Port of Tyne Autonomous Logistics

The North East Automotive Alliance (NEAA), alongside the Port of Tyne, Oxa, and a consortium of leading industry and academic partners, has successfully delivered the P-CAL (Port Connected and Automated Logistics) project, marking a major milestone in the region’s journey to become a leader in Connected and Automated Mobility (CAM).

Delivered through the UK Government CAM Pathfinder programme, P-CAL was designed to push the boundaries of autonomous logistics by deploying and validating a fully autonomous terminal tractor within a live port environment. Building on the North East’s earlier 5G CAL and V CAL initiatives, the project moved autonomous technology from proof of concept trials into a complex, safety critical, real world operational setting.

Paul Butler, CEO of the NEAA, said:

P-CAL represents a defining moment in the North East’s journey from pilot projects to real world autonomous operations. This project has demonstrated not only technical capability, but the strength of collaboration across industry, academia and government. The learning gained here will shape future CAM deployment and reinforces the region’s position as a national leader in connected and automated mobility.

Over the course of the project, the consortium successfully designed, integrated and tested an autonomous container transport solution capable of operating on a busy quayside. The scope of work included the deployment of a fully autonomous terminal tractor supported by a secure, resilient mesh communication network, the capability to integrate with terminal operating systems, real time co-ordination with live crane movements, and the implementation of a robust cybersecurity framework to enable safe, remote and automated operations.

Critically, the system was developed and tested within a newly defined and highly complex ‘Operational Design Domain’, reflecting the realities of a working port environment where traffic density, variable conditions and human interaction present unique challenges.

Graeme Hardie, Operations Director at the Port of Tyne, said: “Delivering autonomous logistics in a live port environment has been a major step forward for the sector. P-CAL has shown what’s possible when innovation is applied to real operational challenges, improving safety, efficiency and sustainability. The Port of Tyne is proud to have played a leading role in a project that will influence how ports across the UK and beyond approach automation.”

The project was delivered by a strong regional and national partnership led by the NEAA, bringing together the Port of Tyne, Oxa, Nissan, Newcastle University, Angoka, Logisteed UK Limited (formerly Vantec Europe) and Womble Bond Dickinson. This collaboration combined deep expertise across autonomous systems, logistics, cybersecurity, academia, legal compliance and industrial operations, demonstrating the strength and maturity of the North East’s CAM ecosystem.

Paul Newman, Founder and CEO at Oxa, said: “The success of P-CAL proves how autonomy will enable the future of resilient logistics operations. Through the project, we’ve demonstrated that existing work vehicles can be turned into a digital workforce – successfully completing autonomous container movements in a dynamic quayside environment, while providing worksite intelligence necessary for real-time industrial optimisation.

P-CAL provides a blueprint for how ports and industrial hubs worldwide can deploy autonomous technology to drive productivity, efficiency and safety.

Cyber resilience was a fundamental requirement of the project, ensuring that connected systems could operate safely and securely within critical infrastructure.

Shadi AR, CTO at ANGOKA, said: “Cyber resilience has been fundamental to the success of P CAL. The project has demonstrated how secure, purpose built digital infrastructure can enable safe and trusted autonomous operations in critical industrial environments. This work sets an important example for the future of connected logistics and industrial automation.”

P-CAL demonstrated that autonomous movements can be carried out safely and reliably in a controlled area of the port and strengthens the case for a much larger deployment. The next phase must examine how the system performs across broader port operations, including the added pressures of multiple vehicles working alongside people, equipment and live commercial activity.

The project has generated valuable technical, operational and regulatory insight that will inform future deployment of CAM solutions across ports, logistics hubs and industrial sites nationwide. It also highlights how autonomy can be put to work for people. By augmenting the capability of the existing workforce, autonomous systems can take on repetitive or more hazardous tasks, allowing skilled workers to focus on higher-value roles. This is particularly vital for the North East, ensuring the region remains at the forefront of industrial evolution while creating a more resilient and tech-enabled labour market.

Mark Cracknell, Programme Director at Zenzic, said:

P-CAL is a strong example of how government and industry can work together to accelerate the commercial readiness of CAM technologies. Projects like this are vital in turning innovation into deployment, creating high value jobs and ensuring the UK remains globally competitive in connected and automated mobility.

As the project closes, the outcomes and learning from P-CAL will continue to shape future CAM initiatives, investment opportunities and policy development, both regionally and nationally. By progressing from controlled trials to live operational deployment, the North East aims to have reinforced its position at the forefront of the UK’s CAM landscape.

Automation Warehouse Solution in Hungary

One of Hungary’s largest autonomous warehouse investments has been completed in Páty, within the new 32,000 m² logistics centre of Gebrüder Weiss Ltd. In response to growing logistics demands and labour market challenges, the company has established a fully automated very narrow aisle warehouse complex using Jungheinrich’s technology and expertise.

At the facility, Gebrüder Weiss provides complex warehousing, transhipment, transport, and distribution services for a dedicated customer – covering processes from raw material receipt and storage to production supply and global distribution.

Automated high-bay warehouse with 28,000 pallet spaces

“In the automated warehouse hall, autonomous guided vehicles perform repetitive, high-volume load handling tasks with outstanding safety and efficiency. Within the closed system, which has a capacity of 28,000 pallets, six very narrow aisle trucks handle pallet storage and retrieval without human intervention, fully aligned with the system’s performance requirements,” said Balázs Bencsics, Logistics Solutions Product Manager at Gebrüder Weiss. The vehicles deployed are Jungheinrich Mobile Robots of type EKX 516a, specifically engineered for automated very narrow aisle applications and high-bay storage environments.

The very narrow aisle high-bay warehouse not only addresses logistics labour shortages but also provides a solution to limited storage capacity, enabling optimal utilisation of available space. Pallets are stored at heights of up to 10 metres. “The system can handle five pallet height variants and move up to 120 pallets per hour. The trucks are charged during an entire shift, allowing the warehouse to operate continuously in two shifts without the need for recharging,” explained András Zupán, Project Manager at Jungheinrich, outlining the system’s technical capabilities.

The manual and automated zones work closely together: forklift operators place pallets on cantilever transfer stations in the pre-zone, where contour control sensors check dimensions before the goods enter the automated system. The same transfer points are used for retrieval. The system is connected via interfaces to both the Jungheinrich and Gebrüder Weiss WMS systems, ensuring seamless information flow,

added Zupán.

Step-by-Step implementation during ongoing operations

Bencsics added that the implementation took place in several phases, during ongoing and continuously expanding operations.

Construction began in March 2024, with the automated system built zone by zone, and it has been operating at full capacity since July 2025. Initial employee concerns were addressed through active communication and training. We placed great emphasis on making it clear that automation is not about redundancies, but about creating new opportunities within the organisation,

“We are extremely proud that automation has led to significant resource savings. The integration of new and existing systems has not only enhanced operational efficiency but also elevated the level of human expertise. This improvement is evident across all roles — from site managers to warehouse operators, IT, and Lean specialists. Deepening system knowledge has taken collaboration to a new level,” said Bálint Varga, Managing Director of Gebrüder Weiss Ltd.

Sustainability and further expansion plans

In 2023, Gebrüder Weiss built two warehouse facilities in Budapest where storage, material handling, and order picking are largely automated. The operations are supported by photovoltaic systems that supply carbon-free energy to the trucks and the 36 electric vans used for daily deliveries in Hungary.

As part of further automation efforts supporting the robotic system at the Páty warehouse, the company has launched a new investment within its development programme running until 2026. Future goals include further automation of manual processes – particularly in raw material picking and optimisation of internal pallet transport.

Iran War Supply Chain Shock

Retail supply chains may take 3-5 months to recover from the Iran war, meaning shoppers could face paying higher prices this Christmas, even if peace talks clear a safe passage through the Strait of Hormuz in April.

According to logistics company Advanced Supply Chain (ASC), it could take until at least mid-July for transportation costs to start trending down toward levels seen before the start of the Middle East conflict in February 2026. By this time, most retailers will have ordered Christmas stock and absorbed supply chain costs inflated by the Iran war.

Stuart Greenfield, UK and European Sales Director at ASC, explains:

Recent disruptions show that supply chains usually undergo a two-phase adjustment. They initially stabilise to absorb the immediate shock of an event such as a war, before entering a longer period of rebalancing and some form of normalisation.

The invasion of Ukraine in 2022 and Houthi attacks in the Rea Sea in 2023, indicate that it takes around 3-5 months for this first phase, while the second phase can be much more prolonged. There are many different factors in play in terms of the disruption caused by the Iran war, however, it’s reasonable to think that it will take a similar amount of time for retail supply chains to start rebounding.

Reopening the Strait of Hormuz will create a trickle-down effect, which starts with clearing oil tankers and vessels stranded in the Strait, and then dealing with the backlog of other delayed and suspended shipping schedules. This overlaps with retailers typically placing festive orders throughout June to September. Seasonal demand could intensify the heightened pressures and costs already being felt throughout supply chains.

Impact of previous supply chain shocks:

  • Russia’s invasion of the Ukraine in February 2022 contributed to the highest crude oil prices (inflation adjusted) in March that year, since 2014. Prices started to decline around three months later in June 2022.
  • The Freightos Baltic Index shows month-by-month container freight prices from 2023 – 2024 started to stabilise during March – May 2024, after a period of volatility following Houthi attacks on vessels in the Red Sea, which started in October 2023.

Supply chain shocks caused by the Iran war:

  • The International Energy Agency (IEA) reports that around 390 vessels, including 210 laden tankers, were trapped in the Strait of Hormuz when the Iran war started on 28 February.
  • Transpacific shipping container rates to the West Coast have climbed $700 for a forty-foot equivalent unit (FEU) container and nearly 40% since just before the war to more than $2,400/FEU, with Asia – N. Europe rates up 20% and $500/FEU to $2,900/FEU.
  • Oil prices have topped $100 per barrel during the Iran war, rising from approximately $72 per barrel at the start of the conflict.

Greenfield concludes:

There’s a lot of focus on scenario modelling and forecast planning in retail supply chains to accelerate adjustments to the shocks caused by the Iran war. Emphasis is on finding ways to mitigate rising costs, such as alternative route planning, improving loading to maximise transportation capacity, and eliminating any inefficiencies and wastage. It’s clear there are wide-ranging efforts to avoid the impacts of the Iran war pushing up retail selling prices for shoppers this Christmas.

Regulation Advice for Wooden Packaging

The EU Packaging and Packaging Waste Regulation (PPWR) has recognized wooden packaging as compliant. Reusable wooden packaging is no longer treated as waste—and that’s a meaningful shift. So, what does this mean in practice for manufacturers and end users? Edita Jogminienė (pictured, below), CEO of wooden packaging manufacturer and provider Analote, advises.

Tighter rules for plastic packaging

The PPWR is designed to cut packaging waste, improve recycling rates, and phase out hazardous materials. It entered into force on February 12, 2025, with full implementation across EU member states required by August 12, 2026.

The regulation reshapes how the packaging market works. It sets stricter sustainability and circular-economy standards, with a clear emphasis on reducing waste, extending packaging reuse, and making recycling more efficient — while also pushing for materials that are safe for people and the planet.

Unsurprisingly, single-use plastic packaging faces the steepest climb. Recycled content requirements will rise, and traceability and reporting obligations will tighten. According to Eurostat, adapting to these changes could cost the logistics sector up to €610 million. As the rules grow stricter, plastic packaging is set to become both more expensive and more complex to manage.

Opportunities for wooden packaging innovation

As companies search for plastic alternatives, many will naturally turn to more sustainable options — wooden pallets, crates, and cardboard. Reusable packaging brings real practical benefits: simpler reporting, a lighter regulatory burden, a more reliable supply, and a clearer path to meeting sustainability targets.

Of course, wooden packaging producers and suppliers will also face changes. In the short term, rising demand may put pressure on supply chains. Demand is likely to grow for high-quality, durable (‘heavy’) pallets, standardized systems (like EPAL), and repair solutions.

At the same time, manufacturers will need to sharpen their offer — tailoring packaging to specific products and logistics requirements. Wood traceability will also move up the priority list. Companies that invest early in process improvements, automation, and customer education around reuse and labeling will be best placed to lead.

There is still time to get ready. The new rules are more demanding, but they are also clear and well-founded. They bring much-needed structure to the market — and the push for sustainability and efficiency is set to drive real growth in reusable, eco-friendly packaging.

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