Robotics Automation: Cutting Costs and Boosting Throughput

In a strategic partnership that aims to redefine sustainable industry, global recycling giant GEM has teamed up with SEER Robotics, introducing robotics automation to fully automate its production line. The initiative, which includes the deployment of 27 advanced robots, covers the entire manufacturing chain—from raw material handling to final product dispatch.

“Operational costs halved, efficiency doubled, and precision perfected,” said GEM’s Project Director, describing what the company views as a transformative leap in green manufacturing. According to GEM, the automation has already led to a 50% reduction in labor costs and a significant increase in throughput, with robotic automation systems achieving 99% task accuracy.

This collaboration, however, goes beyond automation. It’s being described as a step toward building a closed-loop industrial model for the circular economy. By integrating SEER Robotics’s technical capabilities with GEM’s leadership in green energy, the project lays the foundation for scalable, intelligent upgrades across global manufacturing hubs.

The robots—equipped with real-time data uploading capabilities and integrated weighing sensors—feed information directly into GEM’s Manufacturing Execution and Evaluation System (MEES), allowing for greater visibility and control over production quality. Compatibility with JAM’s proprietary battery system also supports nearly continuous operation, reducing downtime and improving efficiency.

Ease of use remains a focal point. Despite their sophistication, the systems are designed to be intuitive, enabling even frontline employees with minimal experience to operate the robots with basic training.

Beyond efficiency gains, the initiative is positioned as a blueprint for ESG-driven industrial transformation. From dismantling obsolete batteries to optimizing warehouse logistics, the project highlights the potential of human-machine collaboration to reduce carbon footprints and accelerate the transition to zero-waste manufacturing. The partnership also aims to establish a replicable, auditable benchmark for sustainable production practices worldwide.

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Strategic Partnership Drives Automation Innovation

Schneider Electric, a global leader in energy management and automation, is leveraging SEER Robotics’ technology to transform its logistics and production processes through a strategic partnership. With a strong presence in energy efficiency and automation, Schneider Electric continues to push the envelope in smart manufacturing by integrating intelligent robots and advanced logistics management systems into its global operations.

Schneider Electric: A Pioneer in Smart Manufacturing

Schneider Electric’s commitment to innovation has earned several of its global production facilities the prestigious title of “Lighthouse Factories,” which are recognized as the benchmarks of the industry. These factories stand as a testament to Schneider Electric’s unwavering dedication to advancing automation and smart manufacturing.

But the journey to becoming an industry leader doesn’t end with technology—it’s about how they leverage that technology to improve operational efficiency and safety across their operations. That’s where SEER Robotics enters the picture, providing vital support in optimizing logistics and warehouse automation.

Driving the Future of Logistics

Since 2021, Schneider Electric has been gradually introducing SEER Robotics’ smart logistics solutions into its core factories in Shanghai, Wuxi, and beyond. These solutions are designed to optimize production workflows, drive efficiency, and reduce operational costs, ensuring that the company maintains its competitive edge.

In 2024, Schneider Electric took another significant step forward by partnering with SEER Robotics at its U.S. manufacturing site in Tennessee. The collaboration introduced SEER Robotics’ Laser SLAM-powered intelligent forklifts and the M4 Smart Logistics Management System to optimize warehouse operations. These technologies are enabling Schneider Electric to streamline its warehouse processes, reduce manual labor, and enhance overall productivity—empowering them to maintain a smooth flow from semi-finished product lines to storage.

Smart Solutions for a Smarter Future

Here’s a look at the key benefits of this smart logistics solution:

1. Laser SLAM Navigation for Greater Flexibility

SEER Robotics’ forklifts are equipped with Laser SLAM navigation technology, which ensures that they can operate in diverse and dynamic factory environments without the need for extensive site modifications. These autonomous forklifts boast an impressive repeat positioning accuracy of up to ±5mm, allowing them to perform precise tasks, such as moving goods across the factory floor, with ease.

2. Enhanced Safety with Refined Obstacle Avoidance

Safety is paramount when it comes to human-robot interaction. At Schneider Electric’s U.S. site, where smart forklifts frequently interact with human-operated ones, SEER Robotics’ system takes safety to the next level. The obstacle avoidance system was specifically optimized to meet the challenges of the warehouse environment, improving the accuracy of obstacle detection and ensuring that both workers and robots can operate safely side by side.

3. Interconnected Systems for Efficient Operations

The M4 Smart Logistics Management System integrates fleet management, task management, and warehouse management into a seamless, all-in-one solution. By linking the intelligent forklifts with the roller production lines, it ensures real-time coordination and boosts operational efficiency across the entire factory floor. This level of interconnectivity is transforming how Schneider Electric manages its production processes.

4. Adaptive Solutions for Non-Standard Applications

Industrial environments often come with unique challenges that require tailored solutions. SEER Robotics meets this challenge with standardized products that can be quickly adapted to different operational needs. At Schneider Electric’s U.S. facility, the forklift’s routing system was dynamically adjusted to optimize the movement of goods. Additionally, special attachments were added to pallets to allow seamless integration with robots and other smart devices, ensuring maximum efficiency across operations.

A Vision for the Future of Smart Logistics

This collaboration between SEER Robotics and Schneider Electric is more than just a technological integration. It’s a vision for the future of smart logistics. With advanced robotics and intelligent systems working in harmony, Schneider Electric is setting the stage for a new era of manufacturing that is efficient, safe, and adaptable to the evolving needs of the industry.

As more companies look to integrate smart solutions into their operations, Schneider Electric’s approach—backed by SEER Robotics’ innovations—demonstrates how technology is helping businesses not only meet today’s challenges but also prepare for the future.

Greggs invests in manufacturing and logistics site

UK food-on-the-go retailer, Greggs, have announced it’s entering into a lease agreement for a new state-of-the-art frozen production and logistics facility in Derby, Derbyshire.

Greggs’ strategic growth plan, announced in 2021, set out ambitious expansion targets requiring investment in significant supply chain capacity. At 12 May 2024, Greggs had 2,500 shops trading and it expects to open between 140-160 net new shops during 2024. The longer-term target is to have significantly more than 3,000 shops trading in the UK.

The new facility is being developed at SmartParc SEGRO Derby on a high-tech food manufacturing site in Spondon, Derby. Greggs will occupy a 23-acre plot on the campus. Following the construction of the building by the landlord, Greggs will develop the facility and install state-of-the-art manufacturing and logistics equipment to optimise the efficiency of operations on site. The site is expected to open in late 2026 and create up to 600 jobs.

The new purpose-built facility will provide additional manufacturing capacity for products – including new savoury and sweet production lines – as well as logistics for frozen storage and fully automated robotic shop order picking and distribution solutions from Swisslog, one of the world’s leading logistics automation companies. The facility will also have additional capacity to enable further investments to meet future category growth, innovation and development, including the capacity for at least five manufacturing platforms and the potential for new production lines to be commissioned to meet volume demand.

The site has been designed with a focus on sustainability including the use of an onsite shared Energy Centre (a centralised heating and cooling system that recycles heat from refrigeration plants across the estate), a rainwater harvesting system, PV panels, EV charging points and a secure bike storage to help reduce local emissions.

Roisin Currie, Chief Executive at Greggs commented: “We are delighted to announce our new state-of-the-art facility at SmartParc SEGRO Derby. This purpose-built site offers significant flexibility to add new capabilities and lines as our business evolves. This is a significant step in our supply chain investment and will provide much-needed manufacturing and logistics support to power our ambitious growth plans.”

Jackie Wild, CEO at SmartParc said: “It is our ultimate vision that SmartParc SEGRO Derby becomes a hub for forward-thinking food businesses seeking sustainable and efficient operations, a collaborative work space and a first-class location with excellent connectivity, whilst also putting their people first. Greggs embodies this approach and we are immensely proud to welcome such a cherished food business to the site.”

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Inventory crisis: stock held by UK firms doubles

New industry data reveals that manufacturers are holding double the amount of stock compared to pre-pandemic levels as the world’s supply chain woes take on a new form. Unleashed’s Manufacturers Health Check report used data from its inventory management software to track how SMEs in the UK have fared in 2022. The report shows businesses forced to stockpile huge quantities of goods as they navigate delays and shortages, against a background of rising inflation.

The analysis of more than 4,500 SMEs paints a picture of manufacturer health by examining four main data points: the value of stock on hand, Gross Margin Return on Inventory (GMROI), fulfilment days, and the price paid for goods purchased.

Overall,  stock on hand levels for manufacturers in the UK jumped by 99.7%, from an average of £365,736 in Q3 2019 to £730,681 in Q3 2022, while GMROI dropped from 2 to 0.9 in the same period, and fulfilment times fell from 20 days to around two weeks.

Tough inventory situation

Meanwhile manufacturers are paying 10.24% more for their goods now compared to the start of 2022.

“What started as a supply chain crisis appears to have evolved into an inventory crisis at the individual business level,” says Gareth Berry, CEO of Unleashed. “Yes we’ve seen shipping times and prices ease, but that’s at the expense of firms who are forced to hold far more stock just to stay operational.

“It’s a tough situation for manufacturers that will present real cash flow pressures. Managing those stock levels down in the coming months will be a delicate task.”

Crazy lead times

Noah Warren, CEO of UK bicycle manufacturer Temple Cycles, says the impact on his business has been considerable: “One of the biggest problems we’ve had is lead times going exponentially crazy. So we’ve had to move away from a just in time stock model to just in case. The only way we could be in stock is to invest more money in it. But you can’t do that indefinitely.”

Digging deeper, it’s clear that there is variation across industries, with some industries faring better (and worse) for each data point featured in the research.

The highest percentage change in the average value of stock on hand between Q3 2019 and Q3 this year was the plastics and rubber sector – which saw an average increase of 180%. This was followed by energy and chemicals (up 174%), and the sports and entertainment sector which recorded an average increase of 123%.

In fact, all industries featured in this research were holding an increased value of stock this year compared to 2019, with the exception of manufacturers in the building and construction sector.

Decline in GMROI

When looking at GMROI, it’s clear that firms are feeling the impact of holding more stock, with the majority of firms seeing a drop in overall profitability when looking at this metric specifically.

Apart from the food sector, which lifted GMROI 93.69%, all sectors in the UK saw a decline in overall GMROI with clothing firms (down 81.8%), plastic and rubber products (down 81%) and energy and chemicals (down 62%) seeing the biggest declines.

Six of the nine industries featured in this research have been successful in cutting lead times over the past three years, with energy and chemicals (down 74.1%), automotive (down 65.6%) and food (down 48.6%).

But there are still sectors struggling to pull fulfilment times back to pre-pandemic levels, most notably the plastic and rubber products sector where the average fulfilment days are up more than double – to 29.3 days (up 266.8%).

Supply and demand instability

Daniel Myers, Director at Plastock, a material solution provider to retail and display markets, adds: “We have witnessed first-hand the significant supply and demand instability of materials, going from peaks of very stable supply to huge surges in demand and this is having a significant impact on costs.

“Price increases as much as 45% presented us with fairly significant issues, and then with the cost of those materials increasing week by week people started panic buying any available stock. So it makes it really difficult to manage stock – it’s unprecedented.”

CLICK HERE to read the full research.

www.unleashedsoftware.com

Europe set for nearshoring boom

European businesses are looking towards Romania, Turkey and Morocco as alternatives to production in Ukraine and Asia following months of supply-chain disruption, according to the new ‘Supply Chain Disruptions’ report, from JLL.

According to the report, number of businesses operating within the retail and manufacturing sector have already decided to nearshore part or all of their production. JLL’s internal data shows that the primary beneficiaries of reshoring are Central Europe and Romania, while Turkey and Morocco are looking towards nearshoring.

The move comes after the pandemic resulted in a breakdown of distribution networks and severe bottlenecks at ports and airports, meaning companies started to prioritise nearshoring in a bid to address supply chain disruptions. JLL also expects a lack of land and labour shortages to push up demand in Central Europe from primary to strategically located secondary and tertiary markets.

Data from Flexport shows the average container journey from Asia to Europe has nearly doubled since 2019, while research from Buck Consultants International (BCI) found more than 60 per cent of US and European companies are planning to bring some of their production back to their own region.

Considering established transportation networks and gateways, markets along two of Europe’s distribution corridors: the traditional blue banana and emerging Black Sea banana, are most likely to experience rising demand from third-party logistics (3PLs). Furthermore, severe supply constraints in prime markets along these corridors will push demand to strategically located secondary and tertiary markets along these same corridors.

Guy Gueirard, Head of EMEA Logistics at JLL, said: “Rising wages in low-cost manufacturing locations and increased risk due to climate change, strikes, and accidents such as the Suez Canal blockage have fuelled discussions of nearshoring and growing diversification over the past decade. However, risk versus cost scenarios in combination with the consequent loss of manufacturing infrastructure in Europe after large parts of manufacturing moved to Asia, meant Asian markets continued to be favoured as trading partners and manufacturing bases for a large range of products – but things are changing.”

Lisa Graham, Head of Industrial and Logistics Research, EMEA, JLL, said: “Two years of a global pandemic and the Russian-Ukrainian war are starting to shake things, after highlighting risks and resiliency gaps that outweigh cost considerations for all types of businesses. Businesses have realised that diversification strategies are essential for maintaining optimal inventory levels in European markets and this research proves that we’re seeing a disruption to the supply chain and we will continue to see this trend emerge.”

Collaborative automation contributes to enhanced productivity

Universal Robots, the world’s most widely-deployed collaborative robot provider, has provided Stanley Engineered Fastening with robotic quality inspection using cobots in its Warrington Facility.

Fifteen UR3e cobots act as key components in its brand-new cells for Breakstem autonomous manufacture which have reduced product costs by approximately 10% and shortened lead times by up to 70%. They are producing approximately 350 million fasteners per annum from across the company’s product range.

The new cells fully integrate four previously independent processes, boosting productivity and improving conditions for machine operators by eliminating 2.5 tonnes of manual handling per year. Within the manufacturing process a UR3e cobot randomly selects a component for batch sampling and performs a pre-programmed quality inspection. This involves degreasing, drying, deburring and feature inspection through a digital micrometer. The cobot then performs an automated destructive test by placing the part in a Stanley Smart Gun to record the break load of the components.

Vitalij Rodnov, Advanced Manufacturing Engineer at Stanley Engineered Fastening, explained his reasons for automating quality inspection on the production line: “We needed to increase throughput and productivity in order to meet demand across our fastener product range. Freeing up our machine operators from this repetitive task allows them to add more value elsewhere in the process, delivering better profitability and shorter lead times.”

“Stanley Engineered Fastening is a great example of a company smartly using collaborative automation to make its business more successful and resilient”, added Mark Gray, Country Manager, UK & Ireland at Universal Robots. “Our cobots are helping transform so many organisations whose potential would otherwise be constrained by labour shortages, limited production space or rising production costs.”

Semiconductor crisis “not peaked yet”

The crisis caused by a semiconductor shortage has affected in particular automotive and technology sectors, with several prominent businesses forced to slow or cease production. But according to Andrew Austin, Group Operations Director at Priority Freight, the peak of the crisis has not yet been met and its effect on the logistics sector has not yet been fully felt.

“The widespread effect of the semiconductor crisis on the automotive sector has been well documented of late, with many manufacturers halting production or altering vehicle specs in response to the shortage,” says Andrew Austin.

“Similarly, the increase in demand for laptops and gaming consoles as people were all stuck working, and playing, from home created a reduced availability of consumer electronics. Some economists are even predicting that the shortage of semiconductors will affect food prices as farmers are less able to rely on smart tech and revert to manual processes. Other consumer electronics that may not have peaked in demand will still increase in price as the semiconductor shortage extends its reach and items become scarce.

“It is easy to understand how the semiconductor shortage has affected the products that directly rely on them to function, but what about the logistics sector in control of moving this electronic life source around the world? I fear we are yet to see the true impact of this crisis on our industry.

“The lead time to produce semiconductors can be anything between six and 18 months. Although it has been suggested that many OEMs could solve the problem in the long-term by manufacturing their own semiconductors, this is an unlikely solution that would drive up prices for the consumer.

“As the demand for electric transport increases, so too does the need for more semiconductors. An electric car uses many more than its combustion engine equivalent and, considering automotive semiconductor production is only 15% of the global output, it’s already a limited resource. The shortage has affected the automotive industry more than most because the sector traditionally operates with very lean supply chains. Another suggested, but unlikely, solution is that the automotive sector will move away from the just-in-time manufacturing model that has come under scrutiny of late.

“However, it is exactly this that allows automotive manufacturers to keep competition high and prices low. Many automotive plants are remote, and their ability to receive and store large quantities of materials will always be compromised, so, for many, a lean inventory will remain the norm. For the automotive sector, the semiconductor crisis is predicted to continue beyond 2022.

“Consider for a moment that semiconductor production was hit by the first factory shutdowns 18 months ago. This is the same lead-time needed to produce semiconductors from scratch, and conjecture is that the recovery period is imminent. Under ‘normal’ circumstances, manufacturers would rely on the cheaper, but longer, lead-times of sea crossings for their semiconductors but, given the pent-up demand, most will turn to air freight in an attempt to expedite production and recoup costs. This will put added strain on the already restricted air sector as belly capacity remains low.

“But it’s not just air freight that continues to suffer. Port congestion and the international driver shortage are affecting sea and road solutions globally. While pent up demand will benefit the freight industry financially, as the increased demand against a paucity of supply will cause rate escalation, it will also bring frustration with the lack of available capacity to match the prevailing demand. In addition, COVID-19 is still causing staff shortages and closures across all modes of transport, and there remains a vast and unpredictable variation between countries dictated by transmission rates.

“These conflicting and unpredictable factors, combined with the existing lack of capacity and the huge seasonal surge around Christmas, will affect the logistics sector the most. If any of these pieces that make up the jigsaw of the supply chain were within our control, the outlook would be more optimistic. At present, it’s not a matter of avoiding any negative impact on the industry but instead trying to reduce the size and gravity of that impact. “

Andrew Austin has spent his entire career in the logistics industry. With over three decades of experience in senior management and board level positions across diverse, international locations, he is responsible for leading and developing the operations mission within Priority Freight.

 

Vehicle logistics threatened by microchip shortage

The Finished Vehicle Logistics (FVL) industry faces major new challenges. The current microchip crisis threatens the very existence of the logistics industry that moves new cars.

Inventories are close to zero, volumes have fallen dramatically, factories are closing without notice, unbalanced flows are destroying efficiency and thus profitability. The result is empty yards, empty workshops, idle and under-utilised car transporters, trains and ships.

The industry has never before been so unpredictable and planning has become impossible with supply chain visibility in vehicle manufacturing almost non-existent in the lower tiers. A consequence of this is an almost total absence of meaningful volume forecasts to logistics operators.

The Covid pandemic destroyed profitability in many industries and vehicle logistics is no exception. Unbelievably the global shortage of microchips is now causing an even more disastrous crisis. While governments worldwide supported industries through the pandemic this new crisis is hitting the sector even harder, and it not only lacks government support but company reserves have been eroded or destroyed over the last 18 months as the sector has lost an estimated €4.5 billion in turnover.

ECG – the Association of European Vehicle Logistics – is calling for the automotive industry to take all possible steps to support their logistics suppliers. Many potential measures are available to them including suspension of bonus-malus performance measures, postponing tenders until markets have regained some stability, sharing of production schedules in real time, reviewing lead times and shipping frequency and so on.

Wolfgang Göbel, ECG President, said: “Components are manufactured worldwide and delivered to the automotive industry via global supply chains involving highly complex planning. The problem is not the lack of planning competence of the companies, but the fact that other industries are competing for the semiconductor products and global demand exceeds supply for the foreseeable future.

“As a result the FVL industry is seeing huge variations in volumes at very short notice making capacity planning almost impossible. The problems are not so much in the logistics chains, but mainly in the production lead times and also a bit in the classic bullwhip effect.”

He went on to say: “Long-term contracts with our customers narrow the operational planning scope for us. We need more accurate information for planning certainty to ensure our efficiency and avoid significant additional costs that are not offset by customers. Our member companies are happy to deliver, but the industry must also let them.”

All of this comes at a time when the industry is coping with astonishing levels of change – a topic that will be addressed during the annual ECG Conference in Brussels on 14/15th October 2021. Not only are the products changing fast as electric vehicles replace the internal combustion engine drive trains, but the manufacturers are completely reinventing their sales and distribution models which will require different assets as online activities take business from the historic dealer networks.

In addition, as with all supply chains, there is immense pressure to decarbonize as fast as possible and to address the aspirations of the European Commission in the ‘Fit for 55’ proposals. All of this is going to require significant investment in people, assets, systems and so forth. In short, almost every aspect of the FVL industry will change. If the industry is not supported and protected from the impact of the short-term crisis such long-term investments will prove impossible.

Blocked UK docks could be opportunity for manufacturers

 

UK docks are clogged up and stock is being held up. But, asks Gary Peters, Director at The Metals Warehouse, could this be a blessing in disguise for UK manufacturers?

UK ports have faced a tough time over the past couple of years with Brexit and COVID-19 dealing almost fatal blows to the global shipping industry.

Enter 2021 and the blockage of the Suez Canal by a cargo ship that brought global trade to a standstill. The canal, which sees approximately 10% of global trade pass through, was blocked for a total of six days, holding up an estimated $9.6 billion worth of trade every day. Despite the blockage happening in March, we are still seeing a backlog of goods at UK and European ports with consumers inevitably paying the price.

With trade now beginning to flow again – albeit at a slow pace – the shipping industry is beginning to patch its wounds. But with the cost of importing to the UK, as high as it’s ever been, is there an opportunity for UK manufacturers?

Firstly let’s deal with the matter at hand. The manufacturing industry is facing delays in supplies as a result of the backlog at ports around the globe. A combination of Brexit delays, the Suez Canal blockage, and increasing global demand for shipping containers means that we’ll feel the impact of this for quite some time yet.

Back in May, 60% of British suppliers reported experiencing a number of import delays. The Brexit Trade Agreement has also left many ports and logistics firms struggling with paperwork and red tape for checks on goods entering Northern Ireland. In February, a host of executives from ports, haulage, logistics, and customs clearance firms, pleaded with UK and EU officials to delay fuller checks on goods.

We now have the case that some customs documentation being demanded to approve short, next-day deliveries by truck have been designed to manage deep-sea shipments between China, the USA, and Europe.

This has only added to the dire situation at UK docks with stock sitting on warehouse shelves and in the back of lorries. In more extreme cases, we are seeing more and more businesses refusing to ship to Northern Ireland as a result of Brexit regulations on goods.

Fallout

One key takeaway from this is that shipping container prices have, as a result, skyrocketed. We now have a situation where it’s costing in excess of $16,000 (approximately £11,500/€13,500) per cargo 40’ container, leaving many retailers and manufacturers in choppy waters.

Although this isn’t just the fault of Brexit or the backlog of ships at UK docks, but also because there is a global shortage of shipping containers which inevitably is the main culprit for the rising costs.

Nissan and Honda are just two of the automotive manufacturing giants that are impacted by the shortage, having faced delays in January due to being unable to secure materials from Asia. To put it simply, there aren’t enough cargo containers in the right places to deal with the demand, nor are new ones being built quick enough with resources continuing to be depleted.

COVID-19 and the issue at the docks have also affected The Metals Warehouse, but we also saw this as an opportunity to reflect on how we did business. For many years, the business we run prioritised turnover over profit and we thought if we didn’t take on a job, that customer wouldn’t ever come back to us. In hindsight, for us, this was the wrong mindset to have, but it’s how we have been for so long.

Over the last 12 months, though, we have said no. There are a few reasons for that. Prices have started to go up and we’re not in a position to be able to sell products as cheap as what we once did. Due to the issues at the ports, we haven’t had the depth of stock that we used to have in place and therefore we have had to be selective in who we sell to.

The last 12 months have shown us that we don’t have to undercut the market for our existence.

Opportunities

As already alluded to, container prices are rising and it’s becoming more expensive than ever to ship to the UK. However, this doesn’t need to be a bad thing for UK-based manufacturers.

The rise in prices we are talking about is making those markets further afield less competitive. In recent history, we’ve lost a lot of business overseas. For many years, China was the cheapest option for manufacturing materials and in terms of cost of production and labour, it probably still is.

But now that businesses are having to pay over $16,000 (£11,500/€13,500) to get it to the UK, this opens up a vacuum that can be filled by UK manufacturers.

In addition to the high cost, if some do decide to pay, those containers are then stuck at the docks for weeks on end and causing a huge backlog.

I honestly believe there is a huge opportunity now for UK manufacturers to show businesses that they can provide the goods and services locally. It’s up to us as manufacturers now to truly own this and begin to rebuild the nation’s trust in the manufacturing industry.

Believe it or not, but manufacturing is in the best state that we’ve ever known it and even more surprisingly so, COVID-19 has a lot to do with that.

This time last year, people were ditching their plans to go abroad and were instead investing their cash in home renovations and DIY projects. Will that happen again this year? I don’t think so. Instead, one thing that we are going to see boom during the second half of this year is tourism.

While it could be sensible to plan for a drop in consumer demand, perhaps we should also look more optimistically at the great potential of the industry as opposed to its immediate shortfalls.

If UK manufacturers can really begin to get a hold of the industry again, I’m confident we will see through this uncertain and challenging period.

 

DHL to manage Lotus Cars supply chain

DHL Supply Chain has been appointed by Lotus Cars to manage the iconic car maker’s inbound-to-manufacturing warehousing and transport operations for the next five years.

Commencing operations in August 2021, DHL is responsible for planning all logistics movements, worldwide collection and tracking of parts, inventory management, picking, kitting and sequencing of products, and shunting from the DHL warehouse to the Lotus Advanced Performance Centre and headquarters in Hethel. This will support production of the newly revealed Emira sports car, in the all-new Lotus manufacturing facilities.

DHL’s expertise in designing Auto-Mobility supply chains and optimising ongoing operations were capabilities key to the award.

Mike Bristow, Managing Director, Manufacturing Logistics UKI at DHL Supply Chain (pictured with Lotus Cars MD Mike Bristow at the world debut of the Lotus Emira last week at Goodwood), added: “Lotus Cars is an iconic British brand with a strong heritage and an exciting future ahead. We’re proud to be working in close partnership to develop an agile and resilient supply chain, delivered by a passionate team who are committed to its long-term success.”

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