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Carbon Reporting Technology for Greener Road Transport

Posted on 15 May, 202431 July, 2025 by David Priestman

Coyote Logistics is increasing its efforts to make road transport greener by incorporating innovative carbon reporting technology from Pledge, a carbon reporting platform for freight forwarders, into its operations. This move represents another important step towards building a more environmentally friendly future for logistics.

By integrating Pledge’s GLEC-accredited and ISO 14083-aligned carbon reporting technology, Coyote Logistics will offer its customers a clear picture of the emissions produced by their supply chains. This initiative underscores Coyote’s commitment to environmental responsibility as the Amsterdam-based 3PL company is not only dedicated to providing top-quality logistics solutions; but also focused on moving the road transport industry towards a more sustainable future.

To meet the sustainability demands in this sector, they are actively working to reduce road transport emissions across Europe. This approach is consistent with Coyote’s customer values of driving more sustainable road freight by optimizing routes, implementing fuel-saving driving techniques and using zero-emission vehicles.

Carbon Reporting Technology

Environmental considerations play a key role when choosing a logistics service provider. By choosing Pledge, Coyote offers its customers a reliable foundation on which to entrust their green logistics requirements and enables them to comprehensively report emissions across their logistics operations, helping them make choices consistent with their environmental goals.

Joep Kusters, SVP Head of Europe at Coyote Logistics, emphasizes the active role in shaping a greener future: “We do more than just dream of a more sustainable future; we are actively building it. Our work with Pledge demonstrates our shared commitment to caring for the environment. This is a significant step towards creating a healthier planet for future generations.”

David de Picciotto, CEO and Co-founder of Pledge, said: “Coyote Logistics is leading the way in sustainable road freight in Europe by implementing some of the most ambitious green initiatives in the industry. Integrating our GLEC-accredited and ISO 14083-aligned carbon reporting technology will further facilitate their ambitious climate goals, offering customers a clear picture of their supply chain emissions and the insights they need to reduce them. We’re excited to witness the positive impact working together will have for sustainable logistics.”

Companies Focused on Sustainability; Supply Chains Play Integral Role

Synergy Logistics’ new Commercial Leadership

Posted on 14 May, 202431 July, 2025 by David Priestman

Warehouse technology innovator, Synergy Logistics, has promoted Brian Kirst (pictured) to Chief Commercial Officer as business continues to ramp up and new commercial leadership was required.

Kirst previously looked after all customer facing elements of the business in North America, but now oversees all aspects of Sales, Marketing, Support and After Sales globally.

He brings 30 years of experience in supply chain, logistics and digital technology. Prior to joining Synergy in early 2022, Kirst co-founded and launched two high growth 3PL order fulfilment companies –Total Reliance in 2014 and Resurge in 2019. Both scaled successfully with Synergy’s highly flexible SnapFulfil warehouse management system (WMS) as their differentiator.

The restructure also sees Chief Product & Delivery Officer, Smitha Raphael, take on a more global role with the development services and implementation teams. Both report directly into Synergy Logistics Chairman, Hugh Stevens.

Stevens said: “Brian is the ideal fit for this crucial role. As a fellow owner, operator, and entrepreneur; our strategic views align. I also like his leadership and decision-making approach. He recognises opportunities quickly and looks to make an immediate impact.”

Commercial Leadership

Kirst has been using his applied knowledge, gained across multiple industries and sectors, to help customers identify their value drivers and further tap into the potential of Synergy’s technologically advanced software to drive revenue and profitability.

He added: “My focus will be growing and evolving with our existing customers, but also developing further enterprise-level business, as our highly configurable WMS and multi-agent orchestration solutions become increasingly relevant in today’s automation-driven supply chains. This includes executing on our ambitions of having a fully global and consistent product offering, with recent implementations in Asia and South America, complementing our long-standing and proven track record in the EMEA and North America regions.”

Synergy makes significant UK appointment

Core System Optimisation Vital Link for Supply Chain

Posted on 14 May, 202431 July, 2025 by David Priestman

Core system optimisation is a vital link for manufacturing’s supply chain success, writes David Lees (pictured), CTO of Basis Technologies.

Manufacturing supply chains are growing increasingly complex and difficult to manage. Factors like nature-related risks, geopolitical dynamics and business transformation have decreased the resilience, availability, and viability of managing supply chains effectively. However, one of the key barriers to supply chain success for global manufacturers is the archaic state of their core business systems, such as ERP.

ERPs, such as leading provider SAP, is the beating heart of many logistics organisations yet is often overlooked by CIOs. It’s widely regarded as being a ‘constant’ in and amongst business innovation happening around it – it’s the age-old foundation that has kept the company running for years. However, what CIOs may be unaware of is that these established systems have become ticking time bombs. As the ECC support deadline in 2027 grows ever closer, the race is on to prepare SAP systems for a mandatory transformation toward the cloud-based S/4HANA in time. And since these operations sit at the heart of the tech stack, the collateral damage of falling or ignoring the need for transformation altogether is substantial.

SAP itself recognises that many businesses are pushing their legacy systems to the brink, just in an effort to manage day-to-day operations across their supply chain. There is an industry-wide call for a way to unify, connect, and coordinate their supply chains more effectively and unlock the full potential of data-driven decision-making.

As a result, optimising these core systems is no longer a luxury for manufacturers; it’s non-negotiable.

Don’t shy away from change

The idea of making substantial changes to such a deep-rooted business system has put organisations off for years. Fear of unexpected costs, human error and operational collapse have been reasons enough to warrant holding off making any major alterations to such a central asset like SAP.

However, it’s now reached the stage where doing nothing is equally, if not more, damaging in the long term. It’s time to get rid of the ‘if it ain’t broke don’t fix it’ attitude, particularly considering the competitiveness of the manufacturing landscape worldwide.

Untold benefits await those manufacturers that move away from this mindset. If they can transform their legacy systems into platforms for innovation and growth, manufacturers can unlock huge value, including improved efficiency, increased customer retention, reduced overhead and operational costs, and fewer IT issues in general.

However, the way in which these core systems are managed in the manufacturing space currently act as a significant roadblock to these benefits. The problem is methods of change often lack the capabilities to capture the insights needed and match the pace of the organisation. It’s like trying to navigate a storm without a compass – a recipe for disaster in the world of supply chain management, particularly as manufacturers negotiate a consistent stream of CSR mandates when it comes to supply sourcing and manufacturing practices. According to the Business Continuity Institute’s 2023 Supply Chain Resilience survey, concerns about new laws and regulations increased by 40.5%, representing the fifth biggest concern for organisations.

Moving beyond a manual approach

Manufacturers with complex supply chains have large SAP environments, which is all the more reason to move away from archaic ways of managing these core systems. Basis Technologies recently found 59% of enterprises still uses manual Excel spreadsheets for business-critical SAP management. This is at odds with manufacturers’ vision for the future; Deloitte research from 2019 stated 83% of manufacturers believed that smart factory solutions would transform the way products were made in five years. Five years later and little has changed, as the lack of core system optimisation continues to impede progress across the operational funnel.

Spreadsheets are firmly rooted in the years that came before, and no longer meet the demands of modern businesses. Technologies such as automation, machine learning, and AI have enabled businesses to act smarter, leveraging data analytics and efficient technology to manage their operations more thoroughly and with increased ease.

To effectively manage change within SAP systems, organisations require a more robust approach: an automated system where everyone has a clear view, can work together seamlessly, and can take action instantly. This requires real-time visibility, collaboration, and integration. By replacing manual spreadsheets with automation, manufacturers will unlock real-time impact analysis, adaptive governance, automated backout and landscape flexibility, across the entire supply chain. CIOs are aware of the need for innovation, but progress has been hindered by tools ill-suited for the task.

By taking back control of SAP systems, manufacturers can gain a holistic view of their supply chains, acting on data-driven decisions to inform more sustainable practices, eliminate supply chain disruption from human error-driven IT outages and integrate SAP systems with their IT stack. Ultimately, this is the way manufacturers future proof their business.

The time for change is now. By embracing modern technology for core system optimisation, manufacturers can cultivate a more resilient, efficient, and sustainable supply chain. This, in turn, unlocks a domino effect of benefits, from improved customer satisfaction to reduced costs and an edge in a fiercely competitive market. The future of successful manufacturing supply chains lies not just in the new, but in leveraging the full potential of the technology that already exists within the heart of the organisation.

How to Unlock Value of Data-driven Logistics

Effective Recycling of PET and PP Strapping

Posted on 13 May, 202431 July, 2025 by David Priestman

PET and PP strapping raw materials can be recycled effectively as part of a circular economy. Mosca GmbH relies on Interzero’s efficient recycling of PET and PP strapping to minimize the need for new material in their strapping production. In the future, the company based in Waldbrunn will track the status of recycled source materials using the material account of the experts for closed-loop solutions and plastics recycling.

At first glance, the lifespan of packaging materials may appear to be brief: after being used, they are disposed of and replaced with new ones. As the sustainable use of commodities becomes more important, recycling is gaining in popularity. Reprocessed cardboard, paper, and other materials remain in the value chain. This also applies for strapping: its base materials – mainly PET and PP – are highly recyclable. As a manufacturer of strapping for packaging safety, Mosca relies on recycled materials as well. The share of recyclate in Mosca’s PP strapping ranges from 30 to 100 percent, depending on the strapping size. Mosca’s PET strapping is made entirely from recycled materials. “As a company that operates sustainably, we prioritize the responsible use of primary resources and the systematic recycling of PET and PP materials,” emphasizes Simone Mosca, Managing Director of Mosca GmbH. This does not only make the company less dependent on volatile commodity markets but also enables controlled production of vital strapping in high quality.

Flexible, robust, and sustainable

Since fall 2023 Mosca has been collaborating with Interzero, a partner specializing in innovative circular solutions and effective plastics recycling, to reach these targets. “Sustainable action thrives on robust partnerships across the value chain, supporting us in implementing an effective circular economy,” says Ann Mertens, Sustainability Officer at Mosca. In addition to recycling, Interzero is responsible for Mosca’s upstream and downstream logistics in the long term: the company will collect used strapping from end customers and return the shredded or recycled material to the Waldbrunn-based company. Transparency regarding the recycling process and the available quantities of PET and PP are crucial for Mosca. “Through our material account, we provide our partners with a digital twin of their raw materials and circular management. This tool enables them to track the status of recycled materials at any time, strategically secure access to raw materials, and thereby close the loop,” emphasizes Britta von Selchow, Head of Sales Circular Solutions at Interzero.

Circular economy

The material account tracks the amount of PET and PP that has been collected for recycling, is currently undergoing recycling, or is available for reuse. Just like a bank account, the digital platform shows the amount of ‘credit’ Mosca has available for producing new strapping but measured in tons of material rather than euros. “This allows us to precisely control our strapping production while maintaining access to vital raw materials – in line with our tagline of ‘Nonstop Performance,’” emphasizes Simone Mosca.

Transparent communication

Finally, the continuous recording of circular economy data supports seamless sustainability and financial reporting. “Thanks to the platform, we do not only know the current status of our PET and PP but also the share we have recycled each year – and thus create an important basis for transparent sustainability communication,” concludes Simone Mosca.

Huge Delivery of Plastic Pallets Helps Automate Pet Food Maker

Innovating Mental Health Strategies in Fulfilment

Posted on 13 May, 2024 by David Priestman

Mental health strategies in the fulfilment industry can be innovated, writes Zihana Jaleel, Head of HR at Huboo.

The fulfilment industry has increasingly come under the spotlight for its treatment of employees, with particular attention to mental health and general wellbeing. Fingers are often pointed to large corporations like Amazon, highlighting harsh working conditions including demanding shift schedules and physically intense tasks – with some warehouse staff reportedly walking over 16 kilometres during a single shift. These issues have led to well-publicised strikes and debates around labour practices.

With Mental Health Awareness Week upon us, it feels prudent to evaluate what shifts have taken place within the industry when it comes to employee wellbeing. Are the perks and initiatives many companies implement actually effective in making a real difference to employees’ lives?

After many years in HR, I’ve gained firsthand insights into the various challenges and potential solutions for promoting better mental health in our industry – and it starts with going right back to basics.

Prioritising meaningful workplace enhancements

Our experience at Huboo has shown that while wellness perks like free exercise classes and healthy snacks are appreciated, they are not a panacea. We offer activities such as yoga and sports clubs, which are popular for team bonding and relaxation, yet these benefits only touch on broader issues if a company’s foundational work conditions remain unaddressed.

The crux of improving employee wellbeing lies in enhancing the actual work conditions themselves. A significant emphasis on bettering these conditions is crucial, as it not only elevates the immediate work environment but also serves as a prerequisite for other wellness initiatives to succeed. In environments that are safe, supportive, and respectful, employees are more likely to engage with additional perks, leading to a healthier, more satisfied workforce.

To this end, we have introduced a unique ‘hub’ model within our warehouses, segmenting larger spaces into smaller, more manageable units. This reduces physical strain by organising items efficiently and empowers our hub managers through enhanced technology use. This initiative has proven to reduce the physical demands of our roles significantly, improving job satisfaction and reducing staff turnover.

Listening to What Employees Really Need

Too often, companies adopt the latest HR trends without ensuring longevity or real impact. The key to meaningful change lies in genuine engagement with employees, actively seeking their feedback and involving them in the decision-making process.

At Huboo, we’ve implemented Coffee & Cake sessions, initially in our UK offices with plans to expand these internationally. These sessions provide a relaxed forum for staff to discuss their concerns and suggestions with senior management directly. Such initiatives are not just well-received; they’re crucial for creating an adaptive and responsive work environment.

By aligning employee feedback with our operational policies and decisions, we underscore our commitment to their overall wellbeing and satisfaction. This approach not only addresses potential mental health issues before they escalate but also enhances the collective performance of our workforce.

Looking ahead, the future of workplace wellness in the fulfilment sector hinges on a culture that embraces continuous listening and meaningful action. By prioritising employee feedback and their wellbeing, we can transform the industry into a supportive environment that fosters both personal and professional growth.

Mates in Mind Support Employee Mental Health

Disruptions in the Supply Chain Affect the Automotive Industry

Posted on 13 May, 2024 by David Priestman

The automotive industry’s reliance on its supply chain running smoothly is important to ensure the consistent production of vehicles for consumer and corporate demand, especially considering that most vehicles can contain between 15,000 and 25,000 component parts.

Chris Thompson, Operations Director at Electrix International, a global supplier of stainless steel electrical enclosures, has offered some expert insight into the supply chain issues facing the automotive industry, including the impacts it has and posing some potential solutions.

Reduction in workforce

One significant concern in the automotive industry is the significant shortage of laborers and workforce. In fact, an ABB survey of around 600 global industry experts found that skills shortages of talented laborers were of the greatest concern in North America, with 56% of experts outlining it as a problem. 48% also stated that new skills were required to adjust to the fast-changing landscape of the industry, with more needing to be done to attract people to join the industry.

Technology shortage

One significant issue within the automotive supply chain is the shortage of key technological components, like semiconductors, that go into vehicle production. These inventory shortages increase delivery lead times, and the scarcity of parts has forced manufacturers to raise costs, meaning final prices for consumers are even higher than before.

In fact, the cost of a new car in 2024 is now an average of $48,759, which could increase further should these delays increase. Not only does this have an impact on new car purchases but also on the aftermarket industry, as it affects repair and maintenance services being unable to work on vehicles with replacement parts.

Geopolitical and naturally occurring phenomena

It’s not just physical issues that can affect the supply chain, as the wider landscape of the world can have a huge impact on the automotive industry. Geopolitical developments that automotive manufacturers have no control over can cause interruptions in the flow of goods and materials. For instance, Volvo and Tesla had to suspend manufacturing due to the conflict in the Red Sea in early 2024. Conflicts and tensions between countries affect trade and tariffs placed on materials like steel and aluminum, which in turn raises costs for manufacturers. The knock-on effects can have huge implications in the long term.

In addition to geopolitical situations, naturally occurring phenomena and disasters can also contribute to production and supply chain issues for the industry. Whether it’s hurricanes, wildfires, or earthquakes, they’re unpredictable in their very nature and can be hugely disruptive to production facilities and transport networks. The knock-on effect leads directly to supply shortages and delays in production.

How does the industry respond to these challenges?

The automotive industry has been forced to create and implement strategies to deal with these challenges, with one solution being to diversify supply chains, which involves reducing their reliance on single-source suppliers. This means establishing strategic partnerships with multiple suppliers, as well as investing in localized production facilities, and making the most of emerging technologies to streamline and optimize operations.

This creates more flexibility in managing the supply chain to react quickly to the impact of disruptions and continuing with processes despite unforeseen circumstances. The market and industry are constantly evolving, so staying on the cusp of new strategies can avoid major disruptions.

Disruptions within the supply chain have emerged as a significant challenge for the automotive industry, whether it’s geopolitical tensions or natural disasters. The challenges posed to the market have impacted everything from the production of new vehicles to increased costs of units to materials and affecting consumer demand. This is why it’s so crucial for the industry to explore proactive solutions to mitigate these risks and build a stronger risk management strategy.

Transportation costs drive regional divide

Decarbonisation of shipping could create up to four million green jobs

Posted on 9 May, 2024 by Will Priestman

Decarbonisation of the global maritime industry could support the creation of up to four million green jobs by 2050.
Demand for e-fuels is set to scale to over 500m tonnes by 2040, requiring additional 2TW of renewable energy generation capacity and £3.2 trillion of infrastructure investment.
This significant capital investment will see most green jobs created during the 2030s, to support renewable energy capacity building.
Majority of jobs likely to be distributed in the Global South, where conditions are optimal for the production of green fuels.
Based on Green Jobs and Maritime Decarbonisation, new analysis by the Global Maritime Forum and Arup.

Copenhagen, 9 May 2024 – The Global Maritime Forum has revealed the immense economic potential presented by the decarbonisation of shipping. New analysis, commissioned by the Global Maritime Forum and conducted by Arup, projects that the maritime sector’s transition to e-fuels could support up to four million new green jobs by 2050, double the number of seafarers serving globally today. Job creation will be seen across the three main phases of the supply chain: renewable energy generation, hydrogen production and e-fuel production.

The shipping industry is currently responsible for 3% of global CO2 emissions, equivalent to the annual emissions of Japan. As the backbone of the global economy – responsible for 80% of global trade – the industry has faced enormous pressure to rapidly decarbonise. In 2023, the International Maritime Organization (IMO)’s member states agreed an end date to fossil fuel consumption “by or around” 2050.

Achieving this target will require large volumes of scalable zero emission fuels, a significant share of which will be e-fuels based on hydrogen. Projections show that shipping’s demand for e-fuels could rapidly scale to over 500 million tonnes by 2040, rising to 600 million tonnes by 2050. Meeting such demand could require an additional 2TW of renewable energy generation capacity, and 1TW of hydrogen production capacity by 2050.

Maritime transition is a trillion-dollar market opportunity

The analysis, titled Green Jobs and Maritime Decarbonisation, focuses on renewable energy and fuel production linked to e-fuels, adopting an illustrative scenario where e-fuels become the energy source for international shipping. In this scenario, up to £3.2 trillion of investment is required to support the development of renewable infrastructure, hydrogen production, and fuel production facilities for e-ammonia for shipping.

This significant capital investment will have a dramatic impact on the creation of green jobs across the supply chain. It also has the potential to create immense benefits to the wider economy, furthering climate action, whilst also supporting the development of renewable energy projects and the uptake of green hydrogen across other sectors.

Jesse Fahnestock, Director of Decarbonisation, at Global Maritime Forum, said: “This research marks a critical first step in exploring the fundamental role maritime decarbonisation will play in the creation of green jobs within the energy sector. The analysis demonstrates the sheer scale of the potential to create large numbers of highly-skilled green jobs, in this instance driven by a single fuel. Many of these jobs will also be transferable to other sectors – supporting further decarbonisation beyond shipping.”

Creating green jobs across the supply chain

Providing shipping decarbonisation keeps track with the IMO’s ‘striving indicative checkpoints’, the new data provides an outline of the growth of green jobs from the 2020s through the 2040s for each of the main areas of the supply chain – renewable energy generation, hydrogen production and e-fuel production.

Due to the rapid scaling of e-fuel uptake during the 2030s, it’s predicted that this decade will see the creation of the most green jobs across each area of the supply chain – an upper bound range of between 1m and 4m jobs worldwide. This will be supported by over £2.2 trillion of capital investment in the development renewables and infrastructure, and a huge build-out of energy and fuel capacity – 1,500GW of renewable energy generation, 800GW of green hydrogen, and 530Mtpa of green ammonia.

Job numbers are likely to be smaller in the 2020s and ultimately reduce in the 2040s, as capital investment reduces. A large proportion of these jobs, however, will be transferable to other sectors and will ultimately support the development of wider renewable energy capacity; aiding decarbonisation efforts across other sectors.

Jeremy Anderson, Director of Just Transition and Sustainable Transport at International Transport Workers’ Federation (ITF), said: “The creation of new green jobs can help address economic inequalities between the Global North and Global South. However, green jobs must also be good jobs, with decent working conditions, labour rights, and a strong voice for workers.”

More attention required to map green jobs potential in maritime

As trillions of capital investment gets funnelled into green fuels for the maritime sector, stimulating the creation of green jobs can help countries transition away from fossil fuels, whilst providing a direct, quantifiable contribution to a country’s economy.

Investments in the Global South in particular, where climate provides the greatest conditions for e-fuel production, have shown to contribute significantly toward higher job creation, relative to an equivalent investment in a country in the Global North. This suggests a higher potential for developing countries to leverage investments towards wider green job creation.

Connor Bingham, Project Manager at Global Maritime Forum and author of Green Jobs and Maritime Decarbonisation, said: “The huge levels of investment will impact all corners of the globe, helping many countries around the world provide opportunities to workers negatively affected by the transition away from more carbon-intensive industries. It’s vital that we further explore the different geographic implications, particularly in the Global South, to ensure we can unlock the enormous potential for economic growth across nations.”

The Global Maritime Forum calls for further research and analysis on the role of other future fuels, beyond e-fuels, in the creation of quality green jobs, as well as building a stronger understanding of the different geographical implications relating to the decarbonisation of the maritime sector.

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Mezzanine Specialist given King’s Enterprise Innovation Award

Posted on 7 May, 202424 July, 2025 by Will Priestman

The King’s Awards for Enterprise are the only awards to have the imprimatur of the monarch. Hi-Level Mezzanines, (who design and installs mezzanine floors for top brands including Amazon, Ocado, Tesco, ASOS, Next and DPD) won an Innovation award, with extremely tough competition – across the whole of the UK, only 59 awards for innovation were granted this year.

“The King’s Awards for Enterprise in Innovation celebrates the success of exciting and innovative businesses which are leading the way with pioneering products or services,” the Department for Business said.

The firm’s King’s Award for Enterprise win recognises its “outstanding business performance and commercial success” following the invention of a piece of high-performance engineering software called IQD (Intelligent Quote Designsuite).

A £1 million innovation

IQD evaluates multiple mezzanine design options for Hi-Level Mezzanines’ clients, selects the best option, simulates a design and calculates a quotation – all within a matter of minutes. It has also been expanded to become an integral part of every stage of the firm’s operations.

It has transformed customer service by delivering fast quotes, creating 2D and 3D models, tracking live projects and planning installations so they hit every project deadline, while Hi-Level Mezzanines’ turnover has doubled in the past five years. IQD is the result of ten years of innovation and more than £1 million investment.

Extremely proud

Angus Whiteman, Managing Director, said: “Hi-Level Mezzanines is honoured to accept The King’s Award for Enterprise in the category of Innovation. This accolade is a distinguished acknowledgment of our steadfast commitment to continuous development, and we are extremely proud to have been selected among such esteemed competition.”

Mr Whiteman, who has been invited to a reception with the King at Windsor Castle in the summer, added: “The award acknowledges the exceptional contributions made by our remarkable team whose diligence, expertise and unwavering efforts have been instrumental in propelling us to this remarkable milestone. For over three decades our business has been based in Hampshire and we take immense pride in our ability to contribute to both our local community and the wider manufacturing, warehousing and logistics industries.

“As we celebrate this fantastic achievement we reaffirm our dedication to the principles of innovation that serve as the cornerstone of our business. Looking ahead, we strive to continue our pursuit of excellence, driving us toward even greater accomplishments in the future.”

The award also recognises Hi-Level Mezzanines as a beacon of good practice through its support of local and national charities, its value engineering to minimise use of steel to reduce environmental impact, its donation of 1,000 trees to Hampshire and Isle of Wight Wildlife Trust and its status as an Employee Owned Trust, securing the future of the business and generating a deeper level of pride, ownership and commitment among employees.

Installing a mezzanine gives a business extra space, from beer storage for a brewery to room for the latest automation at an Amazon warehouse. Hi-Level Mezzanines has secured more than 300 projects over the past year alone, as forward-looking logistics, retail and manufacturing clients install mezzanines to make the most of their existing vertical space and avoid the costs and inconvenience of moving premises as they grow.

The company has 25 staff based in Petersfield, Hampshire, and has been operating for 33 years.

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Toyota Automated Logistics Group Launched for Acquisitions

Posted on 6 May, 2024 by David Priestman

Toyota Industries Corporation (TICO) has launched Toyota Automated Logistics Group (TALG) to house its existing subsidiary, Toyota L&F, alongside the companies it acquired in 2017 (Bastian Solutions and Vanderlande) and 2022 (viastore). As a result, it has increased its presence in all integrated and automated projects worldwide, and capitalised on the synergies between the respective organisations and the added value they offer to the market.

TALG’s company name has been created to reinforce the added value of the reliability, stability, commitment and security of TICO as the group’s parent company. In addition, customers will benefit from the wide portfolio which ranges from the integration of automated solution projects to end-to-end automated solutions offered by the four group companies to the global logistics market.

As a global partner for integrated logistic process automation, TALG is committed to helping customers meet the challenges specific to their industries by incorporating its integrated portfolio of scalable systems, intelligent software and life-cycle services. With a full range of automated logistic solutions – from receiving to shipping – TALG supports all aspects of its customers’ manufacturing facilities, distribution centres and airports. It also complements the worldwide logistic solutions and high-quality products, such as forklift trucks and warehouse equipment, offered by the Toyota Material Handling Group.

While Toyota L&F focuses on the development of reliable and efficient systems to improve customers’ logistic processes, Bastian Solutions provides added value to companies of all sizes through leading technology resources and strong system integration capabilities. Furthermore, Vanderlande meets the complex challenges faced by businesses with the provision of sustainable and future-proof logistic process automation, while viastore provides customers with guaranteed success through customised warehouse and material flow logistic solutions.

“As a group, TALG is not only trusted to improve the competitive position of our customers, but also confirm our status as a leading global player in integrated logistic process automation,” says Norio Wakabayashi, Senior Executive Officer of TICO. “Wherever we operate in the world – and whatever the industry – through a combination of innovation, integration and automation, the Toyota Automated Logistics Group stays true to its guiding principle: for every challenge, a reliable solution.”

Toyota acquires viastore

Lateral Transport with Space-saving Potential

Posted on 2 May, 2024 by David Priestman

HUBTEX is expanding its MaxX series with a new model – the MaxX 60 electric multidirectional sideloader. The model is designed for handling long goods with a load capacity between 5 and 6 t both indoors and outdoors. The MaxX series incorporates the most popular features of the Phoenix electric multidirectional sideloader, yet maintains an attractive price-performance ratio. The MaxX 60 is therefore a cost-effective alternative to older diesel vehicles, particularly when used for loading and unloading trucks.

The MaxX 60 is strategically designed to be suitable for a wide range of applications in long goods handling, for indoor or outdoor use. When developing the new model, HUBTEX focused on optimising outdoor performance. The aim was also to create a truck that could navigate tight contours in narrow environments. The configuration therefore includes large tyres and high ground clearance – both of which are essential for outdoor use. At the same time, the new MaxX 60 has a compact load bed height so that the rack capacity can be optimally utilised when moving between rack aisles indoors.

“By combining a high ground clearance of 185 mm, large elastic tyres and a reduced load bed height of 535 mm, the MaxX 60 can make optimal use of the storage space inside while remaining as versatile as possible outside. This was our aim during development, as the option to use the industrial truck both indoors and outdoors is very important to our customers,” explains Michael Röbig, authorised representative and head of product management at HUBTEX.

Another special feature of the new MaxX model is its drive. The industrial truck is equipped with two powerful 7 kW electric motors, which ensure impressive driving performance (even on inclines) – an important feature for outdoor use. The ergonomically equipped cabin, which proved popular with previous models, is also maintained in the MaxX 60. The cabin is optimised for a high level of driver comfort and clear all-round view. The alignment of the lift mast also increases the visibility. The design is tailored precisely to the load capacity range of the MaxX 60.

Optional 360° HX steering available with the MaxX 60

Users of the MaxX 60 don’t have to forego the patented HX 360° steering. The steering is available as an option and allows smooth changes in direction from lengthwise to crosswise or circular travel without stopping. The HX steering is particularly popular for block storage of bulky panel materials, but also has other advantages. For example, it significantly reduces wheel wear as the wheels no longer turn on the spot.

The MaxX 60 is the perfect addition to the HUBTEX MaxX series. The entry-level MaxX series was previously available in three versions with a load capacity of 3 to 4.5 t. The trucks impress with high quality and performance combined with an attractive price-performance ratio. The trucks in the MaxX series combine the most popular and best-selling features of the HUBTEX electric multidirectional sideloaders. They provide a good alternative to older diesel trucks in the affordable entry-level range.

“If users want a truck that can be customised further, we are also happy to advise on our PhoeniX series,” explains Röbig. With an almost endless number of possible combinations (application-specific fork carriage designs, cabins, lift masts and individual equipment options), the PhoeniX modular system can be used to create a perfectly customised HUBTEX multidirectional sideloader.

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