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Tag: Witron

Mercadona Awards Witron 16th Automated DC

Posted on by David Priestman

At the end of December 2023, MERCADONA awarded the WITRON Group with the construction of a new 15,000 square meter dry goods distribution centre in Guadix (Granada) in southern Spain. This is already the 16th automated logistics centre that WITRON designs and realizes for MERCADONA – with a total of 203 COM machines in the dry, fresh, and frozen food sector.

Starting in 2026, the highly automated facility will supply more than 90 stores of the Spanish food retailer with 4,000+ items. Since the beginning of 2021, MERCADONA has been operating a modern frozen food logistics centre at the Guadix site, which was also designed and implemented by WITRON.

As a general contractor, WITRON is responsible for the design and implementation of all IT and mechanical components. All conveyor system elements and stacker cranes are designed and manufactured by WITRON.

Picking capacity for more than 120,000 cases per day

The store-friendly and error-free picking of up to 120,600 cases daily onto customer pallets is done by a WITRON OPM system with 12 COM machines. A 4-aisle automated pallet high bay warehouse with 5,600 storage locations as well as an automated tray warehouse with 24 miniloads and 143,200 storage locations are installed in front of the OPM.

Efficient real-time logistics network

All material flow processes are optimized by a high-performance WITRON warehouse management system. This web-based software suite stands for holistic networking and transparency. Both vertically between all system levels and horizontally within the entire supply chain. The result is a high level of “warehouse intelligence”, which means the creation of a real-time logistics network that connects all “players” directly with each other allowing changes to flow dynamically and seamlessly into the logistics process. In addition, the software suite guarantees a high degree of usability and user experience, individually adapted to the tasks of the respective workers.

Proud of 20 years successful partnership

The signing of the contract for the dry goods logistics center in Guadix marks the 16th highly automated logistics project to be jointly implemented. “The fact that a demanding customer like MERCADONA has trusted WITRON as a lifetime partner for 20 years makes us very proud. MERCADONA places high expectations on the store service, cost-efficiency, availability, ergonomics, and sustainability of our solutions. In addition, MERCADONA consistently lives by the same values as WITRON: being credible and keeping promises – to customers and employees. The new order is an incentive to remain an innovative and reliable partner for MERCADONA in the future. Because credibility is crucial for long-term cooperation – between people and companies”, explains Alberto Garcia Pardo, Key Account Manager at WITRON.

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Witron to Build Frozen Food Logistics Centre for Spain’s Mercadona

 

Ramps Take on a Heavy Load For Witron

Posted on by David Priestman

Logistics specialist Witron has benefited from the strength and versatility of bespoke loading ramps from Thorworld during its construction of a new distribution centre for a retail customer. The largest of the four ramps delivered to the Northwest site had to withstand the weight of a 48-tonne crane.

Thorworld’s involvement came after Witron was let down by its existing ramp supplier. Given the complexity of the distribution centre’s build, and with the clock ticking, Witron needed a reliable alternative, quickly.

“Thorworld stood out as a credible solution provider, they have an excellent reputation in the market and could manufacture ramps to the exact size and weight parameters we required,” commented Duncan Pointon, Business Development Manager UK at Witron.

“Plus, their knowledge was second to none when it came down to our application, giving valuable input as the ramps needed to be moved in and out of pits.”

The four ramps were built and delivered in a phased operation, to suit Witron’s own construction schedule. The first three ramps are being used by Witron to help move plant in and out of the dispatch buffer pits where they assemble automated racking. Thorworld installed the first ramp to demonstrate best practice, while the next two were installed by Witron.

Thorworld returned to install the last – and most complex – of the four ramps. “This was in the CPS pit, which forms part of the 35m High Bay Warehouse. We erect racking at ground level, in strategically located pits. The racking must be installed by crane, therefore we needed a ramp specifically built to allow the crane easy access in and out of the pit,” explained Duncan Pointon.

Ian Langan, Technical and Engineering Director at Thorworld, particularly enjoyed the challenge of designing a ramp capable of withstanding the weight of the crane. “Normally our mobile ramps have a usable width of 2250mm and up to 15,000kg capacity. The crane weighed 48,000KG and required a usable width of 3.5m and a ramp length of 8m,” he said.

“We had to undertake design calculations and finite element analysis (FEA), to ensure the capacities and axle loads could be adequately supported. And then manufacture all four ramps from scratch within a very short timescale!”

Unusually for Thorworld, the four ramps are only needed during the fit-out of the distribution centre and will not be in regular use. Nonetheless, Witron has recognised their long-term value. “All of our DCs are built to a similar specification, so we’ll definitely need the Thorworld ramps again! Until then, we’ll keep them in storage, ready for the next site build,” concluded Duncan Pointon

Witron Customers Rely on Quality

Posted on by David Priestman

Despite a difficult geopolitical situation worldwide, WITRON succeeded in increasing its record sales of 2022 by a further 8.34 percent to 1.3 billion EUR in 2023. The number of employees across the Group grew from 5,900 to 7,000 staff members. According to WITRON founder and owner Walter Winkler, this clearly demonstrates the trust of customers in the quality and cost-efficiency of the automated solutions from the Parkstein-based logistics lifetime partner, as well as the trust of employees in the exceptional corporate culture of the family-owned enterprise.

With customer orders worth almost two billion EUR, the WITRON Group recorded an excellent order entry in the past fiscal year. This is primarily due to the fact that almost all leading food retailers in Europe, North America, and Australia are now part of the WITRON customer base. “We are immensely proud of the fact that our top ten existing customers already order an average of seven distribution centers from us and that it doesn’t stop at one project. Our order pipeline is well-filled, which gives both our customers and our employees enormous security. Looking at the global crises, the WITRON Group is operating in a kind of “special boom”, which we have worked hard to achieve in recent years thanks to our holistic implementation, service, and operator concepts”, says WITRON Managing Director Helmut Prieschenk.

Anniversary: 20 years of OPM

The core element of many projects is the Order Picking Machinery (OPM), which celebrated its 20th anniversary in 2023. The solution is considered the most successful fully automated storage and picking system in food retail logistics worldwide and is now being used in its 5th generation. “We have solved the automated piece and case picking in all temperature zones, perfected flow-through logistics centers, implemented ugly products into the automated process, optimized consolidation, and are now thinking beyond the distribution center as the next step – into the horizontal and vertical supply chain of our customers’ omni-channel networks,” explains Prieschenk. “The key to a long-term partnership is not only to develop innovations and concepts, but also to successfully implement these ideas in practice. That is exactly WITRON’s strength. We get projects up and running.”

Further expansion of logistics capacities at the headquarters

After production capacity was expanded by 120,000 sq m with the opening of ‘Plant II North’ in 2021, the next new building at the Parkstein headquarters is already scheduled for completion in 2024. This will include a multi-level automated dispatch center with a size of approx. 40,000 sq m, where the completed conveyor system elements will be stored and assembled into shipping units for on-time delivery to national and international sites. The dispatch center is directly connected to the production areas.

Need for personnel grows continuously

Due to the company’s constant expansion, the need for additional employees is also growing. For this reason, 1100 additional staff members were hired both nationally and internationally in the past year, including more than 100 apprentices in various technical and commercial professions as well as for the gastronomy sector. WITRON Parkstein also hired 14 apprentices from the USA, Canada, England, El Salvador, and Morocco who are completing an apprenticeship as IT specialists and industrial electricians far away from home.

In order to remain successful in a demanding recruitment market, it is important to be creative in terms of employees. At WITRON, this is reflected in numerous monetary and social benefits, including the construction of employee apartments located close to the company. “The decisive factor for the impressive loyalty of the employees is the unique corporate culture as well as the great opportunities and possibilities that WITRON offers,” says Winkler. “Because good employees have to be earned.”

20 Years of OPM Automation

Posted on by David Priestman

The revolution in food retail logistics began in Parkstein in 2003. Today, the OPM system is the world’s most successful fully automated logistics and order picking system for cases. It all started with a cake lifter.

The story of WITRON’s Order Picking Machinery system (OPM) begins at Walter Winkler’s coffee table in Parkstein. The breakthrough came with a cake and a cake server from the WITRON founder. The COM – the heart of the OPM system was born. Just as a cake lifter glides under the piece of cake, the COM moves under the items to be picked and uses them to load pallets and roll containers for the food retailers’ stores fully automatically, product-gently, store-friendly, and without errors. “We have a factory for the production of store pallets,” says Frédéric Pinier-Rafer from E.LECLERC Socara proudly. The OPM system celebrates its 20th anniversary in 2023. Almost 100 OPM systems are in operation today, supplying more than 35,000 stores and 100 million consumers in North America, Europe, and Australia every day.

Helmut Prieschenk, CEO of WITRON, and Karl Högen, CEO of WITRON North America, agree that the OPM was a revolution for the food retail industry. “That was Walter Winkler’s masterpiece,” says Prieschenk. Högen remembers: “Back then, I was working in sales at the Logistikhof. When the solution was first presented to the company, I thought: What a brilliant idea. This is going to be great!”

Today, Prieschenk and Högen are primarily focused on the business development in the various WITRON sales regions and look back to the first projects. “The pilot customer and the impetus for the development of the OPM system came via the food retailer KROGER from the US.” But the Europeans quickly followed. The first OPM logistics centres in Europe were built for MERCADONA in Spain and EDEKA in Germany.

The initial situation is hardly any different to today. “For many retailers, issues such as lack of personnel and high staff fluctuation were already a major challenge in their conventional warehouses back then”, says Högen. “Not surprising,” according to Prieschenk. “Millions of tons of food were moved by human hands. Employees had to bend down, lift, and carry heavy loads. That is already challenging and no fun in the dry food sector – and even less so in the fresh and frozen food environment.”

The workplaces in the distribution centres became more attractive thanks to the OPM system. “The new machines were proudly presented to the relatives at the family’s day,” Högen remembers the first system that was implemented in Phoenix, Arizona. Customers needed 60 percent less staff in the warehouse and, thanks to the automated production of load carriers, transport costs were reduced by more than 10 percent, and the time required to put items away in the stores was also reduced by double-digits. “The pallet is built store-friendly – individually according to the layout of the respective store. It only needs to be handled once in the store. It can directly be used to replenish the shelves or is sent to the back room,” explains Högen. In addition, there is less food waste due to damaged goods during transportation or unpacking. Thanks to new packaging technologies in the OPM system, the store managers and their staff members also have to dispose of less wrapping. “The OPM solution is integrated end-to-end into the customer’s processes – economically, ecologically, and socially,” he adds.

“The decisive factor is not to have an idea for an innovation,” emphasizes Prieschenk, “but to successfully implement this idea in practical use. That is exactly WITRON’s strength. We get systems up and running! Regardless of the size and complexity of the task.” With OPM, it is now possible to pick more than 95 percent of the product scope of a full-range retailer (dry, fresh, and frozen) fully automatically and store-friendly in aisle sequence onto pallets or roll containers, largely without the need for personnel.

EDEKA was one of the first customers to use the OPM system. Thomas Kerkenhoff who was responsible for logistics at EDEKA Rhein-Ruhr-Stiftung back then, has a concrete opinion on this. “There is no competitor solution on the market that can handle more than 10,000 different items fully automatically as efficiently as the WITRON system.” The manager is sure: “In order to operate a facility successfully and economically in the long-term, you need a particularly good team both at your logistics partner and on site that is constantly working on the enhancement of the mechanical components and the software. But this only works if you also have a partner who has already implemented a large number of systems in the industry worldwide, and thus has extensive experience, expertise, and references. If I invest money, then the system must be able to map my business model also in 25 years’ time – but at the same time it must also be able to flexibly adapt to new basic conditions and business processes. That is what I expect as a customer.” And this is what the OPM system is able to achieve – now in its fifth generation.

“Our systems grow with the customer. The challenge in a project is that we receive figures at the beginning of the project design phase that can change again during the implementation phase. And when markets change, the situation is often completely different.” For example, we had to quickly integrate efficient e-commerce processes for customers in the logistics centres that were originally designed purely for store delivery. The number of items changes, the volume varies, the order lines adapt, and more distribution channels are added. “We always have the goal in mind, primarily a high level of customer service, see logistics from the end customer’s perspective in the store or at home, and analyse developments”, explains Prieschenk, who has the advantage that WITRON supplies markets worldwide with its solutions, knows the processes in food retail down to the last detail, and recognizes developments on other continents faster than others.

High availability thanks to solid mechanics

The success of the OPM system is also based on the system’s design. “Mechanics has always been simple and thus solid, hardly prone to errors, and easy to maintain. The result is high system availability, 24/7. The software, the stacking algorithm takes care of the complexity”, emphasizes Helmut Prieschenk. Word spread quickly in the industry. Matt Swindells from Coles and his team travelled from Australia to the USA and Europe, saw various systems and his comment was: “This is like Tetris on steroids.” He then ordered the OPM system for his company’s sites in Brisbane and Sydney. More than 2,000 see freight containers made their way to down under. The WITRON staff travelled ahead by plane.

However, WITRON is not only responsible for the technology, but also ensures a permanently high availability of the system with well-trained personnel. “This has opened up a completely new business model for us. More than 4,000 staff members are currently working for us in the areas of service, maintenance, and system operation on site at our customers’ distribution centres”, says Prieschenk. For WITRON, service means that the customers can concentrate on their core business thanks to our technicians. WITRON’s successful OnSite team model was born at SPAR in Wels in 1998. The highly dynamic processes in an automated logistics centre demanded new answers from WITRON at that time. Back then, six technicians took care of the system. In the meantime, the facility has grown many times over in terms of footprint and throughput – and with it the service team. Today, there are 120 staff members working in multiple shifts ensuring smooth processes with regard to mechanics and IT – automation creates attractive workplaces. “It is not the number of employees in an on-site team that is decisive, but rather their extensive skills, their great commitment, as well as the scope of tasks, for which the WITRON experts take responsibility”, explains Prieschenk.

Current challenge: Intelligent networks

And WITRON is not running out of work. Customers want to build new facilities, but also realize brownfield projects with the OPM system. The OPM system works economically and highly efficiently in the dry, fresh, and frozen food sector – regardless of whether it is a new or existing building. But there are new tasks for the developers at WITRON. The story of the OPM system continues to be told, they say in Parkstein. The requirements for intra-logistics have changed and the OPM system has mastered the market changes – from pure store supply to omni-channel centres.

“We have solved the issue of automated piece and case picking, optimized flow-through logistics centres, implemented ugly items into the automated process, and are now continuing to think one step further – beyond consolidation”, promises Högen. Intelligent networks are the actual challenge. Now, not only the logistics centres, but the entire supply chains of the customers are to become efficient.” Our goal is to integrate all horizontal and vertical players of an omni-channel network: suppliers, logistics centre, transportation. This also includes the different distribution channels: store, home delivery, click & collect, drives. It is therefore important to create an efficient end-to-end retail platform, where silos are avoided, where all hubs permanently communicate with and optimize each other,” concludes Prieschenk, looking into the future. “WITRON’s success is a combination of our corporate culture, technical expertise, and domain knowledge, the two managers agree. Walter Winkler would say: We simply know our way around.”

More Throughput for Coop DC During Upgrade

Posted on by David Priestman

Expanding a highly dynamic multi-temperature logistics centre for roughly 1,200 stores during ongoing operations with an increase in pick performance from 480,000 to almost 625,000 cases daily, is a tremendous challenge as such. But when, in addition, store and online orders continue to soar due to various lockdowns and the teams are only allowed to work with severe limitations because of Covid 19 restrictions, then a lot more than just technical and organizational knowledge is needed on both sides for the project to succeed. WITRON and the food retailer COOP from Norway have demonstrated this impressively.

When the two managing directors Geir Inge Stokke (COOP) and Helmut Prieschenk (WITRON) signed the contract for the expansion of the COOP multi-temperature distribution centre near Oslo at the end of May 2019, neither of them had any idea of the huge challenges they would have to face. From March 2020, the world stood still due to Covid, and the consumers’ demands significantly soared driven by various lockdowns. This was an inauspicious start for what was probably the most challenging brownfield project in WITRON’s company history to date, in which existing technology was modernized and new modules integrated – both in the existing building and in a new extension facility.

The task addressed to Gaute Glomlien from COOP and Holger Weiß from WITRON was described as follows: to expand the dry, fresh, and frozen goods logistics facility from 52,000 square meters to 84,000 square meters under Covid 19 safety measures, to increase throughput by 30 percent, to integrate new COM machines, to install additional pallet and tray AS/RS aisles and various conveyor components, to increase the size of the fully automated shipping buffer, to update the corresponding WMS system to the latest technology, and to implement all of this into the existing material flow during ongoing operations without any loss of performance.

“We were able to save millions of euros yearly in the past with the WITRON systems. Therefore, it was clear that we would also realize the expansion with WITRON and their leading logistics technology”, explained COOP project manager Glomlien. The expansion was also necessary because the retailer acquired a competitor and therefore grew stronger and faster than assumed when the logistics centre was established.

“COOP is a showcase project for us. Many international customers visit the facility and with the expansion we were able to impressively prove that we can handle such a task during ongoing operations on budget and on time despite increasing volumes – both in terms of throughput and items – in the warehouse and despite the pandemic”, Holger Weiß proudly reports. In spring 2023, 42 COM machines (eleven new COMs were installed) will be operating across all temperature zones and COOP’s logistics systems can pick more than 625,000 cases daily. In total, the facility comprises more than 600,000 pallet, tote, and tray storage locations as well as 130 stacker cranes, and many kms of conveyor technology.

Challenges successfully mastered

From the facility (with five different temperature zones), COOP supplies 1,200 stores located across Norway, from the metropolis region around Oslo and the far North of Norway from an assortment of 13,000 different items. “At the beginning of the project, it was evident that we needed to increase our pick capacity substantially”, Glomlien jokes today. “The volume of the logistics center has almost doubled”, Weiß responds laughing. Glomlien and he have had tough discussions in some situations. Today, they sit in front of the Teams microphones and are happy to see each other again virtually. “It was a good time”, summarizes Weiß after the conversation, and his Norwegian counterpart agrees.

When he recalls various days, weeks, and months in the project, he pauses for a moment, recalls, and then continues all the more proudly. “The borders were closed. There had been complex entry restrictions. The authorities ordered strict quarantine measures. For a long time, the project team was only allowed to drive from the hotel (which was not allowed to be left for other reasons) to the logistics center and back. The cafeterias on site were also closed. Even in the hotel, the service was reduced to a minimum. This is something you have to overcome as a team. These are real deprivations – for the customer team, but also for our colleagues. As a project manager, you ask yourself every evening how you can keep your team motivated”, emphasizes Weiß. The WITRON team moved around with special permits from the government. COOP’s logistics was systematically important. “During the pandemic, the number of orders increased even further”, Glomlien recalls.

The frozen food logistics sector was a particular technical challenge for the Upper Palatinate Holger Weiß. “We “heated” the existing automated area from minus 25 °C to minus 5 °C, and COOP temporarily moved the goods to a conventional storage area for picking. Within eight weeks, we then made all the adjustments in the area of electrical assembly, platforms, pallet and tray conveyor technology until the existing freezer was ramped up again. The two new COM machines, as well as two more pallet storage aisles, four tray storage aisles, additional stacker cranes, a de-palletizer, and the corresponding conveyor system were then installed in the new freezer building.

“The installation sequence was carefully planned in a joint process, and we prioritized installation of the new pallet cranes first, which would facilitate efficient CPS picking in the extended frozen area. We then cooled the new production zone to the required temperature, moved our automated production to CPS picking from the new pallet cranes and manual pallet racks, and heated our existing production area to accommodate WITRON’s installation“, Glomlien adds. “The phase required careful coordination and cross-functional collaboration between WITRON’s IT and mechanical resources, and COOP’s teams controlling production, transport and order management, from commissioning through ramp-up and during the productive phase.

After WITRON had completed the new installations in our pre-existing production zone, the process was reversed for completion of the new production area. Picking was then moved back to the fully automated OPM machinery.”

At COOP, those responsible also refer to the picking area as the production area, explains Holger Weiß.

Today, a total of four COM machines are working in the frozen goods area of the facility. When the system was cooled down again to minus 25 °C, Weiß crossed his fingers. “If the cables break, the belts tear, motors quit, or sensors fail, it’s going to be exciting because the available time window was tight” and at the same time it was important to keep in mind the quality of the stored goods to avoid major product damages. “You have to use the best components available on the market for a project like this. We did not change existing drives, but we installed new ones. It has to run right from the start, because otherwise the project won’t be completed on time, or the customer will even have direct costs if goods cannot be shipped.” The WITRON OnSite team used the time of the rebuild to perform maintenance on the system. “When the goods are stored again, you must always constantly communicate with the control room and react quickly on site”, explains Weiß. Communication between the customer team, the project team, and the OnSite team must work smoothly. “The result undoubtedly documents that it worked smoothly”, emphasizes the WITRON project manager. “The meticulously detail work paid off. After we had ramped up the frozen goods area, we were able to quickly return to performance. There were no negative surprises.”

Efficient modification concept also for the dry goods range

Following detailed discussions with WITRON, COOP decided to install five additional COM machines (a total of 17 with space for 4 more COMs), another four pallet storage aisles, ten more tray storage aisles, the corresponding stacker cranes and conveyor system mechanics, three depalletizers, as well as one stretch-wrapper in the OPM area of the dry goods range. “A crucial phase had come for the dry goods range in the fall of 2021 and winter of 2022”, says Glomlien. “This is the area with the highest throughput in the distribution center, with added complexity with two physically separate OPM sub-systems working as one integrated unit. In order to continue supplying all orders on time with the same quality after start of use of the new area, the ramp-up process was planned carefully, and our stock distribution was monitored closely to ensure the right products were in position for picking at the right time”, says Gaute Glomlien, describing the well-planned expansion. ”Detailed emulations performed upfront by WITRON’s IT team, in collaboration with COOP’s production leaders, were also crucial to identify the correct production strategy prior to start of use of the two fully integrated sub-systems “The decisive factor here is the exact balancing of orders and inventories between the individual sub-systems”, adds Holger Weiß. “This implementation strategy has also worked excellently.”

Optimizing picking strategies

The fresh food area received four additional COM machines (in total 21 with space for five more COMs), another eight tray storage aisles, two more pallet storage aisles, the corresponding stacker cranes and conveyor system mechanics, two de-palletizers, and one stretch-wrapper. “We then added another material flow section for vegetables and fruits in the fresh produce area to simplify the handling of other goods in this sector. In the past, the product groups were picked together”, explains Glomlien.

The fully automated shipping buffer, which covers various temperature zones, has been expanded once again.

Holger Weiß is already working on his next project in Sweden. Day-to-day business continues for COOP at CLog. “The upgrade has given us a state-of-the-art solution that has been enhanced during ongoing operations to a throughput volume that could not even have been anticipated in the original design phase. Now, we are further optimizing the processes”, explains Glomlien. With the expansion, also COOP’s software systems were updated to WITRON’s state of the art.

But even after the project has been completed, the processes in the logistics centre keep changing, if only because the entire supply chain is subject to fluctuations and customer requirements change. That is why a high level of flexibility is required in all processes. “COOP is pursuing a continuous improvement process and has gained a lot of experience with the facility over the past few years. This is also very impressive for us. They analyse their data, their calculations, select the right picking strategies for the regions and stores, and define how to structure their orders”, says Weiß enthusiastically. They also support the WITRON colleagues on site and in Parkstein when logics change.

Respect extends to all parties involved in the project

Also for WITRON CEO Helmut Prieschenk, the facility in Norway is a showcase project in many aspects. “It shows the transformability of automated processes. It shows how efficiently additional technology can be integrated into an existing system or into an existing building during ongoing operations. However, it is not only technology and buildings that are decisive in such projects, but also the people who successfully carry such a project across the finish line. People who have shown how even challenging situations can be mastered efficiently when project teams cooperate in a constructive and trustful manner throughout all project phases.

With this expansion, all those involved in the project have delivered a masterpiece. Both technologically, but even more so in terms of the commitment shown. While the technical requirements were already a challenging task for the COOP and WITRON teams, their implementation was further complicated over many months by the Corona pandemic. In order to meet the necessary tight time schedule despite health policy impairments, the colleagues showed a maximum of “heart and soul”, grew with the challenges, and did a great job. Projects are made by people for people. And the people involved have delivered a performance that deserves the utmost respect and represents the spirit of both companies.”

AI in Intralogistics: Customer Benefit is Decisive

Posted on by David Priestman

Helmut Prieschenk from Witron (pictured) and Franziskos Kyriakopoulos, founder of 7LYTIX from Linz, Austria, have been discussing ChatGPT, machine learning in logistics, and demand forecasting for food retailers. Both agree – AI technology offers a wide range of optimization potential for optimizing processes in the distribution centre as well as the entire supply chain. But high data quality is not the only crucial factor. Equally important for the data models are the experiences of people and the requirements of consumers.

“And then overnight everyone was an AI influencer,” joked Prieschenk, Managing Director of Witron. He wanted to talk about industrial AI, demand forecasting, and a bit about ChatGPT. Kyriakopoulos and his team develop machine learning solutions for the retail and industry sector. He is physicist, while Prieschenk is a mathematician. “That’s a dangerous mixture.” Prieschenk warned. “Of course, we have already dealt with LLMs (Large Language Models) at Witron. However, I would ask for a certain serenity. The world will not come to an end through their use – and we are continuously verifying whether such tools are suitable to reasonably help our customers or our developers with the implementation of concrete customer requirements.”

Kyriakopoulos agreed, but already outlines applications. “LLMs are good at processing sequences – orders, debits, sales, or customer communications. That can be used in intra-logistics as well. There’s a lot of hype, a lot of influencers running around spreading half-truths.” Witron has already experienced this, Prieschenk says. Competitors to the OPM system were advertising AI in the stacking algorithm. “But the results can’t beat the functionalities of our Witron OPM. These weren’t developed with AI, but with a great deal of human intelligence, based on solid software development, intensive communication with the users, and years of practical experience. We always have to take a sober approach. Our customers are basically not looking for a new tool. They have a problem and need a working solution that optimizes the logistics process in the distribution centre or in the supply chain, that works stable in practical use, and can be usefully integrated into a grown structure.”

But isn’t this soberness holding us back in Germany and Europe? “I certainly need a ROI”, Prieschenk strongly emphasizes. “LLM developers have a burn rate of $500 million per year and need another few billion”, said Kyriakopoulos. “That would be inconceivable in Germany or in Austria.”

Are we taking too few risks? Prieschenk is sceptical. “I don’t think so. When I look at the investments in Q-commerce, for example, I get dizzy. That’s where a lot of investors took a full risk. But the market has developed into a completely different direction. Predicted growth rates failed to appear. In the meantime, consolidation is taking place. Investors have moved on. Our retailers want AI and are investing in the technology. But we and our customers need AI tools, such as sample or image identification, that are transparent to then solve problems that we couldn’t solve before or could only solve with a lot of effort.”

The 7LYTIX developers work with LLMs, but the focus is on demand forecasting. “We can provide added values, but some companies often don’t understand at the beginning what the added value of the model will be. More sales through better communication with the customer or lost sales? Many people can’t calculate that. That’s where they need help from us”, stated Kyriakopoulos. Prieschenk adds: “Our Witron customers can calculate very well and have perfected their business over decades. But I understand what Mr. Kyriakopoulous means: First, we need to clarify what is to be optimized. The retailers ask themselves whether they want to optimize the supply chain network, the warehouse size, whether they want to be closer to the customer, whether to reduce throughput times, change delivery cycles, reduce food waste and stock-out, or have less stock in the warehouse. In this respect, we have learned a lot together with our customers from different parts of the world. We also learned that the requirements for bank holidays in Finland are different from those in the U.S., or that a Monday holds different requirements than a Thursday.” Kyriakopoulos agrees. “We need a requirement first and then a corresponding AI tool. And we don’t need deep learning all-around.”

How much accuracy is required?

How does his demand forecasting work? “First, we need to obtain an overview of the data. This is laborious work for many retailers. It’s not only about stored goods, but also about the amount of goods in the store, how much was sold, which influencing factors such as promotions exist, how many lost sales are in the store, and much more”, explained Kyriakopoulos. In addition, there are customer cards, seasons, the location of the store or special offers. “And we need to know what’s in the distribution centre, in the back room of the store, in the trucks on the road, because optimization does not end in the store. It is also important to avoid cross-company or cross-divisional restrictions as well as data lakes. A major part of the required data is mostly known, but different departments unfortunately pursue different interests.” Prieschenk agreed: “Even holistic logistics design should not only focus on the distribution centre or the key interests of individual logistics areas, or process-influencing departments such as purchasing or shipping. It’s important to include the entire supply chain into the optimization process – both internally and externally – and to avoid silos as much as possible, both physically and in terms of IT.”

“The data flow into very simple models”, continued Kyriakopoulos. “The baseline is the people’s experiences. That’s not AI yet. We talk about regressions. Then we ask ourselves if we became better. This is followed by time series analyses and first machine learning methods. We always have to look at how much accuracy we can achieve through the next level versus how much is the added value for the customer and user.”

And Witron? “We have to make sure that the mechanics fit the model. Because physics must work in the same way. Do we supply cases or pieces? Or one item with both options? How often is a store delivered? What happens when the product range changes?” answered Prieschenk. WITRON logistics centres create flexibility for both the store and e-commerce. The key to successful implementation, however, is to think the process backwards throughout all channels – from the consumer to the distribution centre and, if necessary, even further back, all the way to the supplier. He sees a challenge especially in the explainability of the model. “We experience push and pull systems with our customers. Some work better than others.”

Will store managers let an AI model specify their orders in the future? Kyriakopoulos knows the argument from the fashion industry. “If someone has been shopping there for 20 years, then it’s difficult to immediately explain the added value or to convince the consumer that this model might be better. But we make it transparent – we say which factors we use, how we weight them, and where the respective factor applies.”

The human being has the control

The experts from Austria can look 18 months into the future. They use interfaces to connect the model to the existing systems of the retailer, the steel manufacturer, or the shoe retailer. “I do not want to tear everything down to use an AI model”, Kyriakopoulos laughed. “This is the right way – the integration into existing architectures”, confirmed Prieschenk.

But how robust is the model? Keyword: Covid 19. “We weren’t able to see that either,” explained the Austrian expert. “We were working with the model in frozen logistics at the time. The short-term forecast wasn’t good at the beginning, but after one week, the model worked again. After two weeks, it was stable. But the forecast alone is not enough. The customer has to work with it – for example strengthen marketing channels, running promotions, or adjusting prices, if necessary.”

“That’s crucial,” Prieschenk said. “This is when people take over control. Never underestimate the gut feeling of a logistics manager, service technician, or store operator. People’s experiences and a well-functioning data model are the basis for making intelligent – i.e., right decisions in the long-term. In the distribution centre, this also applies to the implementation of maintenance strategies or the ‘correct operation’ of the system. And importantly, the models, tools, and solutions have to be stable and prove themselves in practical use, delivering real added values in day-to-day business.”

AI provides information, the person in charge decides and continues to have control over the process. “We revolutionized physics in the logistics centre over 20 years ago. With the OPM solution, we have managed that goods are automatically stacked onto pallets and roll containers without errors and in a store-friendly manner. Now we are taking the next step and opting for data and end-to-end logistics models. And I am sure that I will still experience an end-to-end Witron AI model for the warehouse,” predicted Prieschenk.

4th Stage at SPAR Warehouse in Austria

Posted on by David Priestman

After an implementation period of more than two years, SPAR Österreichische Warenhandels AG and its project partner WITRON Logistik + Informatik GmbH from Parkstein (Bavaria, Germany), successfully put the fourth expansion stage of the Wels central warehouse (ZLW) into operation. By integrating state-of-the-art logistics technology, SPAR will be able to pick an additional 140,000 cases in a two-shift-operation in the future. The installation was carried out as a greenfield / brownfield combination in a 20,000 square meter new building, which was connected to the existing logistics areas during ongoing operations. SPAR and WITRON have enjoyed more than 25 years of successful cooperation, during which the ZLW project phases 1, 2, and 3 were put into operation in 1998, 2002, and 2015. In all extension and modernization phases, WITRON was responsible for the design, implementation, service, and system operation as a lifetime partner. The ZLW has a total footprint of 50,000 square meters and supplies 1,500 stores throughout Austria as well as the SPAR foreign subsidiaries with more than 18,000 different dry goods. The distribution centre is designed for a daily picking capacity of 340,000 pick units in two-shift operation and for picking up to 500,000 pick units on peak days in three-shift operation.

“For SPAR it is important to focus on service level, cost-efficiency, people, sustainability, and flexibility when using innovative logistics technology”, explains WITRON Project Manager Ulrich Schlosser. “When it comes to the service level, SPAR stores benefit from premium customer service enabled by holistic, cost-efficient processes within the internal and external supply chain. SPAR employees in the stores benefit from efficient product handling due to store-friendly picked roll containers and the staff in the distribution centre benefits from ergonomic workstations. Sustainability is reflected by significant CO2 savings due to densely packed load carriers, optimal truck utilization, and fewer truck tours. Furthermore, through space savings in construction and the use of state-of-the-art warehouse technology. In addition, flexibility and expandability also ensure future viability so that changing market requirements can be met quickly and flexibly”.

OPM as a central element

Central element of the “construction stage 4” expansion – just like in construction stage 3 – is the fully automated storage and picking system OPM (Order Picking Machinery). With the implementation of 16 additional COM machines (in total 24 COMs), it is now possible to pick up to 140,000 additional cases (in total 340,000 cases in two shifts) daily store-friendly onto roll containers in two shifts.

New additions also included an automated tray warehouse with 32 stacker cranes (in total 48) and 293,000 tray storage locations (in total 450,000) as well as a pallet high bay warehouse with 8 stacker cranes (in total 24) and 31,200 pallet storage locations (in total 73,000), 7 de-palletizers (in total 10), and 3 stretch-wrappers (in total 5). An automatic empties buffer with 4 stacker cranes for up to 8,600 roll containers has also been added. This ensures that the logistics loop of the ZLW is always provided with the optimal number of roll containers.

Holistic modification concept is a decisive factor

“However, not only the technical concept was important for the project success”, according to WITRON Project Manager Ulrich Schlosser. “Equally important for a combined greenfield / brownfield project is also a holistic change concept – meaning how the integration takes place in terms of timing and organization. In the process, the most important question has to be clearly addressed: How will the project be implemented throughout the entire project phase – and how will the ongoing operation or delivery to stores and consumers take place at the same time, without any interruptions”, explains Ulrich Schlosser. “Due to the modular design of our end-to-end solutions and their physical compactness, we can develop highly flexible implementation and future concepts for our customers already in the design phase. These can be integrated both directly into an already existing system considering increasing volumes, growing product ranges, additional pick stations, or changing business and material flow processes, or, as in the case of SPAR, they can be integrated into the material flow of an existing system via a new building.”

500,000 pick units for 1,500 stores

The ZLW has a total footprint of 50,000 square meters and supplies 1,500 stores throughout Austria as well as the SPAR foreign subsidiaries with more than 18,000 different dry goods. The distribution centre is designed for a daily picking capacity of 500,000 pick units. The WITRON solutions OPM and DPS are used for storage and picking. A WITRON OnSite team is responsible for service, maintenance, and system operation in shift operation and thus enables a permanently high availability of all logistics areas, material flows, mechanical, control, and IT components.

“Mutual trust is the foundation of more than 25 years of partnership between SPAR and WITRON. SPAR has often been a pilot customer and has repeatedly supported us with the integration of new technologies and services in a sustainable way. SPAR and WITRON – that fits: the corporate culture, the technology, and particularly the people”, says WITRON Project Manager Ulrich Schlosser.

Seven Theses on Ergonomics in Logistics

Posted on by David Priestman

Johannes Schweiger (pictured) is managing director of Witron Service GmbH + Co. KG and talks about ergonomics in logistics and the distribution centre.

Schweiger has been with WITRON for ten years. In the interview, he explains that a distribution centre is a holistic structure where economical, ecological, and social factors have to be harmonized in order to generate sustainable competitive processes for the operator in the long term: Premium customer service, high availability, leading-edge work processes for employees, resource-friendly processes for nature and the environment. Equally important, he says, is a sound service, maintenance, and operator concept. In accordance with high-performance mechanization, the human-machine interface plays a decisive role here. On this issue, he initiates an important discussion: It’s not just physical ergonomics that matters. Cognitive ergonomics is the challenge facing the industry. The Upper Palatinate states seven theses:

1. Ergonomics is no longer a complementary feature. In the past, many companies associated ergonomics primarily with the issue of maintaining the performance of older employees. Those days are over. “We operate in a labour market. Those who can’t meet basic ergonomic requirements no longer have a chance to present themselves on the market as an attractive employer”, Johannes Schweiger says. “It’s important to provide employees with a healthy, efficient, sustainable, and safe working environment on a permanent basis.”

2. Intralogistics has been very successful for years in automating manual activities and thus sustainably improving ergonomics within the internal and external supply chain. Here, WITRON was one of the pioneers in the industry, as we have been working intensively for more than 20 years on how to minimize the lifting and carrying of heavy loads for employees in the distribution centre. But now the range of tasks continued to change, and we have to face this challenge as well: How do employees stay fit and what new ergonomic requirements are emerging? Cognitive ergonomics is increasingly becoming a major issue. How do we manage to make the amount of available information user-friendly and useable in a reasonable way in order to avoid information overload? How, for example, must future user interfaces or tools be designed? What will still be accepted by a new generation of employees?
3. “Technical” ergonomics is important. But cognitive ergonomics and UX will become increasingly important. Because well-designed, ergonomic workstations – both in terms of workplace design and their efficient and flexible operation – are a decisive selling point with customers. With better interfaces we create process stability, faster employee onboarding, and positive identification with the workplace, while reducing workload. “Our onsite teams only work with the best tools. Why should this be any different for software in the future? For example, with our on-demand service tool WITOOL, the handling and documentation of all active and proactive service and maintenance work becomes much more transparent, both in terms of organization and execution. Even with the new Beckhoff controls, WITRON has many more options in this area. And the inspirations come from the teams. “They are the source of ideas and critical testers”, Johannes Schweiger says. “The day-to-day experience of more than 4,000 WITRON employees on site in customers’ distribution centres is continuously incorporated into the development process of future mechanics, IT, and material flow optimization. A know-how transfer that benefits our logistics designers, design engineers, developers, and of course our customers.”

4. Despite all automation, there will still be people in the logistics centre in the future. WITRON therefore constantly optimizes walkways in addition to activities such as lifting or carrying – supported by modern software. “If we need an additional cross-over or platform, then we design it”. New logistics centres consider future routes for maintenance teams already in the layout. “We want to avoid team members having to climb a lot. That’s why we optimize the positioning of critical components such as motors, for example. Ergonomics already starts with the accessibility of all system components”, Johannes Schweiger adds. Those responsible at WITRON speak of construction optimization. Even though automation has already fundamentally improved ergonomics for many picking tasks, manual picking systems still exist. There, too, software plays a decisive role in optimizing routes. “We basically consider ergonomics in the entire supply chain end-to-end in our logistics solutions”. Innovative processes not only improve the working conditions of in-house logistics staff. They also sustainably optimize the working conditions of truck drivers or store stocking teams.”

5. Ergonomics in logistics centres has significantly improved over the past five years, Johannes Schweiger says. Customers are investing in daylight, air conditioning, and noise reduction as well as in minimizing unergonomic physical working conditions. “This is a crucial point that is often overlooked”, says the WITRON managing director. In the fresh and frozen food sector, full automation is gaining ground in order to further reduce the length of stay for people there to what is absolutely necessary. Social and cultural factors are also increasingly incorporated into the design of ergonomic workplaces and processes.

6. Working from home is attractive for many employees, “but from an ergonomic point of view, it’s probably a step backward”, Johannes Schweiger explains. That’s why, in his view, mixed models are more advanced. And companies would also have to think about their workers. “Home office is difficult for service teams, for example. Rotating shift work is not ideal from an ergonomic point of view. That’s why we are dealing intensively with possibilities to make it more flexible and reduce the strain.” For example, the first onsite teams are working on a common shift model to achieve more flexibility for each team member.

7. Cognitive ergonomics is the challenge of the next few years according to WITRON. New tools such as AR or AI have potential to sustainably change work in the logistics centre. But especially for the field of AI, there is still a lack of explanation for decisions made by the system. “We expect a lot from technology, but we have to think it for people and design it as a tool.”

Cost-efficient Brownfield, Retrofit Solutions

Posted on by David Priestman

For the expansion of their existing logistics infrastructure, retailers have for a long time mainly preferred greenfield solutions over brownfield, says Witron. There is currently a trend on the market, both nationally and internationally, for brownfield solutions – i.e., the integration of new technology into existing buildings – to become increasingly attractive and a viable addition to the greenfield strategy. Specifically, this can involve both modernizations and expansions of technology and building. Consequently, it is a matter of transforming facilities that were previously used manually into automated logistics centres.

True to the credo ‘use your assets’, there are many factors that speak in favour of making existing logistics structures fit for the future within a brownfield strategy and thus saving money and time. The advantages of a brownfield strategy are versatile:

• The existing distribution centre is already at the right location
and is logistically well-integrated into the retail network in terms of stores and suppliers – with a good connection to the traffic route and rail network. The energy and communication systems are already in place and employees already come from the region – an enormous advantage in terms of retaining know-how, corporate culture, and recruiting.

• It is difficult to obtain new land for greenfield solutions
New building land is becoming scarce, as many communities are designating fewer and fewer commercial property due to their sustainability strategies. In addition, the brownfield logistics center already exists and often provides additional neighbouring expansion areas.

• New commercial real estate and new buildings are expensive
Both the acquisition of the property, its infrastructure, as well as the actual construction work cost money – currently with permanently rising costs for land, material, and craftspeople. In addition, any marketing of existing real estate is completely eliminated.

• The construction of a new building is a time factor
A brownfield solution can be utilized more quickly because it eliminates the time needed to find land, obtain permits, plan constructions, and erect the building.

• Implementing state-of-the-art technology into an existing building is
cost-efficient – whether by modernizing already existing components (racking systems, mechanics, conveyor systems, PLC + IT) or by completely integrating new innovative storage and picking solutions. The result is another positive cost and time factor.

• In terms of a holistic sustainability strategy, the reuse of existing assets is a decisive factor in avoiding land sealing or other waste of resources – economically, ecologically, and socially.

End-to-end implementation concept required

In order to evaluate whether the existing logistics facility is suitable for the future strategic approach, the first step is to obtain a thorough analysis and an end-to-end implementation concept. This includes:

• The verification of the existing building structure / building fabric
Depending on the temperature zone, e. g. floor conditions, statics, clear height, technical building equipment including air-conditioning technology, available building areas, possible expansion areas, possible building expansions, etc.

• The extent to which existing logistics technology can be modernized or is replaced, complemented by new logistics technology (e.g., OPM, AIO, ATS, GTP, shipping buffer, highly dynamic stacker cranes, and conveyor system, etc.)

• The design of material flow processes
In addition to the optimal connection of all logistics areas and temperature zones, typical building requirements are also being considered. These include, for example, good accessibility for service and maintenance teams, cleaning of the facility, fire protection, escape routes, or how the new technology can be physically implemented into the building in the best way (e.g., via the roof or by opening side walls).

• The transformation process – meaning how the commissioning processes are implemented in terms of organization, timing, and technology.

This requires an end-to-end change strategy (including installation and modernization cycles, dismantling phases, transition concepts with scenarios for temporary local relocation of existing business operations, pro-active backup scenarios, etc.). In the process, the most important question has to be clearly addressed: How will the project be implemented throughout the entire project phase – and how will the ongoing operation or delivery to stores and consumers take place at the same time. Depending on the individual case, it is possible to use different approaches to implement this in a practical way either at the site or in the logistics network.

Brownfield references worldwide

WITRON experts are very familiar with the requirement to economically map brownfield solutions with automated storage and picking technology. The company is considered one of the global market leaders in the design, implementation, maintenance, and system operation of highly dynamic distribution centres. Since the company’s foundation more than 50 years ago, 2,000+ projects have been successfully implemented – including more than 100 highly efficient logistics centres especially for food retailers throughout Europe, North America, and Australia. More than 30 percent of these are brownfield solutions.

COOP in Norway, for example, has increased the output of its dry, fresh, and frozen food areas by 30 percent during ongoing operations at its multi-temperature distribution centre in Oslo by installing eleven additional COM machines, including corresponding infrastructure such as further pallet storage aisles, tray storage aisles, stacker cranes, stretch-wrappers, de-palletizers, and conveyors, and now picks more than 625,000 cases daily.

For the Swiss food retailer MIGROS in Neuendorf, WITRON integrated a completely new logistics system into an operational distribution centre during ongoing operations and transformed it into a fully functional omni-channel distribution centre together with the existing facility. For this purpose, WITRON has installed a highly dynamic automated case and piece picking solution (OPM + AIO), and modernized, as well as optimized already existing logistics areas (receiving, shipping, e-commerce area), mechanical elements (high bay warehouse, conveyor systems), IT, and material flow processes. The system is currently designed for a daily pick performance of 472,000 cases and supplies 700 stores, as well as many thousands of home shopping customers in Switzerland from a range of more than 100,000 different items per year. The existing building in Neuendorf was complemented by a state-of-the-art, fully automated frozen food warehouse with WITRON OPM technology, which supplies 1,400 stores daily with more than 100,000 cases in a store-friendly manner. Order picking is done on both pallets and roll containers.

In addition, MIGROS replaced a completely manual convenience solution with a highly automated WITRON system (OPM, DPS, ATS) at its existing building in Suhr to stack goods onto pallets, roll containers, and into totes. This was preceded by the modernization of the dry goods logistics processes, which included the installation of a fully automated picking system with 28 COM machines on the roof of the existing distribution centre as part of the “Future COM” project. A masterpiece in terms of both technology and architecture. This site now supplies a total of 600 stores and 300 shops (kiosks, gas stations, etc.) with more than 430,000 cases daily.

The Spanish omni-channel retailer Condis in Montcada uses an existing manual high bay warehouse to supply a WITRON OPM system with goods.

French food retailers such as Diapar, E.Leclerc, and Intermarché also rely on WITRON’s brownfield experience. In North America, economic solutions were integrated end-to-end into the existing building structure for customers such as Albertsons, Kroger, and Sobeys.

Sustainability: ‘Move away from repair logic’

Posted on by David Priestman

Helmut Prieschenk, CEO of Witron Logistik + Informatik GmbH, explains how sustainability is changing in logistics, why this topic is facing a paradigm shift, and why ecology, economy, and social factors are not contradictory.

“This topic is also very present in North America, although in a different way,” says Prieschenk. “There are still big cars, but Americans are noticing the price increase for fuel and are seeing the impact of human behaviour. Consumers are demanding real action from retailers – not just green washing – and government programs are enticing with big money when it comes to energy-efficiency and sustainability. Even there, space for logistics property is becoming scarce. Brownfield projects are becoming increasingly important. The suppliers are well-established, the site is integrated into the logistics network, the transportation infrastructure and energy supply already exist, and the logistics employees are on site and no longer need to be recruited. True to the credo ‘use your assets’, we can offer very good support with our solutions here as well and have already proven in many projects throughout Europe that we can successfully integrate new technology into an existing building during ongoing operations. Regeneration is the buzzword in Canada and the United States right now.”

What does this mean for WITRON? Move away from repair logic, according to the German company. The problems should not be solved in the distribution centre, but where they arise. The idea: In addition to IE4 motors, energy recovery on the stacker cranes, or photovoltaic systems, it is about avoiding unnecessary movements in the logistics centre. “We have to re-define efficiency in the design phase with the customer. First, of course, it is about the distribution centre and the number of pallets and customer orders that are handled every day. Equally important are issues such as service levels for store and end customers as well as cost-efficiency. This is mandatory. In the future, however, we will have to think much further ahead. The highlight will then be to combine the performance data with the consumptions.” Therefore, WITRON employees analyze the performance and energy data during the design, realization, and operation phases. Prieschenk is convinced: “We have to question things like whether it would make sense to handle less inventory in the supply chain. Productivity is the buzzword.”

This aspect is obviously very important to retailers and store operators. ‘Stock-out’ is a crucial topic in this business sector. But in the future, we dare to run a logistics centre with less buffer and with more knowledge from data, to build even more efficient warehouses, to avoid food waste, to save energy – and we have to question business models that do not work economically, socially, and ecologically. Instead of ESG, it has to be “ESB” – Environmental, Social, and Business – only then will we succeed together with our customers.” The CEO is certain: “In the future, in addition to the performance data of machines and distribution centres, our press releases will of course contain information on CO2 emissions per colli or on the energy management of the system.”

Do we need the slip sheets?

This requires efforts by WITRON, the customer, and in the supply chain. “Our OnSite teams in the logistics centres know the system and the processes. If they notice, for example, that suppliers use unnecessary overpack, then we immediately seek discussions with them. In some cases, suppliers use slip sheets within the pallets, which aren’t really needed.” According to WITRON it is important to actively search for efficiency gains down to the last detail. It’s often time-consuming, but also very successful. “There is usually optimization potential just as much in the order behavior of the stores or the end consumers, in route scheduling, or in truck utilization.”

Energy demand

The logistics centre is like an electric car, the engineers at WITRON are convinced. The customer could permanently run the warehouse at maximum performance and challenge the machines, but does that really make sense in terms of the overall concept? “The electric motor in the car is extremely efficient – as are our systems. And we can quickly speed up processes when it becomes necessary. But just as you have to learn to drive an electric car, you have to learn how to run a logistics centre cost-efficiently and consumer-friendly, but still dimension and operate it ecologically. To do that, we need the customer, the data, and the supplier, as well as the stores and the consumers. “And,” adds Prieschenk, “we have to plan exactly, which route we are taking. For logistics, that means: where do the demands arise, how do we respond to them, what can we predict?”

At the same time, the requirements in the supply chains are rising. WITRON only produces in Germany – the new plant was built into the depth to save space, and the photovoltaic system on the roof supplies 2.5 megawatt. “We have to keep quality high and make sure our machines and systems are easy to clean. “That doesn’t sound like a unique selling point, but it is extremely important because our customers want to operate the system for 30 to 40 years. That’s when it really becomes sustainable.” Wouldn’t it be possible to produce more than 2.5 megawatt? Sure, we could, but we need to question ourselves if this is really needed? After all, the PV modules have to be produced. We need to finally look at the demand aspect of energy, not always just the offer.”

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