Packsize to Acquire Sparck Technologies

Packsize, supplier of sustainable, right-sized, on-demand packaging, has announced the company’s completed agreement to acquire Sparck Technologies, a European-based manufacturer of high-throughput, fit-to-size, automated packaging solutions.

The acquisition marks a significant milestone in Packsize’s growth strategy and strengthens its position in the automated packaging industry. By combining Packsize’s technology and service model with Sparck’s best-in-class box last and lid and tray solutions, the company will now provide the industry’s most comprehensive portfolio of solutions to meet evolving customer needs.

“Sparck has long been recognized for its innovation, reliability, and strong commitment to sustainability – values that align perfectly with our own,” said David Lockwood, CEO of Packsize. “Together, our complementary technologies create a more complete product offering for our customers. This acquisition brings us one step closer to realizing our mission of Smart Packaging for a Healthy Planet by accelerating our ability to deliver more sustainable, right-sized packaging solutions to customers around the world.”

“Bringing Sparck into the Packsize team is a strategic move that expands what we can offer our customers – especially in high-volume, high-efficiency environments,” said Brian Reinhart, Chief Revenue Officer at Packsize. “Sparck’s box last and lid and tray solutions allow us to solve a broader range of packaging challenges. This isn’t just about growth – it’s about delivering smarter, more sustainable automation at scale.”

Sparck Technologies, headquartered in Drachten, Netherlands, is best known for its advanced CVP Impack and CVP Everest systems – automated solutions that optimize throughput and reduce waste by creating fit-to-size boxes at scale. “This acquisition is a perfect match,” said Kees Oosting, CEO of Sparck. “It allows us to bring more value to our customers faster and at a greater scale than either company could achieve alone.”

Peak Ecommerce Performance

Standard Investment has worked closely with Sparck to execute a successful transformation of the activities in Drachten. Originally part of French-listed multinational Quadient, Standard Investment segmented Sparck to become a standalone company in 2021.

Herbert Schilperoord, Partner at Standard Investment, said: “We are very proud of what the Sparck team has achieved with the involvement of Standard Investment, pivoting the organization to a cutting-edge technology leader in the fit-to-size packaging area. We’re confident that together, Packsize and Sparck will continue a strong growth trajectory, delivering fit-to-size technology to global tier 1 customers.”

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Lack of New Truck Drivers is Critical

During the pandemic, we got a taste of what a shortage of truck/lorry (HGV) drivers looks like, with empty supermarket shelves, a lack of fuel in petrol stations, and delays in vaccine deliveries. The driver gap has been eased in the last five years with government incentives and proactive solutions.

However, the majority of the industry is over 50 years old, with 55% of all drivers between 50 and 65. These drivers will start to retire in the next five years, potentially leaving a major skills shortage. The solution is clear: the industry needs more young people to consider a career in professional driving, or the situation will become critical.

John Keelan-Edwards, MD of Driver Hire Training warns that the UK could face another shortage if no action is taken, and explains how the industry and the government can prevent it. “There is soon to be a wave of drivers retiring and leaving the industry. There are several factors at play when we discuss why we are at risk of a shortage of HGV drivers again in the near future. We don’t have as many drivers from overseas as we once did so we are more reliant on ‘home-grown’ talent. Recent government initiatives have been useful, but professional driving as an industry still lacks diversity in a big way. And the average age of the current workforce is cause for concern – there is soon to be a wave of drivers retiring and leaving the industry”, he says.

“With little interest from school leavers on careers in HGV, the ratio of those retiring and those entering the industry for the first time is at an imbalance. If this imbalance is not rectified, the situation could become critical, as HGV drivers are vital to every industry and supply chain in the UK and beyond. We need more of the current school age generation to enter the industry, and for them to know the fulfilling and varied careers they could have. Incentives such as sign on bonuses work on a temporary basis to boost the workforce, and this may be necessary again should we have a sudden shortfall. For a sustainable and stable future for the logistics industry, we need more of the current school age generation to enter the industry, and for them to know the fulfilling and varied careers they could have,” says Keelan-Edwards.

“There are many challenges in attracting younger people, but timing and image are two of the big ones. Many people will have already decided on a different career by the time they are able to do their HGV training and gain a professional driving qualification. People also now aspire to different career choices – the glamour of travel and the freedom of the open road are not what they may have been in the past. We need a real focus on the positives, from across the industry and media, ideally reaching people when they are still young, or considering a career change. Better access to well-funded vocational training would also help. Professional driving can offer great flexibility, decent wages, an opportunity to see the world and meet interesting people – the list goes on, he adds.”

“The industry needs to embrace young drivers and ensure a comfortable transition from training to their first role. The industry needs to embrace young drivers and ensure a comfortable transition from training to their first role. Many companies are reluctant to hire younger drivers, either due to insurance concerns or simply because they believe experience is essential to do the job efficiently. With good quality training and rigorous hiring practices, that doesn’t have to be the case. People starting out in their careers are vital to the future of logistics.

“We all have a role to play – the industry, government, insurers, employment advice agencies and training providers. We need to combine our efforts to promote the positives of working in logistics to as broad an audience as possible. If we can make high quality training accessible and affordable through better funding and communication, we should be able to attract a younger, more diverse range of people to work in this industry. There are so many positive reasons to work in logistics, and drivers are essential to the health of our economy. It’s a career choice to be proud of,” he concludes.

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Lithium Battery Automated Module Assembly Line

Flash Battery, an Italian company founded in 2012 and specialized in the engineering and production of high-performance lithium batteries for industrial use, has announced the launch of its new laser-welding automated module assembly line, reinforcing its leadership in both the national and international markets. The result of an investment of over €6 million, the new line is the core of the company’s recent headquarters expansion, which added 2,200 square meters dedicated to a fully automated area for battery module assembly. This technologically advanced department is designed to house the entire welding and mechanical integration process within a controlled environment. The annual production capacity reaches 90,000 modules, making this not only the most advanced but also the most productive line in Italy for assembling prismatic cell modules.

Centralized production expertise

Flash Battery has chosen to internalize and develop all key process skills within its HQ: from its proprietary Battery Management System to mechanical and electrical design, process validation, and predictive maintenance. With the integration of this new module assembly line, the company finalizes its in-house production consolidation process, now also directly controlling welding and assembly activities previously outsourced to external suppliers. Except for the cells – sourced from top global manufacturers – every phase is now managed and supervised directly by Flash Battery.

This integrated management model allows the company to deliver fully tailored solutions aligned with each customer’s application needs, maintaining consistent standards of quality and performance, even in complex and dynamic industries. “Bringing battery module assembly in-house means going directly to the source of the supply chain,” said Marco Righi, CEO and Founder of Flash Battery. “For cells, we rely on leading global suppliers, selecting multiple providers for each type in order to increase supply chain reliability and enhance our negotiating power. Recent geopolitical and economic developments have confirmed the importance of having direct control over production to reduce lead times and supply issues.”

Automation and proprietary technology for superior reliability

The new assembly line is engineered to quickly switch between configurations, managing thirteen module variants with changeover times of less than ten minutes. This enables Flash Battery to respond quickly and accurately to even the most specific customer requirements, supporting the creation of optimized electric systems without compromising on time or quality. This adaptive production capability becomes a clear competitive advantage.

Laser welding is also a strategic technological choice: it ensures stronger mechanical and electrical joints, greater resistance to vibrations, and lower energy dispersion. This is essential for achieving stable and reliable performance, particularly in demanding industrial applications.

The line operates through four core automated phases:
1. Cell loading and automated inspection, using optical inspection systems and high-precision sensors;
2. Module formation, with robotic stacking and placement of components into a containment structure for subsequent welding;
3. Laser welding of frames and bus bars, which connect the cells for a durable and efficient electrical connection;
4. Final compliance testing, including safety, insulation, and mechanical resistance tests. Only modules that pass all tests are labeled and sent to the battery pack assembly lines.

“With this new line, we are taking a decisive step toward a more autonomous, efficient, and reliable production model,” concludes Righi. “Integrating production skills allows us to respond promptly to customer needs and deliver tailored solutions with top-tier quality and performance. This is a key competitive advantage in a constantly evolving market.” With this in-house autonomy and the upcoming launch of European gigafactories dedicated to LFP (Lithium Iron Phosphate) cell – a safe, stable, and cobalt-free lithium technology – Flash Battery will soon be able to offer customers a fully European supply chain.

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Urban Final-Mile Delivery Firm Launches

RELM Logistics (Consultants) officially launched this week with a bold mission: to revolutionise final-mile urban delivery by making it cleaner, smarter, and more cost-effective. As congestion, emissions, and operational costs continue to climb in city centres, RELM offers a compelling new model that leverages micro-mobility, containerisation, and data-driven fleet optimisation.

Founded by a team with over 70 years of collective logistics experience, RELM is a specialist consultancy helping logistics operators, retailers, and local authorities navigate the complex realities of urban deliveries. The consultancy draws on real-world results — including eight years of successful cargobike-based 3PL operations — to offer clients tailored solutions that reduce emissions while improving efficiency.

“The logistics sector is under immense pressure to cut costs and emissions, but simply electrifying van fleets isn’t enough,” says RELM founder James FitzGerald. “We’re here to help businesses go beyond compliance — to reimagine the urban supply chain entirely.”

Cleaner Air Through Smarter Logistics

Urban centres now face unprecedented delivery challenges: congestion has driven average city speeds below 10mph; Low and Zero Emission Zones are expanding; and parking restrictions lead to costly PCNs. Meanwhile, over 20% of the UK’s population live or work in just ten dense cities — making sustainable, high-efficiency urban logistics more urgent than ever. RELM’s multi-modal, Swiss Army knife approach replaces ‘van think’ with adaptable, data-led fleet composition. High-capacity cargo bikes — with 2m³ volume and up to 300kg payloads — are central to this shift, often outperforming traditional vans in dense urban environments while cutting emissions and cost-per-drop.

Micro-Containerisation: The Game Changer

RELM highlights micro-containerisation as the future of urban logistics. This innovative model streamlines the entire delivery chain, reducing handling, boosting rider productivity, and enhancing traceability. In recent trials with a national grocery retailer, cargo bikes using pre-packed containers matched — and in some cases surpassed — vans in both speed and energy use, even in demanding ‘pick from store’ models.

For parcel carriers, containerisation offers even greater returns. One national delivery firm recorded a 30–45 minute daily time-saving per driver by shifting overnight packing away from riders. RELM sees this as just the beginning. “Implementing micro-containerisation isn’t just a final-mile fix — it’s a full supply chain upgrade,” says the RELM team. “It enables scalable, repeatable systems that drive down cost and emissions at every stage.”

Hands-On Expertise, Real-World Impact

From cold chain compliance to charging infrastructure, RELM supports every aspect of a successful transition to micro-mobility. Services include:

• Vehicle selection and field trials
• Site audits and logistics benchmarking
• Rider recruitment, training, and ops setup
• Lithium-ion battery safety and charging guidance
• Custom fabrication for specialised goods
• Cold-chain and oversized freight solutions
• New vehicle integration with existing route optimisation software
• Micro-mobility fleet maintenance and workshop facility design and operation

Having worked with past clients including Harrods, Sainsbury’s, Co-op, Ocado Zoom, and multiple London boroughs, the team at RELM bring proven experience to help businesses not just adapt — but lead.

E-Commerce at a Crossroads

UK online retail has surged from 3% of sales in 2006 to nearly 30% today — but RELM argues the ceiling could be far higher if logistics costs weren’t a limiting factor. “Retailers are reaching the limits of cost-efficiency with current models,” says RELM. “Physical stores won’t get cheaper — but online fulfilment can. Real gains lie in operational redesign, not just swapping vans for smaller vans.”

With strategic implementation of containerisation and micro-mobility, RELM believes businesses could push ecommerce penetration to 60% and beyond. “The winners will be those who master this shift. The rest will fall behind.”

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Redefining the Silk Road with Modern Logistics

The historical trade route that connected the civilizations of China and Europe is undergoing a resurgence in importance. Over the past ten years, trade volumes between China and the European Union have grown more than tenfold, collectively exceeding €730 billion last year. China remains the EU’s third-largest trading partner worldwide, and given the geopolitical situation, trade relations between these countries are expected to strengthen further. This has led to significant challenges in logistics management.

Three modes of transport can be used to facilitate logistics: air, sea, and land transportation. Road transport, once a niche player in this high-volume corridor, is rapidly emerging as a strategic imperative for transport and logistics companies seeking agility, speed, and bespoke solutions. The driving force behind this change is the growing demand for speed and flexibility. In an era of rapid technological advancements, just-in-time inventory models, and explosive growth in e-commerce, the lengthy transit times associated with sea freight are becoming untenable for a significant part of the market.

“Road transport is an attractive option, with the potential to reduce delivery times from weeks to days, at the same time it is cheaper compared to air transport, which is a significant benefit for high-value electronics, perishable goods, fashion and urgent shipments. This enhanced agility directly translates into lower inventory holding costs, faster market entry, and improved responsiveness to consumer demand, which are key differentiators in today’s competitive landscape,” says Everwest CEO Pavel Kveten.

Furthermore, the unparalleled last-mile connectivity of road transport provides a logistical elegance that other modes struggle to match. Trucks offer a door-to-door service, eliminating the complexities and potential delays of other modes. This efficient approach enhances cargo security, reduces handling costs, and provides shippers with a single point of contact and greater control over their supply chain. For businesses, particularly SME’s, requiring direct delivery to inland distribution canters or end customers across the EU, road transport offers a level of convenience and efficiency that is increasingly valued.

The ongoing development of infrastructure along the New Silk Road corridors is a critical enabler for this growth. Investments in modern highways, streamlined border crossing procedures facilitated by international frameworks like TIR (Transports Internationaux Routiers), and the establishment of strategic logistics hubs are creating a more efficient and reliable road network. Companies like Everwest Group are strategically leveraging these infrastructure improvements to optimise their routes and minimise transit times. Their investment in modern, well-maintained fleets equipped with advanced tracking technology allows for real-time visibility and proactive management of shipments traversing these evolving arteries of trade.

However, the journey along the China-EU road freight route is far from frictionless. Several significant challenges require careful navigation and strategic mitigation. The sheer distances involved necessitate meticulous planning, efficient route optimisation, and robust driver management protocols to address fatigue and ensure compliance with varying regulations. The complexity and diversity of border regulations and customs procedures across multiple countries require specialised expertise and accurate documentation to avoid costly delays. In response, companies like Everwest are investing in dedicated customs clearance teams and leveraging digital solutions to streamline documentation processes and navigate the intricate regulatory landscape.

In addition, the growing emphasis on environmental sustainability is putting increasing pressure on the road transport sector to adopt greener practices. In response, Everwest is proactively exploring investments in more fuel-efficient vehicles and exploring opportunities for intermodal solutions to minimise its carbon footprint and align with evolving environmental regulations and customer expectations.

In principle, transporting goods by land between China and Europe may appear to be a complex undertaking. This is due to several factors, including border queues, customs procedures in certain countries, political and economic instability, and inadequate road infrastructure development. In addition to these challenges, natural impediments such as snow-blocked roads and sandstorms further compound the situation.

“However, Everwest’s experience and expertise allow it to overcome these challenges. Our approach involves selecting the optimal cargo route using advanced technologies, including AI, and dynamically adjusting routes in real-time based on changing traffic and weather conditions. We also have experience working with official institutions in various countries,” says Kveten.

Recognising the increasing demand for speed and flexibility, the company has strategically invested in building a robust network and expertise in navigating the complexities of this challenging yet promising trade lane.

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Smarter Warehousing in a Labour-Short World

Warehouses and supply chains are the backbone of our modern commercial environment, writes Steven Watson (pictured), UK Managing Director of Timewise Systems. However, the warehouse and supply chain sectors are grappling with a persistent labour shortage. As businesses scale and customer expectations continue to rise, many are under pressure to do more with less. Now, with customer expectations at an all time high, there’s frequently less time and often less labour available.

This has led operations teams to an indisputable conclusion. It’s no longer a question of if they invest in automation, but how to do it strategically. Across the industry, forward-thinking warehouse operators are looking to boost productivity, reduce errors and unlock efficiencies. The plot twist is that this needs to be achieved without becoming overly dependent on a workforce that’s increasingly difficult to recruit and retain. This is where smart technology steps in. Not only does smart technology offer a strategic way to streamline day-to-day operations, but it also supports long-term business performance.

Start with the right focus

There’s a common misconception that solving the labour challenge means introducing robotics or full-scale automation across the board. This couldn’t be further from the truth. In reality, the most effective transformations start with something far more targeted. This involves identifying the biggest friction points in your operation and deploying technology to solve them. That might involve replacing paper-based picking processes with voice-directed workflows, or implementing a warehouse system to manage task prioritisation in real time.

These kinds of changes don’t require a full system overhaul. They’re about smart, incremental improvements that make a measurable difference. When technology is introduced with clear objectives and measurable outcomes, the return on investment can be both quick and significant.

Reducing costs while improving performance

Labour shortages often lead to reactive decision-making, such as bringing in temporary workers at a premium, extending shifts or pushing existing teams beyond capacity. This may help in the short term, but it’s not sustainable. Technology helps break that cycle by optimising how work is planned, distributed and executed. By automating routine tasks and reducing manual errors, warehouses can achieve higher and more accurate output without burning out their workforce. More consistent performance leads to fewer missed deadlines, better use of available labour and tighter control over operational costs. In many cases, even a small tech-driven change can reduce labour costs by double-digit percentages.

Empowering your workforce

It’s important to stress that technology isn’t about replacing people. In fact, one of the major benefits technology brings to warehouses is its ability to empower them. When employees are equipped with intuitive, supportive tools, their jobs become easier, safer and more rewarding. Instead of spending time on repetitive manual tasks, they can focus on value-added work like quality control or exception handling. Smart technology also enables better communication, faster onboarding, and more flexibility in task management. For businesses struggling to attract and retain staff, this can be a significant advantage.

Steven Watson

From efficiency to customer satisfaction

At the heart of every warehouse operation is the customer. They may never see what happens on the warehouse floor, but they certainly feel the effects. Delays, stockouts or incorrect deliveries all chip away at trust. When warehouse systems are optimised, customers benefit from faster, more accurate fulfilment. That reliability builds reputation and repeat business, which is essential in today’s competitive market.

A strategic approach to change

The most successful warehouse operations don’t rush to automate everything overnight. They take a strategic approach; prioritising their most pressing challenges and selecting solutions that are scalable and sustainable. With the right planning and execution, it’s possible to navigate the labour shortage while strengthening every aspect of the operation. Smart investment in warehouse technology isn’t about plugging the gaps. Instead, it unlocks new levels of productivity and sets the foundation for future growth.

Steven Watson is the MD (UK) of Timewise Systems. Timewise is a provider of technology solutions that help warehouse and supply chain operations work smarter, faster and more efficiently.

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Maps Reveal Flood Risk to Warehouses

Property investors and owners are facing a fundamental shift in how they understand and manage flood risk, as the UK Environment Agency’s updated flood risk mapping reshapes future development and climate resilience planning.

The UK government has estimated that around 6.3 million properties in England are in areas at risk of flooding. The total number of properties in areas at risk from rivers and the sea or surface water could increase to around 8 million by mid-century. In other words, 1 in 4 properties in England will be in areas at risk of flooding from rivers, the sea or surface water by 2050. Across England, the Environment Agency has estimated the new mapping has resulted in a 43% increase in the number of buildings in areas at risk of flooding from surface water.

Exposed industrial zones

The updated models offer a deeper insight into how even minor elevation changes and surface water behaviours impact buildings and sites. They go far beyond historical flood zones, instead focusing on future risks. These will only increase as climate change intensifies. Industrial sites, some of which sit in the most vulnerable flood risk areas (Flood Zone 3), are some of the most impacted areas.

In some cases, industrial land can provide a level of flood storage in the most extreme events in order to prioritise protection of surrounding more sensitive sites, such as residential properties. Despite this being an understandable priority, it puts pressure on businesses to adapt their assets quickly and meaningfully.

Russell Garnett, head of environmental consultancy at built environment consultant Hollis, notes: “The new maps should provide improved risk assessments, but property owners will have to consider the flood data more during their decision-making. Investors need to be proactive to help protect the value of their investments for years to come.”

Rethinking designs

The design of the building and the surrounding landscape will have a great impact on the flood risk of properties. Previously overlooked factors, like kerb heights or threshold levels, now take on new importance. A kerb that stands just 10cm high could dramatically change how water moves across an industrial estate, protecting a building from serious flood damage in the future.

In hard-standing areas, which are common around logistics and warehousing sites, poor drainage can compound the issue, as stormwater has nowhere to go. Systems installed in the 1980s and 1990s were often designed for storms with return periods of 1-in-30 years. With 1-in-50 and 1-in-100-year events increasing in frequency, many systems are not able to safely remove the stormwater at the volumes required. When drainage fails, surface water accumulates, further increasing the likelihood of flood damage.

Practical steps for flood resilience

Mitigating these risks requires a coordinated approach. Updating flood risk assessments with high-resolution topographic surveys is essential. Site-specific design interventions, such as raising electrical sockets, installing elevated charging points for machinery, or adding modest thresholds to doorways can offer vital resilience.

Design itself is also evolving. In newer industrial developments that are at risk of flooding, offices are being placed on the first-floor level to shield expensive IT equipment from water ingress, with warehouse spaces left at risk on the lower floor, but more easily recoverable. This design shift helps minimise business disruption and reduce long-term costs from repeated claims or repairs. Regular maintenance is also key. On industrial sites, drains frequently clog due to debris. Ensuring these systems are clear at all times significantly reduces the chance of flooding, particularly in intense rainfall scenarios.

Risk profile and insurance under pressure

As flood risk increases, insurability and premium costs will be carefully reevaluated. Sites that now fall into higher-risk zones could face increased scrutiny or even be deemed uninsurable or unsellable. In such cases, proactive flood resilience planning becomes essential for preserving asset value.

Beyond individual sites, the updated flood data influences wider investment decisions. The ability to recover quickly from a flood event and to demonstrate resilience through design could become a key differentiator in an increasingly risk-conscious market. The industry must also prepare for the fact that what is Zone 2 today may become Zone 3 in the future, as sea levels continue to rise, and storms increase in intensity and frequency.

Climate change is accelerating this shift. Winters in the UK are becoming wetter, and summers are no longer immune from flood risk. Saturated ground conditions mean heavy rainfall leads to faster run-off and with drainage infrastructure already under strain, the consequences can be severe.

Garnett explained: “It’s going to cost you money one way or another, so be proactive. By preparing in advance, via the robust assessment of sites and employing mitigation measures, where required, the cost of flood impact on a site can be reduced. Preparing in advance to get a building back up and running quickly after a flood event should be a core part of this process.”

Commercial property owners should look at the new mapping system as an opportunity for more insight, rather than a stress point. These maps are more than just data, they are a guide to futureproofing assets in a world where flood risk is no longer a remote concern, but an immediate one.

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