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Month: November 2025

Diesel or Electric Forklifts?

Posted on by David Priestman

The intralogistics market is seeing a clear trend towards electrification, With electrically-powered industrial trucks accounting for 70% of the market share, a development driven by factors such as stricter environmental regulations and technical advances in electric drive systems. At the same time, diesel engines still make more sense for many uses.

The choice of drive concept depends heavily on the operating conditions. Daily operating time, infrastructure conditions, applicable emission standards and economic considerations all influence this decision. To make the right choice, the respective strengths and weaknesses of the drive types must be carefully considered. What about forklifts in particular?

E-mobility is increasingly becoming a strategic factor in logistics. Political framework conditions such as the EU’s ‘Fit for 55’ program, which aims to reduce greenhouse gas emissions by at least 55% by 2030, are accelerating the switch to electric industrial trucks. At the same time, technological advances – particularly in battery systems – are creating the necessary conditions for electrification.

The further development of lithium-ion technology plays a central role. Like some other companies, Bobcat is also looking for modern alternatives to the classic lead-acid battery, in warehouse technology, for example. Lithium-ion batteries offer significant advantages: they are up to two-thirds smaller, maintenance-free, allow for fast charging and their service life is three times longer. Their more compact design opens up new possibilities in future vehicle design. Electric forklifts can, in principle, be designed to be significantly smaller and more manoeuvrable – an advantage in narrow aisles and confined spaces in warehouses. At the same time, ergonomics are improved: as the central space no longer has to be built around the battery, operator cabs can be designed to be more comfortable and functional.

Maintenance and charging processes are also more efficient. Lengthy charging times of six to eight hours are a thing of the past. The new lithium-ion batteries can be easily recharged during a lunch break or fully charged in around two hours during longer stoppage times. Additional advantages of electric drives are: no emissions, no odours, no dirt and, what’s more, less noise than diesel machines. This facilitates communication between employees and alleviates stress. In terms of CO2 footprint, electric forklifts are a particularly good choice for companies if they are charged via their own PV system or green electricity contracts. This allows the CO2 consumption of the forklift fleet to be reduced significantly and quickly. If you have your own PV system, you also stand to cut down on the cost of your energy supply.

What do Diesel Forklifts Still have to Offer?

Despite the increasing proportion of electric industrial trucks, there is still a market for diesel and gas forklifts. Stricter emission standards and the trend towards greater sustainability in logistics are also influencing the further development of diesel-powered industrial trucks. Since 1st January 2020, the Stage V emission standard has been in force in the European Union for so-called non-road mobile machinery (NRMM), i.e. construction machinery, generators and also forklifts with diesel engines.

The Stage V emission class is not comparable with road standards such as Euro 6, but was designed specifically for off-highway use. The foundation was laid back in 1999 with Stage I, limiting permissible particle emissions to 0.54 grams per kilowatt hour. Today, the limit value in Stage V is as low as 0.015 grams. Thanks to modern particle filters, fine dust emissions have been reduced by around 97 per cent.

Diesel-powered models remain a popular option, particularly in challenging areas of application such as ports or heavy industry. Their performance is particularly appreciated for heavy-duty tasks and outdoor use. Diesel forklifts are characterised by their robust construction. Weather conditions such as rain, heat or frost have little effect on their operation, and the quick refuelling process further increases uptime. A diesel forklift can be made ready for a full shift within just a few minutes, minimising downtime. There are also economic advantages. The purchase costs are often lower than those of comparable electric models. On the other hand, electric models score highly for lower maintenance and operating costs.

Challenges for Electric Drives

Despite technical advances in the field of electric industrial trucks, there are still requirements that must be taken into account when envisaging electrification. Weaknesses of electric forklifts tend to be the precise areas where classic diesel forklifts come into their own. Thus they show their limits when used outdoors – especially in wet conditions, extreme cold or high humidity. However, Bobcat, for example, offers additional engine protection systems to combat wet conditions, along with high IP protection classes for reliable water protection. In hot conditions, integrated cooling fans ensure increased operational reliability of critical components.

Real Climate Neutrality

Compliance with the new limits calls for more complex exhaust technology. This also affects the price of diesel forklifts, since Stage V forklifts are generally more expensive than models based on older emission standards. In addition, larger models (optional from six tons and mandatory from eight tons) use AdBlue – a urea solution that converts harmful nitrogen oxides into water vapour and nitrogen using selective catalytic reduction (SCR). On the other hand, companies reap the benefits of a much lower fuel consumption with the latest generation of machines.

Despite the significant reduction in exhaust emissions, however, a zero-emission supply chain cannot be achieved with diesel forklifts. To achieve this goal, electrically powered forklifts or the use of alternative fuels are required, such as eFuels, synthetically produced fuels that are generated using renewable electricity, hydrogen (H₂) and CO₂. Some diesel engines are also suitable for operation with HVO (hydrotreated vegetable oil), a biogenic diesel fuel produced by the hydrogenation of vegetable oils and fats.

Application and Costs

Actual use cases should be thoroughly analysed before deciding between a diesel or an electric forklift. A key indicator here is the intensity of use. If a forklift is only used occasionally – for example, a few times a week – a diesel-powered model may make more economic sense. The purchase costs of diesel forklifts are sometimes up to 20 per cent lower than those of electric models with comparable performance. Moreover, operating and maintenance costs are less significant when usage is low. In continuous use or shift operation, on the other hand, an electric forklift pays off in the long term.

Lower maintenance requirements, lower energy costs and the elimination of fossil fuels lead to reduced overall operating costs. Equipment with high tonnages is an exception. Diesel is generally the preferred choice here, regardless of the intensity of use, as the price-performance ratio of electric forklifts decreases with increasing load capacity – and thus typically a larger battery. In addition, the issue of availability is a key consideration: this is limited in electric forklifts due to battery changes or opportunity charging.

Even though intralogistics is moving towards electrification, diesel drives remain indispensable for certain applications: robustness, fast refuelling and lower acquisition costs are arguments in favour of diesel forklifts. The stricter Stage V emissions standard has noticeably improved their environmental footprint. For in-plant transport and numerous related areas, however, electric forklifts are now on a par with their fossil fuel counterparts. Last but not least, they are the only way of achieving a noise- and exhaust-free working environment.

Yorkshire-based Haulier Joins Network

Posted on by David Priestman

Pall-Ex continues to strengthen its network with the addition of Yorkshire-based haulier Reddo Transport.
Based in Sherburn in Elmet, North Yorkshire, Reddo Transport becomes the latest shareholder member to join Pall-Ex as the network strengthens its distribution service across the country.


Since beginning with the network in late-October, Reddo has consistently achieved service levels over 97% across the YO postcode area. Alongside its pallet network offering, Reddo also provides general haulage and same-day courier services.


Despite joining Pall-Ex as a newly established business, the senior management team at Reddo Transport boast over 25 years of experience in the logistics sector, bringing with them a wealth of industry knowledge.


Becoming part of the Pall-Ex network has given Reddo Transport access to over 90+ quality members across the UK and robust international partnerships, giving its customers the ability to send freight across Europe and beyond.

Explaining the decision to join Pall-Ex, Managing Director, Tom Clarke, comments: “We believe that Pall-Ex’s long-term vision for growth strongly aligns with our own, and the senior management team all share the same values and principles as the team here at Reddo. The support that we have received since joining the network a few weeks ago is incredible and we are looking forward to growing alongside such a well-respected name in the logistics industry.”


Michelle Naylor, Managing Director at Pall-Ex, adds:

I am delighted to welcome the team at Reddo Transport to Pall-Ex. The impact that Reddo has already made on the network is fantastic and I am looking forward to seeing the partnership flourish over the coming months. Partnering with quality hauliers is a priority for us at Pall-Ex and with Reddo Transports’ customer-centric approach and consistently high service levels, the business is already demonstrating its ambition to succeed.

Autonomous Procurement Changing Freight Buying

Posted on by David Priestman

Due to the ever evolving tech landscape changing how businesses operate across the globe, there’s no surprise that freight procurement is also undergoing a major shift. With the introduction of new digital procurement tools, the way freight is sourced and awarded is changing dramatically to be AI-supported, data-driven, and increasingly autonomous. For shippers and carriers alike, this means saving time, cutting costs, and making better use of resources. Bernhard Schmaldienst (pictured, below), Associate VP Transporeon Products, Trimble, explores the potential of AI-supported technology that is transforming the spot market as we know it.


The Rise of Spot Freight


Across Europe, there is an increasing amount of freight being handled on the spot market. The reasons for this vary: Fleet reductions and driver shortages are leading to capacity bottlenecks for carriers. Shippers, in turn, often do not want to commit to fixed volumes for the long term in times of economic uncertainty. This makes spot allocation more attractive.

This flexibility however, comes at a price. Manually processing individual requests is time-consuming, error-prone, and ties up resources for both shippers and freight forwarders. While buyers submit requests, wait for quotes, and then compare and evaluate them, carriers invest considerable resources in complex calculations with no guarantee of the correct outcome.


From Price Takers to Price Makers


An autonomous procurement solution turns this process on its head. Instead of carriers submitting quotes, shippers do, supported by artificial intelligence. Based on historical spot and freight rate data, a specified price range and a fixed maximum price limit, as well as logistical parameters such as lead times, modes of transport, and sustainability criteria. This is then published in real time on the platform, tailored to individual carriers. Integrated AI then analyses freight carriers based on past bookings and develops tailored quotes, creating a high degree of differentiation in quote creation. The system then automatically forecasts a price for each carrier that lies within the specified range.


If an order is not booked at any of the initial prices, the system dynamically adjusts the price or initiates additional tender rounds. The difference between an automated and an autonomous solution is that Autonomous Procurement itself determines which forwarders will be invited next, what terms they will receive, and how long each round lasts. Once a time-consuming process, this can now be completed within seconds, scalable, error-free, and at any time. Measurements show that the proportion of orders matched automatically is up to 90 percent, with the average match time dropping to 70 minutes. And with the more structured historical data on freight, routes, and carriers available, the more precise and efficient the system becomes. Platform-based transport management systems provide the best foundation for this, especially when they provide access to a broad network and reliable market data.


Turning Spot Buying into a Strategic Advantage


The benefit of this for shippers is clear: productivity per dispatcher increases by 20 percent annually thanks to outsourcing the spot buying process. Teams can therefore turn their focus on strategic deals and their business relationships instead of repetitive and time-consuming manual work. At the same time, the system helps identify the best available spot prices, which are typically eight to twelve percent lower than those achieved through traditional bidding processes. This means even less experienced team members can efficiently tender spot freight with this solution, supported by the technology’s algorithms.


Why Carriers Benefit from Smarter Freight Allocation


In the long term, however, a new solution only works if both sides benefit. So, what is the advantage to carriers? Well, they don’t have to invest time in a quote, but can accept new orders immediately with a click or completely automate order acceptance. At the same time, they gain full transparency over offered shipments, including all necessary details. This simplifies scheduling, even at short notice, and reduces empty runs. Not only this, they also benefit from reliable, punctual payments, which builds trust and facilitates planning, especially for small and medium-sized carriers.


Balancing Automation with Human Expertise


According to carriers and recent industry findings, roughly 95 percent of freight can currently be offered fully automated. While this may seem daunting, it’s important to remember that autonomous systems work alongside employees to enhance their performance, illustrating how modern technology and human capabilities can be harmoniously balanced. While this software might be capable of quickly and accurately analysing market prices across all routes and regions, humans are needed in the loop to question rules, evaluate exceptions, and make strategic decisions. Especially in an environment where experience, business relationships, and strategic decisions count, the combination of human expertise and modern technology creates the greatest added value.

DPD Rolls Out Interactive PUDO Map

Posted on by Will Priestman

DPD Slovakia offers an interactive PUDO map that enables e-shops to easily display pickup and drop-off points directly on their websites. With this solution, customers can quickly and conveniently select their preferred location for collecting or sending parcels.

The platform was created in response to DPD’s need for a dedicated digital tool to present its pickup network in a clear and user-friendly way. The objective was to deliver a solution that enhances the customer experience while strengthening DPD’s position in the parcel delivery market.

Screen no. 1: System preview – overview of collection points

The development of the PUDO map took place in three phases: an analysis of the needs of DPD and e-shops, the development itself, and thorough testing followed by final refinements. The entire process was completed within 90 days. The result is a modern component that can be integrated into any website through a simple JavaScript snippet. The map loads instantly, allowing customers to choose from dozens – or even hundreds – of pickup points in real time.

Built using JavaScript, Google Maps API, HTML5, and SQL, the map is fully responsive across all devices. Users can search by address or postal code, filter by the type of pickup point and available services such as parcel dispatch, returns, or card payments. Each location also includes detailed opening hours, helping customers plan their drop-offs or collections more efficiently.

Screen no. 2: System preview – collection point detail

The solution is available in five language versions: Slovak, English, Hungarian, German, and French.

Among the key benefits of the PUDO map are its clear visualization of pickup locations, easy implementation for e-shops, and responsive design. The platform further strengthens DPD’s competitiveness and provides its partners with a modern tool that streamlines the entire delivery process.

Soft Horizons for WMS

Posted on by Paul Dixon

At Manhattan Associates’ ‘Exchange’ event in Antwerp, new CEO Eric Clark outlined a broad growth vision for the company’s supply chain solutions – extending well beyond its well-established warehouse management systems (WMS). Paul Dixon reports.


Clark (pictured, below), said Manhattan sees really strong growth opportunity across all five of its core product areas, which include WMS, transportation management (TMS), order management, point of sale, and supply chain planning.

Warehouse management is the one that we are well known for – we’ve been in that space a long time and hold roughly a 20% market share… But across transportation, order management, point of sale, and supply chain planning, our share is still in the single digits, so there’s a lot of room to grow.

Clark explained.


Henri Seroux, Senior Vice President EMEA, added that even within its core WMS business, momentum remains strong, with both new customers and existing on-premises users migrating to cloud-based platforms. Increasingly, customers see value in integrating warehouse and transportation management to unlock greater ROI. “The two working together create very clear opportunities,” Seroux told us.


Brian Kinsella, Senior Vice President, Product Management also highlighted the potential in supply chain planning, describing it as an “underserved” but equally large market compared with supply chain execution. As more enterprises shift their ERP systems to the cloud – particularly those moving to SAP S/4HANA – many are re-evaluating their tech stack and turning to Manhattan for more advanced forecasting and planning capabilities.


We’re seeing more opportunities from those transitions… SAP is very strong in transactional back-office processes, but customers are increasingly looking to specialists like Manhattan for innovation in demand forecasting and supply chain planning.

Kinsella said.


Responsible Ecommerce


Sustainability, Clark emphasised, continues to be a key focus. “When we think about sustainability, one of the areas that we think we can make a difference, a significant difference, for our customers, is with efficiency. I think that transportation is a clear area that lots of companies could improve, companies that are shipping trucks around that have empty space, dead weight, maybe shipping the wrong things to the wrong place inefficiently. So, the planning and the AI that go into this can create more efficiency around what’s in the truck, where the trucks are going and the optimal route. We’re constantly looking at how we think about sustainability and the way that we develop our products and the way that we help our customers execute.”

Sanjeev Siotia, Executive Vice President and CTO, echoed that sentiment.

The good thing is everything which we do actually makes operations more sustainable, because we’re trying to optimise, from how do you load the truck to how you can reduce the least number of miles, and every aspect of our product.


Seroux added,

“I think we have a lot of respect for all the European retailers who make a lot of efforts to reduce their carbon footprint to use fewer miles, less packages and so on so forth. We have raised our voice to say that we are outraged by the fact there is unfair competition from like the likes of Shein and Temu, bringing product probably made in the worst condition and transported in the worst sustainability condition and then it gets thrown away after a few uses. Europe should be united on this topic, and it’s a big one.”


Sharing Knowledge


Another ‘big one’ is the role AI is playing – is it a danger? Siotia says Manhattan think of it as more something which will assist and make you more productive, versus taking away your core knowledge.

Clark agreed. “It’s not magic. The information comes from somewhere. So, for example, we now give customers the ability to upload all of their training docs, their SOPs, into the platform, so that associates can ask questions about how to use the warehouse management system while they’re using it. Where do I induct this tote? I need to recharge my device. What do I do when I don’t find inventory in the location to go pick it that’s not coming from, some model in the cloud that’s coming from the fact that we allow the customers to essentially script all of their processes and effectively all the answers to those questions, and without getting into all the technical details. So it’s still their core knowledge that’s being shared. It’s just being shared far more easily and effectively.”

Seroux concluded that, instead of replacing workers, AI has the potential to create opportunities for learning and developing new skills.

Within a large organization today, far more people are knowledgeable about software – how to configure it, optimise it, and solve issues – than there used to be. In the past, we thought you needed to have come from a particular engineering school and have five years’ experience configuring those systems. We’d have just two or three people with that expertise. Now, with large 3PLs running our solutions at scale across every continent, those teams have become more autonomous. This is because the systems themselves now include built-in tools that make it easier to learn, configure, and improve. It’s less about human knowledge disappearing and more about enabling greater potential to share knowledge.

New Site in Germany for Modula

Posted on by David Priestman

After years of dedicated work and steady growth in international markets, Modula celebrates a new strategic milestone with the opening of its new site in Gersthofen, Germany. This move represents a key step in the company’s ongoing process of international expansion and digital transformation.


Modula has been present in Germany for over a decade, with a well-established network spanning several of the country’s industrial districts. With the opening of the new Gersthofen site, Modula is establishing the centre of its German operations here, further strengthening its customer proximity and the ability to deliver comprehensive, integrated services.


Located in the heart of Bavaria, within a strategic industrial district, the new Modula GmbH site spans three floors and a total area of 2200 m². It represents an ideal combination of modern architecture, functional efficiency, and attention to customer experience.


Bright, spacious, and welcoming offices accommodate the Sales, Back Office, Finance, and Customer Care departments, as well as a highly skilled technical team at the core of Modula Germany’s operations.
On the ground floor, the building features a state-of-the-art Experience Centre, where customers and partners can embark on an immersive journey through Modula technologies, witnessing firsthand the evolution of its automated storage solutions over time.

This space was designed not just to showcase products, but to also to reflect the company’s core approach and values: innovation, appeal, excellence, and customer proximity.


The new Gersthofen site represents a decisive step in our international growth journey… It is a building that embodies our vision: blending modern architecture with advanced technology to create efficient, sustainable, and innovation-driven work environments where people and technology grow together.

said Franco Stefani, Chairman of Modula


The official inauguration, held on 18th November, welcomed the entire international team, German staff, the Mayor of Gersthofen, representatives from the Chamber of Commerce, and other institutional guests. Everyone took part in the ribbon-cutting ceremony in an atmosphere of great enthusiasm and shared pride.


The year 2025 is proving to be especially dynamic for Modula, with new subsidiaries opening in Colombia, Singapore, Australia, Denmark, and India. The company is also undertaking a major expansion of its U.S. facility in Ohio, which will add 15,000 m² of new space.


With the new Gersthofen site Modula reaffirms its mission to share Italian excellence in automated logistics with the world – combining technological innovation, customer care, and industrial culture. This project embraces the future with confidence, all while maintaining a heart that proudly reflects its Italian heritage.

Video Intelligence to Define Logistics in Future?

Posted on by David Priestman

Adam Wales, Key Account Manager, Axis Communications, explains how video and sensor technologies are reshaping logistics into a safer, smarter ecosystem that strengthens compliance and deepens customer trust.

The pace of digital transformation (DT) in the logistics industry is accelerating. McKinsey reports that 55% of service providers expect to deploy at least 13 digital use cases within three years, a sharp rise from the 9% hitting that mark today. 85% of logistics firms report added value from DT initiatives, despite the challenges DT still presents.

Data-driven decision making underpins the future of the logistics industry, and video and sensor technologies play a crucial part in the shift from looking back forensically to acting in real time. Every pixel is a sensor, turning video into a continuous stream of actionable data. At the network edge, metadata ties events in the real world to identity and context, empowering immediate, proactive decision making.

Video adds benefits to obvious functions like security, and empowers the less obvious. It’s a way to discover greater operational efficiency, sharper asset protection, and a streamlined, accurate and satisfying customer experience. In the high-risk, high-value environments of ports, warehouses, and distribution hubs, one application stands out as both the most relatable and the most urgent: health and safety. By improving compliance and reducing risk, video and sensor data can drive down insurance costs, boost operational resilience, and protect people – the most valuable asset of all.

Start with being proactive about safety

Logistics environments are inherently complex and potentially hazardous. Forklifts and foot traffic share the same space, heavy goods move constantly, and training levels vary significantly, particularly considering the presence of temporary staff or visitors. Despite mounting compliance requirements, monitoring levels are often inconsistent and reliant on the stretched attention of humans alone. Video analytics help to close this gap.

Through analytics running in-camera or on a VMS, cameras can detect whether proper PPE is being worn, confirming compliance or allowing issues to be addressed immediately. They can recognise both vehicles and people, defining exclusion zones and triggering alerts when the two cross paths in unsafe ways.

Standardised messaging protocols allow cameras to integrate with operational systems – enabling actions such as closing barriers, maintaining red lights, triggering visual or audible alerts, or controlling dynamic messaging and signage, with the camera acting as the catalyst. This represents a proactive approach, shifting health and safety from an arduous box-ticking exercise to a dynamic, data-driven system. Safety goes beyond compliance. It is the clearest proof that data translates into measurable value.

By starting with safety, logistics leaders can demonstrate ROI quickly, secure stakeholder buy-in and build the foundation for broader transformation. Leveraging existing camera infrastructure in a new way keeps deployment complexity low and impact high, enabling organisations to achieve quick, visible results that build momentum for further innovation.

High-impact improvements in the long term

The benefits of video data extend beyond momentary corrections. Each compliance check generates data of its own, helping management to identify recurring issues or persistent problems, target training where it is most needed, and create a cycle and culture of improvement.

Once the impact of cameras on safety is proven, their value expands further. Logistics is not just about moving goods, but doing so reliably, securely, and with minimal disruption. Video and sensor data has a role to play in any DT effort that seeks to improve these metrics.

Video can record the condition of palletised goods as they are unloaded from containers, and again as those goods are dispatched, creating a vital chain of evidence. This can prevent costly write-offs and, by documenting any pre-existing damage, provide the evidence needed to rebut fraudulent claims and demonstrate diligence to customers.

Accessing sustainability benefits

Cameras offer benefits in efficiency and sustainability. In lighting, for example, intelligent analytics can distinguish between people, vehicles and empty space, meaning they outperform traditional motion sensors and can be integrated into a smarter zoned automated lighting setup which cuts bills and carbon footprint without reducing worker safety or comfort.

They can also form a bridge between legacy systems and digital upgrades, transforming analogue gauges and readouts into live, actionable data streams. Instead of relying on manual checks or outdated snapshots, leaders gain continuous visibility into operations. With thresholds and automated alerts in place, even older systems retain their value, contributing to a modern connected logistics environment without forcing an immediate upgrade.

A video-driven future in logistics

Video data is not a bolt-on, it is a cornerstone of the new digital supply chain. Starting small with visible wins like PPE compliance helps to build momentum, and there is a wealth of value to be found when DT initiatives scale up. A connected, intelligent infrastructure transforms risk management, boosts operational efficiency, and cements customer trust.

The benefits are clear, and they compound quickly. Logistics organisations have reported lower insurance premiums after implementing safety analytics like smoke detection, savings of millions in fraudulent missing item claims through order-linked packing evidence, and tangible reductions in mid-mile transportation costs by measuring the fill rate of trucks .

Whatever the need, and wherever DT projects begin, it is vital to build the next generation of logistics technology on a platform that is up to the task. The sharper the footage, the stronger the edge processing and machine learning capabilities, the better the data. Those who see cameras as the intelligence platforms that they are will be the ones to create a smarter, safer world for logistics. This is more than transformation – it’s accountability in action.

The Big Red Line in Last Mile Logistics

Posted on by Paul Hamblin

Confident planning and execution based on data-driven decision-making are transforming last-mile logistics. Paul Hamblin speaks to Aptean, a major player in the sector.

Last-mile matters. Always has, always will. It’s one of the unwritten laws of logistics.

That’s because the last mile is generally seen as the most expensive link in the supply chain. With the rise of e-commerce, it has evolved into a fiercely contested battleground, where retailers, wholesalers, manufacturers and logistics providers vie for competitive edge through customer service excellence.

Meanwhile, every modern logistics operation runs on the clock. A single misstep on timings can cause efficiency levels to plummet, with the inevitable negative effect on bottom line.

Logistics is cash

“Logistics is cash,” says Luke Robinson, International Sales Director for Aptean. “In today’s highly complex, high-speed world, the two factors which separate success from failure, are logistics and cash. Nail both, and you’re not just surviving, you’re leading.”

Robinson is International Sales Director for Aptean, a $700 million USD software powerhouse backed by venture capital and private equity, headquartered in Alpharetta, Georgia. In May 2020, Aptean acquired Paragon, a leading name in the fast-growing Routing and Scheduling (R&S) sector. Two years later, it expanded further with the addition of carrier management specialist 3T to its portfolio.

Robinson is crisply confident about Aptean’s digital solutions and their power to transform logistics capabilities for his customers.

“Let’s say you’re a company making deliveries of washing machines,” he ventures. “Every time an extra route is added, you’re not just thinking of logistics, you’re considering a vehicle, its maintenance, fuel, a competent driver you can trust. In short, a whole new layer of costs. Our job is to make that addition as cost-efficient as possible with our Paragon software, and we do it by optimising routes and schedules through evidence-backed, data-driven methods.”

Robinson adds that the benefits are not just about operational efficiency, they also transform customer service. Expectations have changed, he notes, and service levels have to upgrade to match them.

“Let’s go on with that washing machine,” he illustrates. “Until a few years ago, the supplier told the customer when it was arriving according to that supplier’s own schedule, no questions asked. Now, the customer expects it in a two-hour window next Tuesday, the old machine taken away, the replacement plumbed in, the installers wearing plastic shoe covers… And it’s not just in the retail consumer world. The industrial environment is equally demanding. An assembler of steel chimney flues wants to know when the shipment is arriving at his factory – and wants to track the shipment’s journey by the hour.”

His customers, the says, have two key questions. “Can you save us cash, and can you keep our customers happy?”

To detail how Paragon works, he introduces his analogy of the ‘Big Red Line’.

“We support customers on both sides of this line. To the left we describe as ‘ahead of time’ planning, achieved via R&S and covering many sectors. In addition to transport and logistics – tins of beans, washing machines – we also support many service industries. Anything that requires movement sits on the left-hand side of this red line.”

“Each organisation has grown to carry out these functions differently. Maybe a long-term employee at a company using manual systems has it all in their head, knowing which driver prefers which run, which route works better in reverse, or being the only person who knows the right security codes at a customer’s yard.”

Every trip has its own constraints and quirks; all have the potential to be improved.

“In that vacuum of manual planning, we step in. We take all of these tasks, whatever they may be, and optimise the routes to make them as time and distance-efficient as possible, while accounting for every constraint. Maybe the delivery is for a school and must happen within a narrow time window. Or maybe aggregate X and aggregate Y can’t be grouped in the same load. All constraints go into the melting pot, and our algorithmic solutions push out the best and most efficient routes to meet those needs.”

The wins are varied. “It could mean that all of a customer’s routes can now be managed with 32 vehicles instead of 40. It could mean a lower fuel bill. Or it could be that planning, which once took a staff member a full day, can now be achieved confidently in 20 mins.

This brings us to the other side of the red line – the execution of the last-mile plan on the day. Here, the key word is visibility. All relevant parties are kept informed of shipment status via alerts and updates.

Paragon from Aptean’s ePOD (electronic Proof of Delivery) provides vital paperless visibility after the event itself. The goods have successfully been delivered, the address is correct, the installation has been carried out successfully, and the end customer has signed to show their satisfaction.

“This is about more than simple delivery of goods,” says Robinson. “It’s about what we call ePOF, or electronic proof of fulfilment,” he explains. “For instance, servicing schedules can be demonstrated to have been completed and therefore invoiced more promptly than was the case.”

The crucial breakthrough, he says, is that the end recipient is now fully engaged and included in the process, and that means far fewer inbound calls to costly customer service centres. Luke Robinson points out that this is one of the many ‘hidden’ costs of last-mile logistics, each inbound call having a cost attached to it in terms of staff time and administration.

Paragon customers are diverse – some treat transport costs as a vital daily metric; others see it as a distant cost centre. Some are replacing legacy systems; others still operate entirely manually. In fact, Robinson says, half of Paragon’s new business comes from companies still using manual processes.

“So if you’re in a business nervous about still being manual in a rapidly digitising world, think again” he says, “You’d be amazed at the gargantuan retail businesses in the UK and Europe that are still doing it all on a piece of paper,” he confides.

Paragon Benefits

Why Paragon?

“The benefits for the left-hand side of the red line can become apparent very quickly,” says Robinson. “If you have 100 vehicles, and we can optimise to save you 15 of them, that’s a seven-figure saving per year. Data-driven evidence from your existing routes, driving times, baseline mileages, carbon emissions, can reveal very quickly and clearly what improvements can be made.”

He believes Paragon outpaces the competition thanks to its depth and breadth of capability.

“With over 30 years of experience and implementation, Paragon exists at a place in the market where no constraint is a problem,” he says. “Our standard product compatibility is very high. That’s where we live in terms of our offering to the market. And when it comes to reliability? “Security is paramount. Our 99.9% uptime scores are ours to maintain, not something we hand off to the customer.”

AI Agents Keep Customers Happy

Posted on by David Priestman

DHL Group is accelerating its enterprise-wide AI strategy through a new partnership between its contract logistics division, DHL Supply Chain, and the AI startup HappyRobot. The collaboration marks a significant step in deploying agentic AI to streamline operational communication and enhance both customer experience and employee engagement.

DHL Supply Chain has already successfully utilized HappyRobot’s AI agents across several regions and use cases, including appointment scheduling, driver follow-up calls, and high-priority warehouse coordination. These agents autonomously handle phone and email interactions, enabling faster, more consistent, and scalable communication.

Strategic AI deployment

“As part of our structured and strategic approach to AI, DHL Supply Chain has been systematically identifying and validating operational use cases for generative and agentic AI technologies for over 18 months. Building on our extensive operational experience with data analytics, robotic process automation, and self-learning software tools, we are now integrating AI agents to drive greater process efficiency for customers while making operational roles more engaging and rewarding for employees by automating repetitive and time-consuming tasks such as manual data entry, routine scheduling, and standardized communications”, Sally Miller, CIO DHL Supply Chain, explained.

Current deployments already in use across DHL Supply Chain target hundreds of thousands of emails and millions of voice minutes annually. AI agents are supporting key workflows such as appointment scheduling, transport status calls, and high-priority warehouse coordination – helping teams manage operational communication at scale and with greater consistency.

AI agents as a new operating model

These implementations have already shown measurable impact – significantly reducing manual effort, increasing responsiveness, and enabling teams to focus on more strategic tasks and exception handling. By automating high-volume communication workflows, AI agents like those from HappyRobot are helping DHL deliver faster, more customer-centric services, while improving the work experience for employees and contributing to long-term workforce retention.

At DHL Supply Chain, our people are at the heart of everything we do,

AI agents help us relieve our teams from repetitive, time-consuming tasks and give them space to focus on meaningful, high-value work. In today’s tight labour markets, where qualified talent is increasingly scarce, these technologies allow us to maintain – and even improve – responsiveness, customer centricity, and service consistency, while making roles more attractive and sustainable. That’s not just operational progress – it’s also a win for our people.

said Lindsay Bridges, EVP Human Resources at DHL Supply Chain.

HappyRobot’s platform enables fully autonomous AI agents to interact via phone, email, and messaging, while integrating seamlessly with DHL’s internal systems. And DHL Group continues to expand its AI strategy across all divisions. Beyond current pilots, further use cases are tested.

At HappyRobot, we envision AI workers coordinating global supply chain operations – not just moving data, but actively managing workflows… Too often, people are stuck maintaining systems and inboxes, with little time to solve exceptions or improve processes. DHL recognized early on the potential of AI agents as a new operating layer – one that brings speed, visibility, and consistency to logistics. We’re proud to collaborate with such forward-thinking partners to scale this vision globally.

said Pablo Palafox, CEO of HappyRobot.

Should Fleets Plan Electrification Around Power?

Posted on by David Priestman

For logistics operators, electric vehicles offer an essential pathway to operational savings and climate and sustainability goals, but power bottlenecks continue to put the brakes on electrification. Jamie Aspin, business development manager at Eclipse Power Networks, explains how fleet managers can keep their electric fleet deliverables on track.

There’s a huge environmental imperative for moving fleets electric – In 2023, road vehicles were responsible for more than a quarter (26%) of all UK emissions, and one third of that came from buses, HGVs and vans.

Businesses have their own commercial and strategic drivers for electrification, too. Whether meeting environmental and sustainability goals, or under pressure to reduce emissions for customers’ Scope 3 accounting, haulage and logistics operators can gain a strategic advantage through early adoption of electric vehicles. In so doing, they also have the potential to unlock lower fleet operating costs, improved vehicle performance, and simplified maintenance schedules.

But despite the immense promise of electric HGV fleets, operators face significant barriers to uptake. Questions over upfront costs and residual values deter investment, while opaque total cost of ownership data can leave investments hard to justify. At the same time, a lack of depot and opportunity charging infrastructure present foundational problems to fleet operators looking to electrify.

The power imperative


Unlike the typical car or van fleet, electric HGVs require significant infrastructure upgrades. With a battery capacity up to ten times that of a van, operators looking to turn an eHGV around overnight need DC chargers, capable of providing up to a few hundred kilowatts to each vehicle. For a fleet of eight eHGVs, that could mean a maximum power demand of several megawatts (MW) without charge management to reduce the peak value.

Even this won’t be enough for certain applications, particularly where turnaround times are very short, or where a fleet is working to maximise the use of haulage assets – for example running the same vehicle with multiple drivers over a 24-hour period. Here, depots will be likely to require Megawatt Scale Charging (MCS) facilities, with individual chargers rated up to 3.75MW – enough to turn an eHGV around as quickly as it can be reloaded.

While there’s funding available for depot charge points through the Depot Charging Scheme, DC charger – and especially MCS – power demands are clearly far beyond the likely capacity of the typical bus or logistics depot’s connection to the power grid. Most facilities were built long before electric vehicles were a reality, with power connections specified to handle typical light industrial loads: heat, light, or refrigeration. As such, they’ll need very significant grid connection and infrastructure upgrades before they can support multiple DC or MCS chargers.

And that’s where the real problem comes. Despite reforms to the market, securing a multiple megawatt connection – as needed to charge a small fleet of eHGVs – usually takes several years, delaying organisations’ electrification plans, and in turn imperilling the UK’s net zero targets.

These grid obstacles often seem like a hard barrier, especially when you factor in cost. For example, I know of a business with a four-megawatt (technically, four megavolt-amperes (MVA)) grid connection, that needs a total of 12MVA to power eHGV chargers. It was quoted £15 million by its distribution network operator (DNO) for the necessary 8MVA upgrade, and given a connection date six years into the future.

Faced with long waits and such huge investments, fleet operators are often forced to abandon or stagger their electrification plans. It’s highly restrictive and can leave them juggling more complex fleet management, as any potential schedule for electric vehicle upgrades is dictated by when the depot will finally get more power.

A winning strategy


Despite these very real challenges, HGV operators can find creative ways to remove the roadblocks and accelerate their journey to an electric fleet. One excellent workaround for long upgrade queues is to leverage the full capacity of the existing connection. By installing battery energy storage systems (BESS), fleet operators can stockpile energy from the grid when the depot is quiet, and deploy battery and grid power together to charge electric vehicles when they return. Ideally, adding renewable generation to the mix reduces the reliance on grid power, and lowers both energy costs and emissions.

Where there isn’t the readiness to invest in power infrastructure – or the depot space for BESSs or renewables – operators could consider partnership with energy developers. This is particularly beneficial in areas with significant renewable or redevelopment potential, where generators and demand customers can link up via a private electricity microgrid. This provides generators with a direct customer, and the customer with an enhanced supply for its depot, with both parties saving vast distribution use-of-system charges over the project’s lifetime.

While a small microgrid project could leverage existing grid connections, partnering with a generator could also improve the timescale for a much larger connection or upgrade offer. Under Ofgem’s TMO4+ reforms, connections are prioritised for generation projects that are both ‘ready and needed’. In practice, this means that certain generation projects are likely to receive connection dates far ahead of anything a lone demand customer could obtain.

Less of a long haul


However, planning and delivering creative grid connection and microgrid projects takes deep expertise, and flexibility not available from DNOs. That’s why working with independent distribution network operators (IDNOs) and connection providers (ICPs) is an essential component of unblocking electrification.

IDNOs enable fleet operators to tap into the expertise and innovation they need to solve depot power challenges, and accelerate the route to fleet electrification. We can propose and accept a wider range of technical solutions than DNOs, allowing novel approaches that may save time, money, or space – for example through a more compact substation in the depot.

There’s a further, often significant cost benefit. As IDNOs ‘adopt’ the distribution assets, taking them into ownership after they have been commissioned and energised, they will make a capital contribution to the project, lowering the up-front costs. IDNOs can also support fleet electrification plans through phased power upgrades, an ideal way to gain capacity to match your own electrification schedule, and avoid paying for huge connections that aren’t yet being fully used.

Not all IDNOs are equal, however, and few have the expertise to deliver advanced infrastructure projects such as microgrids and private networks. Choosing the right partner is essential to getting the best electrification outcome; balancing time and cost against the undoubted benefits of moving to an electric fleet.

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