local and separate distribution Centres for B2B (retail/wholesale) and B2C (direct-to-consumer). High inventory levels and process costs combined with the fact that Puma could no longer offer its customers the service they expected, made the company decide to consolidate all services in one central fulfilment centre.

TGW deployed a FlashPick solution able to cover both retail/wholesale and e-commerce orders. The high degree of automation also makes it possible to react quickly to changes in the order structures and to do so with consistently high quality.

Adopting EV Fleets Presents Challenges

Posted on by David Priestman

EV is fast becoming a top priority for many businesses, fuelled by the significant benefits that can be realised through making the switch, writes Dee Humphries (pictured), Managing Director, Equans EV Solutions. With reduced carbon emissions, financial savings, increased sustainability credentials, improved productivity, enhanced employee experience – the benefits of transitioning to an electric fleet are undeniable.

Whilst there are clear benefits on paper, it’s important to acknowledge that transitioning a fleet to EV can come with challenges. In fact, many businesses are presented with multiple barriers when they begin to adopt EV that can sometimes halt the process. However, the solution isn’t to simply admit defeat, but rather to navigate and manage the challenges effectively to ensure the transition is seamless, enabling the gain of long-term benefits.

Here, Dee Humphries, Managing Director of Equans EV Solutions, highlights some of common challenges businesses are facing when it comes to adopting EV, with the strategy to overcome them – alongside a proven framework for EV adoption.

Challenges and solutions for businesses adopting EV

A common challenge fleet operators face in the early stages of their EV transition is a lack of internal buy-in. This can come in the form of resistance from those who do not understand the benefits of EV, as well as from those who see EV as an unnecessary business cost. This is typically prevalent in industries that have historically been dependant on conventional fuel options.

To overcome this barrier, it’s important to ensure these stakeholders are engaged from the offset and the programme is aligned to the business’ overall goals. Overcoming this barrier doesn’t need to be complex, but rather about education and demonstration. Consider sharing success stories of similar businesses via case studies, reports or testimonials. This can help bring the benefits of transitioning to life, building the case for EV adoption.

Another challenge is having the capital to invest in both the required vehicles and charging infrastructure. This can be particularly challenging if EVs weren’t accounted for in long-term budgeting. However, it’s important to think of EVs in terms of total cost of ownership, instead of initial investment costs. Whilst transitioning to EV might be expensive initially, the long-term savings through lower fuel costs, reduced maintenance costs and an extended vehicle lifespan make the investment more than worthwhile. There are also ample government initiatives and schemes that are available for both infrastructure and vehicle costs, plus leasing options available, to make EVs more economically viable.

As with most things, failing to properly plan and prepare is a challenge many businesses will face as this will result in an ineffective EV integration strategy. Transitioning to EV requires an in depth understanding of new technologies, assessing operational requirements and much more. However, often resources to develop this knowledge are limited – meaning hesitations can occur, halting the transition. The solution here is to bring in the experts. This means a specialised organisation who can develop a detailed and tailored EV transition strategy that is aligned with the goals and needs of your business. This will remove any uncertainty and ensure the transition is smooth and successful.

Why now is the time to transition your fleet to EV

Despite the challenges that transitioning to EV presents, the reality is that businesses who don’t start to make the transition will get left behind. The time to start the transition is now and thankfully, with the right strategy and approach, these challenges can be overcome – meaning there’s never been a better time to do so. EV adoption has become more convenient than ever for businesses across the UK. Recent electric commercial vehicle ownership stats highlight many have already implemented EV for their fleets, with vans up 67.3%, buses and coaches increasing by 34.9%, and the number of zero emission trucks almost trebling since last year.

Concerns that would usually be front of mind for businesses looking to adopt EV their fleet would be cost and range. Both of these are steadily becoming worries of the past. Take cost – battery prices have plummeted by 89% over the past decade, making EV models increasingly competitive against petrol and diesel vehicles. There are also multiple incentives for EV adoption and charging infrastructure from the government, offering a breadth of financial support to meet the needs of all businesses.

Range capabilities have expanded considerably meaning the average modern EV can now travel over 200 miles on a full charge. This has significantly reduced the concern of range anxiety for fleets and means EV is no longer a barrier for businesses that need to travel hundreds of miles on a daily basis. Infrastructure has also grown and improved, offering a solution to keep drivers on the move when required. It’s been noted that there are now 77,531 charging connectors in 29,709 locations across the UK. This is a 194% increase compared to 2019 – meaning charging convenience has substantially improved for drivers.

A Proven Framework for Electric Vehicle Adoption

To navigate this transformative shift in fleet management, Equans EV Solutions has released a whitepaper that addresses the common questions and obstacles faced by logistics fleet operations. Drawing on over a decade of industry expertise, the whitepaper adopts a barrier-to-solution approach, focusing on challenges such as how to gain internal buy-in for EV adoption, the considerations required for designing an appropriate charging solution, and how to pilot the necessary operational and organisational changes to make EV charging a triumph.

Backed by more than 10 years of industry expertise, this whitepaper delivers critical insights logistics operators need to transition to EVs confidently and effectively. The key features include:
• Completing a comprehensive financial analysis to realise the true total cost of ownership for an electric fleet.
• Creating a strategic EV integration plan that covers organisational adjustments, infrastructure development, fleet management and training needs.
• Adopting transparent communication and assigning ‘EV champions’ to illuminate the long-term benefits of EVs to internal stakeholders which align with environmental and operational gains.

With this strategic, yet adaptable, approach towards fleet management, Equans is not only solidifying the position of businesses that adopt EVs, but also shaping a promising and eco-responsible future for the global transportation industry.

Adopting EV Fleets Presents Challenges

Posted on by David Priestman

EV is fast becoming a top priority for many businesses, fuelled by the significant benefits that can be realised through making the switch, writes Dee Humphries (pictured), Managing Director, Equans EV Solutions. With reduced carbon emissions, financial savings, increased sustainability credentials, improved productivity, enhanced employee experience – the benefits of transitioning to an electric fleet are undeniable.

Whilst there are clear benefits on paper, it’s important to acknowledge that transitioning a fleet to EV can come with challenges. In fact, many businesses are presented with multiple barriers when they begin to adopt EV that can sometimes halt the process. However, the solution isn’t to simply admit defeat, but rather to navigate and manage the challenges effectively to ensure the transition is seamless, enabling the gain of long-term benefits.

Here, Dee Humphries, Managing Director of Equans EV Solutions, highlights some of common challenges businesses are facing when it comes to adopting EV, with the strategy to overcome them – alongside a proven framework for EV adoption.

Challenges and solutions for businesses adopting EV

A common challenge fleet operators face in the early stages of their EV transition is a lack of internal buy-in. This can come in the form of resistance from those who do not understand the benefits of EV, as well as from those who see EV as an unnecessary business cost. This is typically prevalent in industries that have historically been dependant on conventional fuel options.

To overcome this barrier, it’s important to ensure these stakeholders are engaged from the offset and the programme is aligned to the business’ overall goals. Overcoming this barrier doesn’t need to be complex, but rather about education and demonstration. Consider sharing success stories of similar businesses via case studies, reports or testimonials. This can help bring the benefits of transitioning to life, building the case for EV adoption.

Another challenge is having the capital to invest in both the required vehicles and charging infrastructure. This can be particularly challenging if EVs weren’t accounted for in long-term budgeting. However, it’s important to think of EVs in terms of total cost of ownership, instead of initial investment costs. Whilst transitioning to EV might be expensive initially, the long-term savings through lower fuel costs, reduced maintenance costs and an extended vehicle lifespan make the investment more than worthwhile. There are also ample government initiatives and schemes that are available for both infrastructure and vehicle costs, plus leasing options available, to make EVs more economically viable.

As with most things, failing to properly plan and prepare is a challenge many businesses will face as this will result in an ineffective EV integration strategy. Transitioning to EV requires an in depth understanding of new technologies, assessing operational requirements and much more. However, often resources to develop this knowledge are limited – meaning hesitations can occur, halting the transition. The solution here is to bring in the experts. This means a specialised organisation who can develop a detailed and tailored EV transition strategy that is aligned with the goals and needs of your business. This will remove any uncertainty and ensure the transition is smooth and successful.

Why now is the time to transition your fleet to EV

Despite the challenges that transitioning to EV presents, the reality is that businesses who don’t start to make the transition will get left behind. The time to start the transition is now and thankfully, with the right strategy and approach, these challenges can be overcome – meaning there’s never been a better time to do so. EV adoption has become more convenient than ever for businesses across the UK. Recent electric commercial vehicle ownership stats highlight many have already implemented EV for their fleets, with vans up 67.3%, buses and coaches increasing by 34.9%, and the number of zero emission trucks almost trebling since last year.

Concerns that would usually be front of mind for businesses looking to adopt EV their fleet would be cost and range. Both of these are steadily becoming worries of the past. Take cost – battery prices have plummeted by 89% over the past decade, making EV models increasingly competitive against petrol and diesel vehicles. There are also multiple incentives for EV adoption and charging infrastructure from the government, offering a breadth of financial support to meet the needs of all businesses.

Range capabilities have expanded considerably meaning the average modern EV can now travel over 200 miles on a full charge. This has significantly reduced the concern of range anxiety for fleets and means EV is no longer a barrier for businesses that need to travel hundreds of miles on a daily basis. Infrastructure has also grown and improved, offering a solution to keep drivers on the move when required. It’s been noted that there are now 77,531 charging connectors in 29,709 locations across the UK. This is a 194% increase compared to 2019 – meaning charging convenience has substantially improved for drivers.

A Proven Framework for Electric Vehicle Adoption

To navigate this transformative shift in fleet management, Equans EV Solutions has released a whitepaper that addresses the common questions and obstacles faced by logistics fleet operations. Drawing on over a decade of industry expertise, the whitepaper adopts a barrier-to-solution approach, focusing on challenges such as how to gain internal buy-in for EV adoption, the considerations required for designing an appropriate charging solution, and how to pilot the necessary operational and organisational changes to make EV charging a triumph.

Backed by more than 10 years of industry expertise, this whitepaper delivers critical insights logistics operators need to transition to EVs confidently and effectively. The key features include:
• Completing a comprehensive financial analysis to realise the true total cost of ownership for an electric fleet.
• Creating a strategic EV integration plan that covers organisational adjustments, infrastructure development, fleet management and training needs.
• Adopting transparent communication and assigning ‘EV champions’ to illuminate the long-term benefits of EVs to internal stakeholders which align with environmental and operational gains.

With this strategic, yet adaptable, approach towards fleet management, Equans is not only solidifying the position of businesses that adopt EVs, but also shaping a promising and eco-responsible future for the global transportation industry.

No Warehouse Left Behind

Posted on by David Priestman

Re-brands are sensitive and critical operations and the warehouse automation sector is no exception. David Priestman attended the launch of Movu Robotics in Belgium, late September.
“Automate, in a easy way, the distribution centres of our customers. Democratise automation.” This is the mission statement espoused by Jos de Vuyst, CEO of stow Group, at the launch of Movu Robotics, formerly known as stow Robotics. With a large existing client base for its racking, storage, silo and rack clad products stow Group is well-positioned to sell and integrate robotics and automation technology. It can scale-up fast.

The company wants to help these facilities transition to automated operations, thereby not leaving any warehouse behind in the darkening warehouses of the future. “Plug and play, dense, low-energy usage systems with fast deployment,” is the offering, according to de Vuyst. Automation provides a productivity boost and is scalable, with no need for new warehouse infrastructure.

The rationale for a new brand name – Movu – is because the ‘stow’ name is perhaps too associated with rack and storage – traditional materials handling. Disconnecting from this and switching to a ‘catchy’ new brand fits the mission statement. Employing more than 300 employees by the end of this year across Europe and the US, Movu Robotics expects order intake of more than €300 million in 2023.

The Movu Robotics portfolio comprises automated storage, picking and transport for pallets, bins and items, offering an easy buying journey, competitive pricing, cost savings, quick delivery, high density storage and space optimisation. The portfolio allows end customers and integrators globally to benefit from a seamless and user-friendly warehouse automation ecosystem.

The portfolio includes:
• ‘Movu atlas’ – Pallet shuttle for multiple deep storage
• ‘Movu ifollow’ – slimline AMR for collaborative picking or transport of pallets, made near Paris. A unique selling point of ifollow is that it works in deep freeze areas of a warehouse.
• ‘Movu escala’ – Robotised 3D storage and fulfilment system without lifts
• ‘Movu eligo’ – Integrated picking robot arm
All Movu systems are controlled and managed via their own warehouse execution software (WES).

The impressive, iconic headquarters in Lokeren, situated between Antwerp and Ghent, combines modern offices with manufacturing operations for atlas and escala robots (500 per week) under a single roof. There is also an experience centre – one of the biggest in Europe – where the latest technologies are showcased live to customers and partners. One factor in choosing its location is the desire to partner with local Universities to recruit young engineers.

I asked de Vuyst to describe the journey taken by stow Group leading to the launch of Movu Robotics:
“Since 1987 stow Group has grown rapidly into a €1 billion global company that today ranks among the top two racking manufacturers in the world. Originally a family-owned company, then owned by Kardex for a decade, a management buyout in 2013 was backed by private equity funding. The racking business of stow stands out in the sector by having a production footprint spanning Europe with 10 racking factories and a network of 20 sales companies giving direct access to, and close contact with, the customer. Our racking solutions are customised around standard products, enabling us to have highly automated factories. This results in stow being a cost leader as well as fast growing and very profitable.

“stow Robotics was born the day we started writing Warehouse Control Software (WCS). We are now developing our own WES suite and control software on the machines, which we build ourselves. We will not develop our own WMS as it is too complex. We are evolving into a supplier that can provide an automated pallet warehouse, from a small scale operation up to large projects. The investment climate is softening a bit, big investment decisions are taking a bit longer, due to high interest rates.”

Will we see ‘Dark Warehouses’ (without workers)?

“I’m a big fan in principle. The ideal is racks and robotics, but you must go high. Labour is disruptive, people often hate working in warehouses. Forklift usage is falling, as will conveyor coverage and manual picking. We have the products to achieve a dark warehouse via four or five main technologies.”

How is Movu Robotics positioned in the market?

“We expect double-digit growth. The global material handling equipment market size is forecasted to reach $350 billion by 2030, driven by AS/RS systems and robotics. By our Movu Robotics positioning and portfolio we are very confident of becoming an essential player in this market. Movu Robotics will follow the same development path as stow Racking, so we will build a network of sales companies in the main territories allowing us both channels to the market: direct and through integrators – not just to new customers, like competitors do.

“Where many companies are built around one automation product, we have an integrated ecosystem of scalable, automated warehouse solutions for pallets and bins. That’s quite rare, and the portfolio will continue to grow. We will take a deep dive into some vertical markets and develop specific automation products for particular sectors. One trend is third party logistics operators beginning to automate. We’re strong in cold stores, pharmaceuticals and food logistics.

“We want to offer the possibility of automation to SMEs that have a few thousand pallet locations. While bigger projects are generally more complex, a straight forward pallet project of, for example, 80,000 pallet locations requiring 60 shuttles has a low complexity and fits our profile. If, however, that same warehouse had sorters, a mix of complex software and machines we don’t have in our portfolio, then we’d defer to a systems integrator.” Movu does not offer robots-as-a-service as the company offers a broad range or solution.

Supermarket of Materials Handling

How do the business units in stow Group benefit from each other?

“stow Racking and Movu Robotics together are a unique one-stop-shop with proven interfaces that combines best of racking and robotics. Sales is another of the most important synergies between stow Racking and Movu Robotics, with many leads for automation coming via the racking side, which has 10,000 customers across Europe and US. Many of these customers take the decision at some point to automate their operations. stow Racking has more than 200 sales people globally, which also bring leads for robotics and automation products.

“Movu Robotics benefits from having the strength of stow Group behind it, with all of its management experience and expertise. Another important factor is the backing of Blackstone, a private equity company with a vast experience in logistic real estate, who are very supportive. Also, stow Racking activity successfully generates cash, fuelling growth in Movu Robotics without the need for continual equity rounds.”

How does the company’s culture drive development?

“While stow Group has become a large organisation, with a well organised corporate structure, it still has the dynamics of an SME company. We have direct contact with our people through a relatively flat management structure, which gives an agility and dynamism that is popular with our customers. This allows us to attract talent to support our know-how in engineering, software and other departments. Joining Movu Robotics is more akin to working in a start-up than a corporate environment. While enjoying an agile environment, staff also gain the support of being in a solid company.”

Where do you see the stow Group and Movu Robotics in five years?

“stow Group will continue to grow the racking business, we will definitely not lose interest in the racking business. Racking is an essential and profitable part of the Group, so it is important that it continues to grow. Having established stow as a racking market leader in Europe, with approx. 30% market share, we started to build the US business over the past 18 months, where there is huge potential. We have created a sales office in Chicago and have just taken the decision to build our first racking plant in the US – the location is not yet fixed. With strong sales in this market, it no longer makes practical sense to ship containers of racking across the Atlantic. We’re not excluding the Asian market later on in the future, just not now.

“Of course, we will continue to grow Movu Robotics. While entering the market with systems that are easier, standardised, scalable, and flexible, in the next five years we will be tackling more complicated projects. I think in five years’ time, Movu Robotics’ activity will be equivalent to, or even exceed, that of stow Racking, creating two very strong legs for the stow Group.”

What about further acquisitions and new products?

“Coming from a manufacturing background, doing things ourselves is in our DNA. We will develop our own technologies as much as possible, only seeking partnerships when we don’t have the time to develop them ourselves. For example, it makes no sense to start developing vision technology on our own. In such cases we will partner with an appropriate supplier or licence it in. AMRs with forks or for bins and gripping technology are interesting. The sales side is different because we want to grow as fast as possible and whilst we are developing our own sales network are open to work together if we find a good partners for specific regions.”

No Warehouse Left Behind

Posted on by David Priestman

Re-brands are sensitive and critical operations and the warehouse automation sector is no exception. David Priestman attended the launch of Movu Robotics in Belgium, late September.
“Automate, in a easy way, the distribution centres of our customers. Democratise automation.” This is the mission statement espoused by Jos de Vuyst, CEO of stow Group, at the launch of Movu Robotics, formerly known as stow Robotics. With a large existing client base for its racking, storage, silo and rack clad products stow Group is well-positioned to sell and integrate robotics and automation technology. It can scale-up fast.

The company wants to help these facilities transition to automated operations, thereby not leaving any warehouse behind in the darkening warehouses of the future. “Plug and play, dense, low-energy usage systems with fast deployment,” is the offering, according to de Vuyst. Automation provides a productivity boost and is scalable, with no need for new warehouse infrastructure.

The rationale for a new brand name – Movu – is because the ‘stow’ name is perhaps too associated with rack and storage – traditional materials handling. Disconnecting from this and switching to a ‘catchy’ new brand fits the mission statement. Employing more than 300 employees by the end of this year across Europe and the US, Movu Robotics expects order intake of more than €300 million in 2023.

The Movu Robotics portfolio comprises automated storage, picking and transport for pallets, bins and items, offering an easy buying journey, competitive pricing, cost savings, quick delivery, high density storage and space optimisation. The portfolio allows end customers and integrators globally to benefit from a seamless and user-friendly warehouse automation ecosystem.

The portfolio includes:
• ‘Movu atlas’ – Pallet shuttle for multiple deep storage
• ‘Movu ifollow’ – slimline AMR for collaborative picking or transport of pallets, made near Paris. A unique selling point of ifollow is that it works in deep freeze areas of a warehouse.
• ‘Movu escala’ – Robotised 3D storage and fulfilment system without lifts
• ‘Movu eligo’ – Integrated picking robot arm
All Movu systems are controlled and managed via their own warehouse execution software (WES).

The impressive, iconic headquarters in Lokeren, situated between Antwerp and Ghent, combines modern offices with manufacturing operations for atlas and escala robots (500 per week) under a single roof. There is also an experience centre – one of the biggest in Europe – where the latest technologies are showcased live to customers and partners. One factor in choosing its location is the desire to partner with local Universities to recruit young engineers.

I asked de Vuyst to describe the journey taken by stow Group leading to the launch of Movu Robotics:
“Since 1987 stow Group has grown rapidly into a €1 billion global company that today ranks among the top two racking manufacturers in the world. Originally a family-owned company, then owned by Kardex for a decade, a management buyout in 2013 was backed by private equity funding. The racking business of stow stands out in the sector by having a production footprint spanning Europe with 10 racking factories and a network of 20 sales companies giving direct access to, and close contact with, the customer. Our racking solutions are customised around standard products, enabling us to have highly automated factories. This results in stow being a cost leader as well as fast growing and very profitable.

“stow Robotics was born the day we started writing Warehouse Control Software (WCS). We are now developing our own WES suite and control software on the machines, which we build ourselves. We will not develop our own WMS as it is too complex. We are evolving into a supplier that can provide an automated pallet warehouse, from a small scale operation up to large projects. The investment climate is softening a bit, big investment decisions are taking a bit longer, due to high interest rates.”

Will we see ‘Dark Warehouses’ (without workers)?

“I’m a big fan in principle. The ideal is racks and robotics, but you must go high. Labour is disruptive, people often hate working in warehouses. Forklift usage is falling, as will conveyor coverage and manual picking. We have the products to achieve a dark warehouse via four or five main technologies.”

How is Movu Robotics positioned in the market?

“We expect double-digit growth. The global material handling equipment market size is forecasted to reach $350 billion by 2030, driven by AS/RS systems and robotics. By our Movu Robotics positioning and portfolio we are very confident of becoming an essential player in this market. Movu Robotics will follow the same development path as stow Racking, so we will build a network of sales companies in the main territories allowing us both channels to the market: direct and through integrators – not just to new customers, like competitors do.

“Where many companies are built around one automation product, we have an integrated ecosystem of scalable, automated warehouse solutions for pallets and bins. That’s quite rare, and the portfolio will continue to grow. We will take a deep dive into some vertical markets and develop specific automation products for particular sectors. One trend is third party logistics operators beginning to automate. We’re strong in cold stores, pharmaceuticals and food logistics.

“We want to offer the possibility of automation to SMEs that have a few thousand pallet locations. While bigger projects are generally more complex, a straight forward pallet project of, for example, 80,000 pallet locations requiring 60 shuttles has a low complexity and fits our profile. If, however, that same warehouse had sorters, a mix of complex software and machines we don’t have in our portfolio, then we’d defer to a systems integrator.” Movu does not offer robots-as-a-service as the company offers a broad range or solution.

Supermarket of Materials Handling

How do the business units in stow Group benefit from each other?

“stow Racking and Movu Robotics together are a unique one-stop-shop with proven interfaces that combines best of racking and robotics. Sales is another of the most important synergies between stow Racking and Movu Robotics, with many leads for automation coming via the racking side, which has 10,000 customers across Europe and US. Many of these customers take the decision at some point to automate their operations. stow Racking has more than 200 sales people globally, which also bring leads for robotics and automation products.

“Movu Robotics benefits from having the strength of stow Group behind it, with all of its management experience and expertise. Another important factor is the backing of Blackstone, a private equity company with a vast experience in logistic real estate, who are very supportive. Also, stow Racking activity successfully generates cash, fuelling growth in Movu Robotics without the need for continual equity rounds.”

How does the company’s culture drive development?

“While stow Group has become a large organisation, with a well organised corporate structure, it still has the dynamics of an SME company. We have direct contact with our people through a relatively flat management structure, which gives an agility and dynamism that is popular with our customers. This allows us to attract talent to support our know-how in engineering, software and other departments. Joining Movu Robotics is more akin to working in a start-up than a corporate environment. While enjoying an agile environment, staff also gain the support of being in a solid company.”

Where do you see the stow Group and Movu Robotics in five years?

“stow Group will continue to grow the racking business, we will definitely not lose interest in the racking business. Racking is an essential and profitable part of the Group, so it is important that it continues to grow. Having established stow as a racking market leader in Europe, with approx. 30% market share, we started to build the US business over the past 18 months, where there is huge potential. We have created a sales office in Chicago and have just taken the decision to build our first racking plant in the US – the location is not yet fixed. With strong sales in this market, it no longer makes practical sense to ship containers of racking across the Atlantic. We’re not excluding the Asian market later on in the future, just not now.

“Of course, we will continue to grow Movu Robotics. While entering the market with systems that are easier, standardised, scalable, and flexible, in the next five years we will be tackling more complicated projects. I think in five years’ time, Movu Robotics’ activity will be equivalent to, or even exceed, that of stow Racking, creating two very strong legs for the stow Group.”

What about further acquisitions and new products?

“Coming from a manufacturing background, doing things ourselves is in our DNA. We will develop our own technologies as much as possible, only seeking partnerships when we don’t have the time to develop them ourselves. For example, it makes no sense to start developing vision technology on our own. In such cases we will partner with an appropriate supplier or licence it in. AMRs with forks or for bins and gripping technology are interesting. The sales side is different because we want to grow as fast as possible and whilst we are developing our own sales network are open to work together if we find a good partners for specific regions.”

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