Motivation is Measurable with Gamification

For years, warehouse productivity has been driven primarily by technology: automation, robotics, warehouse management systems, and artificial intelligence. While these tools are essential, they overlook a key reality: logistics remains a labour-intensive environment. In many processes – especially picking – people make decisions, execute tasks, and ensure quality every day.

This is where warehouse gamification becomes relevant. Rather than a novelty, it provides a structured way to connect motivation, focus, and performance within daily operations. Motivation, attention, and purpose directly influence outcomes, yet many systems still optimise workflows without offering meaningful feedback to employees. Gamification addresses this gap by embedding recognition and progress into the workflow itself.

Invisible Nature of Daily Work

Warehouse work is highly standardised. Processes are optimized for efficiency, leaving little room for deviation. While this ensures stability, it also creates invisibility: strong performance often goes unnoticed in real time. Feedback is typically delayed and indirect, delivered through KPIs or reports rather than during the activity itself.

As a result, employees often receive attention only when errors occur. Motivation is treated as a personal trait rather than something shaped by system design. In times of labour shortages and high turnover, this becomes a structural issue. When work feels repetitive and unrecognized, employees are more likely to disengage or leave.

Research consistently shows that motivation, focus, and perceived meaning impact performance and quality. Yet many systems remain silent – they measure and control but fail to communicate.

“Motivation does not arise from incentives alone. It develops when people see progress and feel recognised,” says Tim Just (pictured, below), CEO of LYDIA Voice at EPG.

“Two factors are crucial: context and timing. Feedback must be directly linked to the activity and delivered at the right moment. If it comes too late, it loses relevance. If it interrupts the workflow, it becomes counterproductive. Many gamification approaches fail because they operate outside the workflow. Extra screens or disconnected ‘game layers’ may create short-term interest but do not improve the work experience itself.”

Gamification as a Feedback Structure

Effective warehouse gamification is not about games but about structured feedback. It makes progress visible, provides orientation, and integrates recognition into daily tasks. Elements like coins, levels, or challenges are not the goal – they translate performance into tangible signals. For this to work, gamification must not add complexity. It should require no extra actions and must integrate seamlessly into existing processes.

Integration Matters

The effectiveness of gamification depends largely on technical integration. Systems must understand operational context – distinguishing between active work, travel time, and phases of concentration.

“Voice-based systems offer a strong foundation because they are already embedded in workflows”, adds Just. “When gamification is integrated into these systems, feedback can be delivered naturally, for example during walking phases. This avoids distractions while maintaining focus on the task.”

Visibility Without Harmful Comparison

Performance visibility must be handled carefully. Public rankings and constant comparisons can demotivate, especially in diverse teams. Sustainable motivation comes from making individual progress visible without exposing employees to pressure.

Mechanics such as personal levels, badges, or team challenges support this approach. Team-based goals strengthen collaboration and create a shared sense of purpose rather than competition.

Evidence from Research and Practice

Studies on intrinsic motivation highlight three key drivers: visible progress, immediate feedback, and a sense of competence. Warehouse gamification supports these when integrated closely with processes.
Practical implementations confirm this: when gamification is part of the system rather than an add-on, it becomes accepted and naturally used. Productivity improvements emerge as a byproduct of better engagement.

Motivation as a System Component

The central insight is that motivation is not a ‘soft factor.’ It is a measurable and designable element of warehouse operations. Properly implemented gamification creates a system language that acknowledges effort, visualizes progress, and supports long-term performance.

As companies seek to increase productivity without adding complexity, motivation plays a larger role than often assumed. Warehouse gamification can contribute significantly when tightly integrated into workflows. The key is not the game itself, but how feedback, progress, and shared goals become part of daily execution.

Tariffs are Reshaping Rules of Global Trade

New research shows tariffs are becoming a real-time execution variable, driving leaders to experiment with new routes, shift transportation modes and turn compliance into a competitive advantage.

Infios, experts in intelligent supply chain execution, has published a new proprietary research report, “The Rise of the Tariff-Optimized Supply Chain: Inside the New Rules of Global Trade,” showing how the 2025 U.S. tariff policy created a structural break in global trade and permanently changed how companies execute their supply chains.

Based on year-over-year analysis of more than one million U.S. customs entries, the report finds that tariffs are no longer a predictable cost line item. They are a live execution variable that companies actively manage through classification, mode selection, routing, warehousing and financial sequencing.

“At Infios, one of our guiding principles is ‘Thinking Ahead’, helping customers to anticipate change instead of reacting to it after the fact,” said Ed Auriemma, CEO at Infios. “This research highlights how global trade patterns are evolving and where companies are adjusting routes, transportation modes and execution strategies in response. Organizations that recognize those shifts early and respond quickly will be best positioned to deliver execution without interruption.”

The report identifies two distinct phases of response. In the initial shock period, importers experimented with ‘panic routing,’ short-term mode shifts and temporary United States-Mexico-Canada Agreement (USMCA) surges. The 50%+ duty bracket, which had barely existed before 2025, spiked sharply before settling at a lower but still elevated level. And with urgency overriding cost discipline, air freight and truck share both rose as speed became the priority. Over time, the behaviors that lasted created a structural and deliberate redesign for global trade execution.

“What we’re seeing isn’t just a shift in sourcing or supplier mix. It’s a fundamental change in how trade is executed,” said Don Mabry, SVP, Global Trade Solutions at Infios.

“Tariffs have introduced a level of volatility that companies can no longer manage with periodic adjustments or manual processes. Organizations able to sense change early, evaluate options quickly and reconfigure execution paths will outperform those operating within rigid, single-path systems designed for a more stable world. The organizations that treat trade execution as a dynamic discipline, not a back-office function, are the ones gaining a durable competitive advantage.”

Notable findings include:
• Effective duty rates reached 20–80 percent higher in some categories due to tariff stacking.
• Air freight increased by ~12 percentage points and stayed elevated, while ocean freight declined ~10–12 points and did not rebound, signaling that mode choice is now used as policy-risk insurance, not just cost optimization.
• Truck freight rose ~8 points, reflecting sustained nearshoring and demand for more stable, shorter supply chains.
• Bonded warehouse usage jumped from ~10 percent to ~16–18 percent of entries and kept climbing, signaling that duty deferral is now mainstream.
• Harmonized Tariff Schedule (HTS) classification complexity nearly doubled from ~6 to ~11.6 sequences per entry, pushing many organizations beyond what manual compliance workflows can support.
• Shipment value rose ~78 percent while entry counts fell ~7 percent, indicating consolidation and “smarter shipping,” not a retreat from trade.

Not all sourcing shifted equally. Consumer goods and light manufacturing diversified away from China; specialty chemicals and industrial components stayed dependency-bound regardless of tariff exposure. At the same time, entirely new trade corridors emerged while others collapsed under policy pressure. The data reveals a supply chain landscape in motion: new corridors opening, unviable ones falling away and early signs of manufacturing relocation, making route intelligence a strategic asset, not a logistics afterthought.

Infios’s analysis concludes this is not a sourcing story, but an execution story. In a volatile policy environment, flexibility beats efficiency and execution precision is key. Companies thriving will be those that can sense change early, evaluate options quickly and reconfigure execution paths before conditions force their hand.

The report introduces a consistent definition for this new operating model: a tariff-optimized supply chain, which treats duties as a live execution variable, actively managed through classification, mode selection, routing, warehousing and financial sequencing, rather than as a fixed cost to absorb. In an environment where volatility is structural, those capabilities are what will separate the leaders in global trade.

Robotic Mobile Manipulation Firm Acquired

Locus Robotics has announced the acquisition of Nexera Robotics, a Vancouver-based robotics company specializing in advanced robotic grasping. The integration of Nexera’s proprietary NeuraGrasp™ end-effector technology into the Locus Robotics physical AI platform significantly expands the company’s autonomous mobile manipulation capabilities and broadens what Locus Array can handle across end-to-end fulfillment workflows.

Advanced mobile manipulation offers the most flexible and scalable path to fully autonomous fulfillment, eliminating the constraints of fixed infrastructure. Realizing that potential requires the ability to handle the full complexity of real inventory, in real warehouse conditions, across millions of SKU types. With Locus Array already setting a new standard for autonomous Robots-to-Goods mobile picking, the addition of NeuraGrasp accelerates that roadmap and extends the platform’s reach into SKU categories and manipulation tasks that existing solutions have struggled to address.

“The frontier of warehouse robotics today is AI-driven mobile manipulation at enterprise scale,” said Rick Faulk, CEO, Locus Robotics. “Being able to efficiently grasp millions of SKU types with both speed and precision is where the next decade of value gets created. Nexera has built something technically significant in that space, and combining it with Locus Array puts us at the forefront of leveling up mobile manipulation across the industry.”

A Single Gripper for a Broader Range of Real-World Inventory

NeuraGrasp™ combines AI-driven grasping intelligence, onboard sensory inputs, computer vision, and a patented soft membrane structure to adapt dynamically to the physical characteristics of each item. This enables a single gripper to conform to variations in shape, surface texture, material, porosity, and weight, creating reliable grasps across the high-variability inventory found in real warehouse operations.

Developed over five years and refined through six generations of continual improvement, NeuraGrasp has been validated with thousands of hours and tens of millions of picks, including the broadest SKU testing with commercial partners.

“We built NeuraGrasp to solve the manipulation challenges that have held robotic picking back for years,” said Roy Belak, CEO, Nexera Robotics. “Joining Locus Robotics gives us the platform, scale, and customer base to bring this breakthrough technology into the high-velocity fulfillment environments it was designed for, where speed, reliability, and real-world adaptability matter most.”

The acquisition of Nexera builds on momentum by expanding what Locus Array can autonomously handle and significantly broadening the addressable market for Locus Robotics and its customers.

Acquisition Details

Nexera Robotics will be wholly owned and operated as part of Locus Robotics. The full Nexera team and leadership will join Locus Robotics to accelerate integration of NeuraGrasp™ into the Locus Array platform and roadmap. The acquisition strengthens Locus Robotics’ intellectual property position in mobile manipulation and adds deep AI-driven manipulation and end-effector expertise to the company’s engineering organization.

Why is Locus Robotics acquiring Nexera Robotics?

Locus Robotics is acquiring Nexera Robotics to bring patented grasping technology and specialized robotic picking expertise into the Locus Array roadmap. Nexera’s NeuraGrasp™ technology significantly expands the range of SKU types Locus Array can pick autonomously, advancing mobile manipulation capabilities and broadening what the platform can handle across end-to-end fulfillment workflows.
What does NeuraGrasp™ do?

NeuraGrasp™ combines AI-driven grasping intelligence, onboard sensory inputs, computer vision, and soft, compliant grasping hardware to help robots adapt dynamically to a wide range of item characteristics. This enables Locus Array to pick a much broader range of items reliably, including products with varying shapes, surfaces, materials, porosity, and weight.

What types of items can Nexera’s technology help Locus Array robots pick?
Nexera’s technology is designed to expand autonomous picking across a broader range of SKU types, including porous textiles, loosely bagged items, perforated polybags, irregular packages, delicate goods, contoured products, small items, and products with inconsistent surfaces or thin packaging features.

When will Locus Array begin using Nexera’s technology?
Locus Robotics will begin integrating Nexera’s NeuraGrasp™ end-effector technology into the Locus Array platform following the acquisition. The technology is expected to become available in the coming months.

Tech Stack now has AI Agents

Spanish materials handling giant Mecalux has strengthened its technology infrastructure with a new high-performance computing platform designed to accelerate the use of AI agents in its logistics software solutions. This strategic investment will enable the creation and deployment of different types of intelligent entities that businesses can configure to support warehouse decision-making.

AI agents represent a new and rapidly growing generation of software capable of performing actions autonomously to complete tasks or achieve specific goals. Mecalux’s agents will work alongside users in their day-to-day activities, helping them continuously monitor logistics operations and improve efficiency. Organisations will have access to a catalogue of intelligent entities they can activate and configure according to their needs. Examples include assistants specialised in advanced analytics and operations optimisation.

Activate and configure intelligent agents

“This expansion of our AI infrastructure is a key step in advancing agent-based capabilities within our software solutions,” a Mecalux spokesperson said.

“Our goal is to enable companies to automate complex digital processes in their warehouses using this intelligent technology.”

The new infrastructure is designed to train deep learning models and evaluate the performance of AI agents to increase their accuracy. This investment is part of Mecalux’s broader strategy to strengthen its AI capabilities and further advance its software solutions with user-centric features.

Your WMS & TMS are Working Against Automation

In the dynamic world of Tier 2 and Tier 3 distribution, no company is immune to sudden supply chain changes or disruptions. Unexpected challenges arise every day: Inventory positions change quickly, customer commitments are fragile, and carrier disruptions surface late in the execution cycle.

Steve Shebuski (pictured, below), Vice President of Pre-Sales, MCA Connect, gives this response as to why logistics software may be hindering automation.

To avoid costly delays or broken commitments, businesses must be prepared to solve challenges quickly and effectively. The key is connected distribution. The systems that manage orders, warehouse execution, and transportation must be tightly integrated, ensuring that no change is made in isolation. That integration is where execution improves, making a tangible difference in a company’s day-to-day operations.

The goal of this model is not simply optimization… it’s coordinated iteration. When demand shifts, inventory moves, or transportation capacity changes, each system must adjust its decisions in response to the others. Without this orchestration, the consequences can be significant. Often, distributors will have to absorb the cost of expedites, rework, and broken commitments.

Three Systems, One Connected Distribution Network

Three systems propel a modern distribution network and keep its operations on track: the order management system (OMS), the warehouse management system (WMS), and the transportation management system (TMS). Although they might seem like adjacent but independently operating systems, OMS, WMS, and TMS should be treated as interdependent decision engines. Any decision made in one system will have cascading effects on the others throughout the supply chain.

• An order management system (OMS) manages the commercial and operational lifecycle of an order from capture through fulfillment and customer commitment. The OMS is where customer promises are made and re‑made. If an OMS is not informed by warehouse feasibility and transportation constraints, it commits the business to outcomes the operation cannot support.
• A warehouse management system (WMS) controls inventory and execution inside the four walls of the distribution centre. The WMS translates demand into physical action. It must sequence work based on transportation cutoffs and order priority, not static waves or inventory assumptions.
• A transportation management system (TMS) plans and executes inbound and outbound freight movement. The TMS is where execution reality surfaces. When capacity tightens, routes fail, or pickups slip, those changes must immediately inform warehouse priorities and customer commitments.

The goal is continuous decision feedback across the three systems. Here’s what decision-making could look like when a business implements a coordinated iteration model:

• A delayed inbound shipment updates WMS inventory availability, which forces OMS to re‑promise orders and TMS to resequence outbound loads.
• A carrier disruption triggers TMS rerouting, which changes dock timing and requires WMS to reprioritize staging and OMS to adjust delivery commitments.
• A priority customer order released by OMS causes WMS to resequence picks and TMS to alter consolidation or mode selection.

Each system makes local decisions, but integration ensures those decisions converge instead of conflict.

The Rise of Shared Data Models

The biggest opportunity in supply chain today is operational data. To successfully integrate OMS, WMS, and TMS systems, accurate, real-time data is essential. When decisions are made on the same shared set of data, systems can iterate together with ease.

To maintain a shared set of operational data, many businesses rely on new tools and technologies that offer visibility across the supply chain. Two Microsoft platforms are making that possible: Fabric, a cloud-based data analytics platform, and Dynamics 365 Supply Chain Management, a suite of intelligent business applications. Together, they give distribution teams a shared operational data layer that supports real-time decision-making across order management, warehouse execution, and transportation.

These tools are making operational data more accessible and actionable. Employees coordinating operations by communicating through an online portal is no longer the gold standard. Instead, the goal should be real-time decision support that relies on shared data and, increasingly, trusted automated decisions.

The technology is already moving quickly. The long-term opportunity is a closed-loop system connecting demand signals, warehouse execution, transportation constraints, and order management into a single orchestration layer.

To Succeed, Focus on Orchestration Before Automation

In Tier 2 and 3 distribution, connected distribution can be a game-changer — but it cannot succeed if it’s not built on a solid foundation. Companies must focus on the fundamentals of developing and orchestrating a business strategy before implementing new technology.

Two common issues can cause implementations to fail:

• Companies apply technology to broken processes. Process optimization has to come first.
• Companies treat enterprise resource planning (ERP), WMS, and TMS as standalone projects instead of an end-to-end flow. That creates dock bottlenecks, mis-picks, and unnecessary freight spend. Transportation decisions are shaped upstream by order management and warehouse execution, not just the TMS.

Companies just starting out should focus on orchestration before automation. That means getting business rules right. Defining routing rules, order profiles, and channel strategies. Handling exceptions deliberately instead of over-automating. Establishing clear ownership of decisions. Integrating systems early. Ensuring planners, warehouse teams, and transportation teams are working from the same data. Without a single source of truth, technology adoption does not stick.

It’s the same principle when a company is considering leveraging artificial intelligence to automate operations. AI is overhyped when adopted without foundational data discipline. AI only works when data is unified, trusted, and meaningful. Underrated opportunities to use AI are workflow automation, master data management, and process mining. These reveal where time and effort leak from the system, delivering immediate value.

The goal of automation is not replacing judgment. It’s removing noise and repetitive tasks. Experienced people make better decisions when they have accurate, timely information. Technology should free them to focus on exceptions, strategy, and customer impact.

Equipping Businesses to Face Disruptions with Ease

In Tier 2 and 3 distribution, where margin and service tolerance are thin, integration is not about efficiency gains. It’s about ensuring that when reality changes, the entire execution stack adjusts together, before the customer feels it.

Businesses that view their distribution systems as a single “collaborative execution layer,” with OMS, WMS, and TMS fully integrated and iterating together, will be better equipped to face any disruptions that arise.

TVH Appoints New CEO

The Board of Directors of TVH is excited to announce that Giuliano Parodi has been appointed as the company’s new Chief Executive Officer, effective September 1st. With nearly 25 years of experience in the industrial equipment and automotive sectors, Parodi will lead TVH into its next chapter of global growth.

Giuliano Parodi joins TVH from Yanmar, a manufacturer of industrial equipment, where he most recently served as Group Chief Strategy Officer and member of the Board of Directors. In this role, he played a key part in shaping the Group’s strategic direction and overseeing its regional operations outside Japan. Yanmar is a global organization with approximately $8 billion in revenues.

Previously, he served as CEO and Chairman of Yanmar Compact Equipment, leading a global business of approximately $1.5 billion in revenue with operations across Japan, Europe and North America. Earlier in his career, he held senior leadership roles at Bobcat Company (Doosan Group) and Fiat Group.

Throughout his career, he has successfully led international growth, business transformation, and operational scaling, with a strong focus on aftermarket, customer solutions, and value creation.
A chartered engineer with a Master of Science in Mechanical Engineering and an Executive MBA, Parodi combines deep industry expertise with a pragmatic and team-oriented leadership style. Having lived and worked across multiple countries, including nearly two decades in Belgium, he brings both global perspective and strong local connection.

“I am very proud to join TVH at such an exciting moment in its journey. TVH has built a unique position globally, combining strong customer relationships, deep product expertise and an entrepreneurial culture. I look forward to working with the team to define the next phase of growth, with a clear focus on customers, execution and long-term value creation,” said Parodi.

Patrick Lecluyse, Executive Chairman of TVH, added: “We are very happy to welcome Giuliano to TVH. He is a leader who builds trust and understands our business deeply. We are confident that his experience and vision will help us grow even stronger in the years to come.” Following a transition period alongside the new CEO, Patrick Lecluyse, who currently serves as Executive Chairman of the Board, will return to his role as Chairman.

Transaid Kilimanjaro to Coast Cycle Challenge

The British International Freight Association (BIFA) has agreed to be the lead sponsor of the 2026 Kilimanjaro to Coast Cycle Challenge, organised by international development charity Transaid.

The ambitious challenge will see participants cycle from the foothills of Mount Kilimanjaro to the Tanzanian coast, covering hundreds of kilometres across diverse and demanding terrain. The event aims to raise vital funds to support Transaid’s life-saving work improving access to healthcare, road safety, and professional driver training across sub-Saharan Africa.

Logistics Business‘ Ian Wright will be undertaking the charity ride too. Ian is an ex professional cyclist who competed all over the globe and is familiar with the terrain. Europa Worldwide are sponsoring Ian’s kit.

For me, this cause is deeply personal. Having lived in South Africa, I’ve seen first-hand how many people depend on transport systems that are informal, overloaded, and often dangerously under-equipped. Every day, parents, workers, and children climb into vehicles that should never be on the road — driven by people who may never have received proper training. I witnessed the consequences far too often.

That’s why I’m passionate about supporting Transaid. They don’t just talk about change — they deliver it. They work hand-in-hand with communities, partners, and governments to improve driver training, strengthen emergency transport systems, and build long-term solutions that help keep people safe on the roads. Their impact reaches millions, and their work saves lives every single day. By taking on this challenge, I’m hoping to raise funds that will help expand this vital work even further. Every mile I cycle represents someone who deserves a safer journey — someone who deserves to get to school, to work, to the clinic, or back home to their family without fear.

If you’re able to support Ian, you’re not just backing his ride. You’re helping create safer roads, stronger communities, and brighter futures. Thank you for believing in this cause, and if you are interested, you can follow his training journey on Strava. You can donate to his JustGiving page for the ride by clicking here.

As lead sponsor, BIFA reinforces its long-standing commitment to supporting initiatives that enhance safety and sustainability within the global transport and logistics sector. The association’s involvement will help drive awareness and fundraising efforts, enabling Transaid to expand its impact in communities that depend on safe and reliable transport systems.

Read all about the charity event here.

BIFA is also delighted to confirm that Pawel Jarza, the trade association’s policy, compliance, and external affairs director will be among those taking part in the 2026 challenge. Pawel’s participation highlights the dedication and spirit of individuals within the logistics industry who are willing to go the extra mile, quite literally, to support meaningful causes.

Speaking about the announcement, BIFA director general, Steve Parker said:

We are thrilled to support Transaid as lead sponsor of the Kilimanjaro to Coast Cycle Challenge 2026. This initiative perfectly aligns with our mission to promote best practices and support safer transport systems both in the UK and worldwide. We are especially proud to see Pawel Jarza stepping up to take part in this incredible journey.

Transaid also welcomed the partnership, noting that BIFA’s support will be instrumental in ensuring the success of the event and the sustainability of its programmes. The Kilimanjaro to Coast Cycle Challenge 2026 promises to be both a physical and emotional journey, bringing together industry professionals and supporters united by a shared goal: to make transport safer and more accessible for all.

MBS Logistics to be Acquired by AD Ports

Internationally active freight forwarding and logistics provider MBS Logistics Group, headquartered in Cologne, has entered into a binding agreement to be fully acquired by AD Ports Group.

The transaction covers MBS Logistics’ freight forwarding and logistics operations across Germany, Switzerland, Asia Pacific and the United States and excludes its joint ventures. Completion remains subject to customary regulatory approvals and other closing conditions and is expected in the second half of 2026. Following completion, MBS Logistics will join Noatum Logistics, AD Ports Group’s globally integrated platform that leads its Logistics Cluster.

In 2025 MBS Logistics generated revenues of EUR 205 million, reflecting a diversified and asset-light business model, with core freight forwarding operations in Central Europe, and an established network across East Asia and Southeast Asia.

With close to forty years of industry experience, MBS Logistics adds to the Group a network of 26 offices worldwide and a global team of over 450 professionals. Its core freight forwarding services span air, ocean, road and rail transport, complemented by contract logistics, project cargo, customs and compliance, and time-critical multimodal solutions. The company serves a wide range of industries including aerospace, automotive, e commerce, engineering, technology, FMCG, healthcare and several other key sectors.

The integration will strengthen Noatum Logistics’ footprint across Europe and Asia and further advance the development of AD Ports Group’s Logistics Cluster, one of the fastest-growing integrated trade and logistics platforms globally. It will also unlock new market opportunities and enhance the Group’s ability to scale its operations.

The acquisition builds on strong foundations and a global network established by Noatum Logistics. Under the leadership of Jochen Thewes, the recently appointed CEO of its Logistics Cluster, the Group is pursuing a strategic expansion strategy that combines organic growth with targeted, value-accretive acquisitions.

The current shareholders of MBS Logistics will fully exit the operational business, except for Joerg Roehl, Group CEO and Shareholder. He will continue as Group CEO of MBS Logistics, taking a key leadership role in the combined organisation and overseeing the integration. He will also become part of the senior leadership team of Noatum Logistics, contributing to its strategic development.

Operational continuity for customers and partners will be fully maintained, with services, points of contact and ongoing projects continuing without interruption. The focus will be on expanding the logistics offering, supporting long-term, sustainable growth, and creating opportunities for all employees.

Jochen Thewes, CEO of the Logistics Cluster, AD Ports Group, said: “Bringing MBS Logistics into our ecosystem is the right move at the right time, especially as markets seek greater connectivity and resilience in an evolving global trade and logistics landscape. It provides us with an established operating platform with deep expertise and immediate access to key Central European and global logistics corridors. As the world’s third largest trading economy, Germany offers a strong domestic base and plays a central role in trade with the world’s leading economies. Linking it to our wider network will help us capture greater volumes, drive more competitive rates, and deliver the reliability our clients expect. Ultimately, the combined strengths of both organisations will allow us to raise our game and compete more effectively for major global accounts.”

Joerg Roehl, Group CEO and Shareholder of MBS Logistics, added: “Joining AD Ports Group and Noatum Logistics marks an important milestone for MBS Logistics. Their global reach, robust infrastructure and clear long-term vision for integrated logistics will enable us to further strengthen our service offering, expand our network and unlock new opportunities for our customers and our teams. We look forward to contributing our expertise and entrepreneurial strength to the Group’s continued growth.”

Connected Fleet Data for Predictive Maintenance

Breakdowns still happen even in fleets running advanced telematics systems, GPS tracking, fuel monitoring platforms, and digital maintenance records. Costs continue rising, downtime remains unpredictable, and maintenance teams are often forced into reactive repairs despite having more operational data than ever before.

The issue is not a lack of visibility. Most commercial vehicles already generate continuous streams of information through onboard diagnostics (OBD-II), CAN bus data, engine ECUs, IoT fuel sensors, GPS transponders, temperature monitoring systems, and driver telematics platforms. The problem is that these systems often operate independently, leaving fleet operators unable to connect early warning signals across the vehicle.

As a result, small signs of component degradation frequently go unnoticed until a breakdown occurs. Connected fleet data changes that by combining operational signals across telematics, maintenance, fuel, and vehicle diagnostics to support predictive maintenance strategies before failures escalate into costly disruptions.

This article, from Intangles, is for fleet managers, transport operations leaders, maintenance teams, logistics directors, and risk management professionals looking to reduce downtime and improve predictive maintenance across commercial vehicle operations.

Why Traditional Fleet Metrics Miss the Real Cost Drivers

Most fleets measure visible operational metrics: fuel cost per kilometre, downtime hours, driver safety incidents, service intervals, and route efficiency. These indicators are important, but they rarely explain the root cause of operational inefficiencies.

For instance, rising fuel costs across a fleet will typically be attributed first to driving style or road conditions. Driver training programmes may yield modest improvement, but costs continue rising because the root cause lies elsewhere — in developing mechanical degradation that no behavioural intervention can address.

The deterioration at this early stage does not result in fault codes or dashboard warning lights, but measurable changes in vehicle behaviour are already underway. Traditional systems are designed to detect failures after thresholds are crossed. Connected fleet analytics focus on identifying abnormal operational patterns before those thresholds are reached. The difference is not vehicle age alone or maintenance frequency — it is operational visibility.

The Importance of Cross-Domain Signal Analysis

Connected fleet systems combine data across multiple operational domains — telematics, fuel consumption, maintenance history, engine diagnostics, accelerometer readings, temperature behaviour, throttle response, and idle performance. Individually, these signals may appear insignificant. Together, they reveal meaningful patterns.

A vehicle consuming 4% more fuel over several weeks may not immediately raise concern. However, when that increase appears alongside abnormal engine revving patterns, higher exhaust temperatures, and unchanged driver behaviour, the combined data may indicate transmission degradation or injector inefficiency developing beneath the surface. This type of pattern recognition allows fleets to identify issues during the early stages of component wear instead of waiting for roadside failure.

Connected systems are particularly effective at detecting fuel injector degradation, turbocharger inefficiency, transmission wear, coolant abnormalities, and electrical instability — often weeks before a fault code appears. Instead of relying entirely on reactive diagnostics, fleets gain the ability to monitor operational health continuously. The operational advantage is substantial: emergency repairs become scheduled maintenance events.

Why Reactive Repairs Damage Fleet Profitability

Unplanned maintenance remains one of the highest hidden costs in logistics operations. A roadside breakdown rarely affects just one vehicle. It can lead to towing costs, delayed deliveries, driver downtime, missed delivery windows, and disruption across multiple routes and schedules.

Preventive maintenance carried out during scheduled workshop periods is far easier to manage since labour, spare parts, and vehicle schedules can all be organised in advance. Emergency repairs, by contrast, create pressure throughout the entire operation — on workshop capacity, dispatch planning, and customer commitments simultaneously.

For medium and large-sized fleets, repeated unplanned failures lead to constant instability affecting fleet performance and profitability. Predictive maintenance addresses this directly. With data collected from connected vehicles, fleet operators are able to detect early warning signs of component failure and plan maintenance intervention accordingly — before a vehicle leaves the road.

Fuel inefficiency is frequently treated as a driver behaviour issue, but mechanical degradation often plays an equally important role. Vehicles operating with injector imbalance, transmission adaptation problems, turbocharger inefficiency, air intake restrictions, DEF system abnormalities, or sensor drift can consume significantly more fuel without immediately generating fault alerts.

Connected fleet data helps identify these anomalies by comparing vehicle behaviour across similar operating conditions. When one vehicle begins consuming substantially more fuel than comparable units operating on similar routes and loads, the system can isolate abnormal performance patterns for inspection. This approach does not improve fuel economy by adding operational complexity — it reduces unseen inefficiencies by identifying them early, before they become entrenched.

The Integration Challenge

Most fleets already collect large amounts of operational data through telematics platforms, GPS systems, fuel cards, workshop software, and OEM vehicle systems. The problem is that these tools typically operate separately, making it difficult to connect early warning signals across the vehicle.

An increase in fuel consumption, an abnormality in engine performance, and rising maintenance frequency can all be symptoms of the same underlying problem. The difficulty in recognising such trends occurs because the data is distributed across disconnected systems — each one coherent in isolation, none of them speaking to the others.

Predictive maintenance is not just about technology — it is also about operational culture. The majority of maintenance professionals only take action when they notice the fault codes or signs of failure. The idea behind predictive maintenance is quite different in this regard. It encourages the concept of preventive maintenance based on the correlation between multiple data sources.

Start with High-Risk Segments

Predictive maintenance does not mean overhauling the entire fleet at once. The best approach is to begin with the components that cause the most disturbances within the operation – those with a high number of breakdowns, old fleets, fuel-consuming vehicles, or routes with frequent disruptions.

The first step requires setting up a benchmark for operations. The fleet manager needs to know how often roadside breakdowns occur, what the costs associated with repairing and fixing them are, and whether certain vehicles are lagging behind when it comes to fuel performance or uptime. The introduction of telematics makes it much easier to see such trends, because operational data that used to be scattered can now be correlated and analyzed.

In most cases, fleets begin noticing unusual degradation trends within the first few months of implementation. Even small variations in fuel usage, engine performance, temperature response, or idling behaviour can indicate the early stages of component wear — long before a vehicle breaks down on the road.

Why Connected Data Produces Measurable Financial Impact

The financial impact of predictive maintenance typically comes from preventing high-cost failures before they escalate. Major roadside failures involving engines, turbochargers, transmissions, and fuel systems cost substantially more in emergency repair situations than during scheduled workshop intervention — when labour can be planned, parts sourced at standard cost, and secondary component damage avoided entirely.

Connected fleet analytics creates planning windows rather than crisis windows. Platforms such as Intangles combine connected vehicle data, physics-based diagnostics, and AI-driven analytics to identify early-stage degradation patterns across engines, transmissions, fuel systems, and other critical components — allowing fleet operators to schedule maintenance during planned workshop windows instead of reacting to roadside breakdowns.

Beyond avoided breakdowns, the returns typically extend across the broader operation: lower downtime frequency, improved fleet utilisation, reduced recovery costs, better fuel economy, and longer component life cycles. Fewer missed delivery commitments and the customer relationship stability that follows are harder to quantify but equally real. Larger fleets generally see faster payback because operational inefficiencies scale across more vehicles and routes — but the fundamentals apply equally to mid-sized operators.

Data is not the problem. Every commercial fleet operation generates enormous volumes of it daily — through telematics, OBD diagnostics, fuel management systems, GPS tracking, and workshop software. The question is whether that data is working together or sitting in silos.

Fleets that continue operating with disconnected systems will remain trapped in reactive maintenance cycles, where failures are identified only after vehicles are already off the road. Operators using connected fleet intelligence, by contrast, can identify degradation patterns earlier, reduce unplanned downtime, improve fuel efficiency, and make maintenance decisions with far greater confidence.

The competitive pressure on European logistics operators — tightening margins, rising fuel costs, increasing customer expectations for delivery reliability — makes this shift from reactive to predictive operations less of a strategic option and more of an operational necessity. The fleets that build this capability now will not just reduce their breakdown costs. They will operate with a level of consistency that disconnected competitors simply cannot match.

Visibility: The New Battleground

As AI hype matures into real deployment, Infios is focusing on embedded agents that augment human decision-making and close the gap between insight and action.

It was no surprise that a significant number of the many conversations I had at LogiMAT referred to AI in one sense or another. It’s clear that AI is no longer a future ambition but is a present-day expectation. However, beneath the noise a more nuanced shift is taking place. The conversation is moving beyond what AI can do, towards what it is delivering inside real supply chain operations.

For Aadil Kazmi, Head of AI Product Development at Infios, that distinction is critical. Speaking to me during a busy day on the company’s stand, he described a market that is not just curious about AI, but increasingly focused on practical outcomes.

“Everyone is definitely interested in AI,” he said. “The conversations we’re having are really around two themes: how we’re bringing AI into our products and services, and how those capabilities actually empower people rather than replace them.”

Embedded, Not Imposed

Infios’ approach to AI is deliberately grounded in how supply chain teams already work. Rather than introducing standalone tools or requiring new workflows, the company is focusing on what it calls ‘embedded AI’.

“Embedded AI really just means that we build agents that work where people are already used to working,” Kazmi (pictured below with Peter) explained. “So people don’t have to learn a new screen or change their workflows – the agents meet them where they already work.”

This matters more than it might first appear. In an industry where operational systems are deeply entrenched and change management is notoriously complex, reducing friction is often the difference between adoption and abandonment. Alongside this, Infios is positioning AI firmly as a support mechanism rather than a replacement for human expertise.

“Our agents aren’t looking to automate the full human,” Kazmi said. “Quite the opposite. We take a very ‘human-in-the-loop’ approach, where the person is always in control.”

In practice, that means users can delegate specific tasks to AI agents while retaining oversight. If the system encounters an unfamiliar scenario or crosses predefined thresholds, it escalates back to a human operator – much like an exception in a warehouse or parcel sorting flow being diverted for manual handling or checking.

From Chatbots to Agents

Part of the challenge in these conversations is language. Terms like ‘AI’, ‘LLMs’ and ‘agents’ are often used interchangeably, creating confusion for end users. I’m as guilty as the next person when it comes to this. But Kazmi helps me to clear this up by drawing a clear distinction: “In the beginning, we had simple LLMs delivered as chatbots,” he said. “You ask a question; it gives you an output. It’s not doing anything more than that.”

These early systems were limited to their training data and unable to interact with live operational environments. AI agents represent the next step. “An agent is really an LLM with access to tools and reasoning loops,” he explained. “Tools allow it to interact with the real world – fetching order statuses, triggering workflows, even communicating externally. And reasoning loops allow it to gather information, reassess, and improve its output.” In other words, agents are not just answering questions – they are participating in processes.

Three Tangible Benefits

While the technology is evolving rapidly, Kazmi is clear that customer interest ultimately comes down to measurable outcomes. Based on current deployments, he identifies three core benefits.

The first is increased productivity or capacity. “A good example is our driver check call agent. Many customers weren’t able to perform check calls across all loads because it’s too expensive and time-consuming. With AI agents, they can now achieve full coverage.”

The second is cost reduction. “One customer deployed our order entry agent, and it processes inbound orders in seconds versus what took upwards of 10 minutes manually,” he noted. “So, the cost of executing that workflow fell enormously.”

The third is improved and more consistent customer experience. “Now that these agents are handling check calls, order entries, reporting and even catching exceptions before they occur, all of that translates into a more reliable experience for the end customer.”

Taken together, these benefits point to a broader shift: AI is not just optimising isolated tasks but reshaping the economics and expectations of supply chain operations.

Disruption Advantage

Supply chains have always been vulnerable to disruption, but recent years have amplified both the frequency and the impact of unexpected events – from geopolitical tensions to infrastructure blockages. In this context, AI’s ability to compress response times is becoming a defining advantage.

“What AI has been able to do is supercharge teams’ abilities to sense disruptions, decide what to do, and act in real time,” Kazmi adds.

Where responses once took hours or even days, AI-enabled systems can now react almost immediately. However, he is quick to point out that this capability depends on a critical foundation. “The precursor to all this is integrating agents into the systems where your data lives, and deploying them safely and reliably.” Once that foundation is in place, organisations can move towards a more autonomous model of operations: detecting disruptions as they emerge, evaluating possible responses, and executing actions within defined guardrails.

As Kazmi puts it, AI may not be able to prevent a crisis such as the blockage of the Suez Canal, but it can fundamentally improve how companies respond. “It allows us to bring visibility and transparency into the promises that we make every single day.”

From Visibility to Execution

For much of the past decade, visibility has been the dominant goal in supply chain technology. Knowing where goods are, and what is happening across the network, was seen as the key to better performance.
That goal, Kazmi argues, has largely been achieved. “Visibility was probably one of the most important vectors to manage over the last decade,” he said. “Most organisations have already overcome that hurdle.” The new challenge is what comes next. “What good is visibility if you can’t act on it? That’s the gap we’re filling.”

This shift – from insight to execution – is emerging as a central theme across the industry. It also aligns closely with Infios’ positioning around ‘intelligent supply chain execution’, combining AI agents, machine learning models and optimisation tools into a unified operational layer.

AI as a Co-Worker

Despite the technological complexity, Kazmi emphasises that successful AI adoption is as much about people as it is about systems. “It’s very critical to think about how your agents will work with your existing team members,” he said.

Framing AI as a ‘co-worker’ is one way to approach this shift. Rather than viewing automation as a threat, organisations can position AI as an extension of their workforce – taking on repetitive or time-sensitive tasks while leaving humans to focus on higher-value decision-making. However, this requires careful planning around roles, responsibilities and trust.

“The onus is on us to figure out how to integrate these agents into our current workforce,” Kazmi stated. Equally important is choosing the right technology partner.

“Partnering with a vendor that integrates deeply into your stack is key. You need to bring the agents right to where your teams are already working to reduce the friction of change management.”

The Next Frontier: Context

Looking ahead, Kazmi believes the next major leap in enterprise AI will come from improvements in memory and context management. “While current deployments are delivering immediate ROI, the next jump will come from bringing deeper context to these agents,” he said.

Context, in this sense, goes beyond raw data. It encompasses the reasoning, priorities and situational awareness that underpin human decision-making. “As a human being, when I come to work in the morning, why am I making the decisions that I’m making? That’s super important.” Embedding that level of understanding into AI systems could unlock a new phase of capability – moving from reactive assistance to more proactive and strategic support.

Defining Moment

For an industry long defined by complexity and constraint, the convergence of AI, data and execution capability represents a significant inflection point. As Kazmi sees it, the opportunity is not just to do things faster or cheaper, but to fundamentally rethink how supply chains operate.

“The world is no longer predictable,” he said. “Execution is becoming trickier and trickier to manage.”
In that environment, the winners will not be those with the most visibility, but those with the ability to act on it intelligently, consistently and at speed. Increasingly, that now means working not just with AI, but alongside it.

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