ROBOTICS AND AUTOMATION ROUNDTABLE: An inside look at the state of automation

​Panel participants:

JUSUF BUZIMKIC, Chief Sales Officer, KNAPP North America STIPE GALIC, Vice President of Business Development & Marketing, TGW North America OANA JINGA, Chief Commercial & Product Officer and Co-Founder, Dexory KEN YAXLEY, Industry Manager, Industrial Robotics, SICK

Q: WHAT ARE THE BIGGEST LEAPS YOU’VE SEEN IN AUTOMATION WITHIN THE PAST FIVE YEARS? Jusuf Buzimkic (KNAPP): Some of the most significant advancements include autonomous mobile robotics (AMRs) for variable picking and dense storage environments; vision-based applications for trailer loading and unloading, including mixed-case palletizing; AI [artificial intelligence] integration with physical robotics and digital workflows; robotics deployed across multiple supply chain tasks, rather than single-purpose use cases; digital twins that allow operations to be simulated, optimized, and stress-tested; and predictive maintenance, enabling more proactive and reliable system performance. Stipe Galic (TGW): In my opinion, the biggest shift has been the move from chasing cutting-edge technology to prioritizing seamless integration and a holistic view. The industry has learned important lessons. Technology is advancing faster than ever, but without a systemwide perspective and a truly integrated ecosystem, you risk ending up with isolated islands of automation. These may look impressive on paper but often fail in real-world operations. Ken Yaxley (SICK): The most significant advances include AI-driven robotics, collaborative robots, autonomous mobile robots, machine learning for predictive maintenance, and machine vision for inspection and traceability. Oana Jinga (Dexory): Automation has become far more practical and scalable over the past five years. Companies are no longer limited to large, fixed systems; instead, they can deploy flexible solutions that work alongside existing infrastructure and evolve as operations grow. One of the most significant shifts has been the move from periodic, manual checks to continuous, real-time visibility inside warehouses. Autonomous robots, combined with advances in AI and sensor technology, now allow operators to understand inventory accuracy and space utilization without disrupting daily operations. Q: HOW DOES A COMPANY WITHOUT MUCH TECHNOLOGICAL KNOW-HOW BEGIN THE AUTOMATION JOURNEY? Oana Jinga (Dexory): The most effective starting point is focusing on a clear operational problem such as improving data and inventory accuracy or labor-intensive manual processes, rather than focusing on the technology itself. Automation should be introduced incrementally, with solutions that integrate into existing systems and require minimal disruption. Ken Yaxley (SICK): Identify pain points that may yield the highest ROI [return on investment]. Target simple applications first and more complex applications as competency grows. Leverage integrators and OEMs [original equipment manufacturers] for expertise, consulting, and implementation of resources. Jusuf Buzimkic (KNAPP): It starts with understanding your current state, your data, your workflows, and your operational pain points and defining clear future goals. From there, build a solid financial case, address risk and “do nothing” scenarios, and ensure alignment across internal stakeholders. That said, many companies choose to engage experienced suppliers or consultants early and let them guide the process as part of a consultative design approach. The key is finding the right partner, one that invests time in understanding your business today and your goals for tomorrow. The solution should be robust and flexible enough to support growth while remaining adaptable to future changes in strategy and customer behavior. Stipe Galic (TGW): In my opinion, the best approach is to connect and have open conversations with industry peers. Based on their recommendations, your own research, and some initial discussions, I would look for partners whose goal is not just to sell equipment, but who have a proven track record of supporting customers over multiple years—initiating the journey and helping it evolve over time. There are also strong consulting groups that can support this process, but choosing the right one is critical. Having the right expertise in the right areas makes all the difference. Q: WHAT ARE THE BIGGEST FACTORS INFLUENCING CURRENT AUTOMATION PURCHASING DECISIONS? Oana Jinga (Dexory): Today’s buyers are prioritizing speed to value, measurable ROI, and data accuracy over automation for automation’s sake. Solutions that can be deployed quickly and deliver actionable insights tend to rise to the top. Interoperability is also critical. Companies want automation that works with their current WMS [warehouse management system] and ERP [enterprise resource planning] environments and can scale without locking them into rigid, single-purpose systems. Jusuf Buzimkic (KNAPP): The biggest factors are return on investment, geopolitical risk and tariffs, strategic alignment within the buying organization, and the flexibility of the solution and its ability to adapt to future market changes. Stipe Galic (TGW): Labor scarcity is probably one of the main challenges—and one you hear about all the time. Space constraints in certain regions are another. But beyond that, there is a strong drive toward higher efficiency, better service levels, and ultimately greater customer satisfaction and loyalty. One factor you don’t always read about—but which we believe is becoming increasingly important—is the cost of opportunity, or the question: What happens if we don’t act? Sometimes, that cost can be the highest of all. Not moving forward could mean losing market share, weakening customer loyalty, or lacking the foundation needed to adopt new technologies effectively. Ken Yaxley (SICK): While ROI continues to be a decision factor for automation, human resource shortages, quality, and traceability have become significant drivers. Q: WHAT’S THE ONE THING YOU WISH PEOPLE BETTER UNDERSTOOD ABOUT AUTOMATION? Jusuf Buzimkic (KNAPP): Investing in automation often requires a cultural shift within the organization. That shift needs to be aligned at the C-suite level and actively championed by engineering, operations, and maintenance teams. It’s critical to honestly assess internal resources against project scale and long-term lifecycle costs. Automation should always add value, supporting strategy and growth while being designed to benefit both operators and end-customers. It shouldn’t be viewed as a burden but rather as an opportunity to serve customers better and invest in the future. Ken Yaxley (SICK): There are no single one-size-fits-all solutions. Each application process has its own unique requirements to be solved efficiently and effectively. The temptation to rush to the latest industry technology should be tempered by close examination of the requirements and how that technology may or may not satisfy those requirements. Oana Jinga (Dexory): Automation is not just about replacing manual labor; it’s about improving decision-making. The real value often comes from better data, greater visibility, and fewer surprises in day-to-day operations. When automation is used to augment people rather than replace them, it enables teams to focus on higher-value tasks and respond more proactively to operational issues. Q: WITH SO MANY AUTOMATION PROVIDERS IN THE MARKET, WHAT CAN COMPANIES DO TO ASSURE THAT THEIR SYSTEMS WILL ALL INTERFACE PROPERLY? Oana Jinga (Dexory): Companies should look for solutions built on open architectures with well-documented APIs [application programming interfaces] and a proven track record of integration. Vendor claims matter less than demonstrated interoperability in live customer environments. It’s also important to think in terms of a long-term technology ecosystem. Choosing partners that are designed to complement, not replace, existing systems helps reduce integration risk as operations evolve. It is also important to work with providers that are willing to collaborate directly with others to align how their technologies coordinate and share data. Jusuf Buzimkic (KNAPP): Work with providers that have true ownership, depth, and global scale in software development and deployment. While there’s never a guarantee that subsystems will integrate seamlessly, risk can be mitigated by limiting the number of nonstrategic, reactive “black box” solutions across the network. It’s important to involve the right teams on both sides at the right time. Jointly evaluate the current process landscape, define future process steps and requirements, and clearly establish responsibilities. This shared clarity ensures alignment on goals, execution, and accountability. Stipe Galic (TGW): I don’t see this as a technical issue. Most providers today have strong software capabilities and relatively easy-to-use interfaces. The real question is not how to build the interface, but rather, where to define the right boundaries and who should own which part to deliver the desired results. For that, it is critical to have a holistic understanding of the solution and the processes in the area that is being automated—not just the technology itself. Ken Yaxley (SICK): Interfaces are one of the trickiest parts of automation. There can be dozens in a system, and they can make or break otherwise properly functioning systems. Working with vendor partners that are committed to not only understanding/developing but also supporting these interfaces is important to long-term success. Q: AUTOMATION OFTEN MEANS FINDING EMPLOYEES WITH DIFFERENT SKILL SETS THAN IN THE PAST. WHAT CAN COMPANIES DO TO FIND THESE WORKERS? Jusuf Buzimkic (KNAPP): Aligning with technical schools and colleges is a strong first step. Companies can also offer tuition assistance, promote cross-training internally, and build their own talent development programs. Automation should not be viewed solely as a staffing challenge. When designed correctly, it improves daily work for existing employees. At KNAPP, we refer to this as creating intelligent workplaces, which are environments that significantly reduce physical strain while enabling employees to react faster, act more precisely, and grow their technical skills. Automation design should always consider how to make employees’ lives better. Ken Yaxley (SICK): Use internal and external sources to develop a training program based on the competency needs. Many OEMs offer training for their equipment’s use and support. There’s also third-party organizations that can provide equipment training, maintenance, and asset management. Q: HOW CAN AUTOMATION HELP WITH EMPLOYEE RETENTION? Stipe Galic (TGW): When implemented the right way, automation can create significantly better and more ergonomic working environments. I’d like to quote one of our customer’s employees, who said: “I thought I would have to retire in the next one or two years. Lifting that many cases and running up and down the aisles was taking a toll on my body. But with your new goods-to-person solution, I believe I can stay here at least another five or six years.” In addition, younger generations have grown up with technology. So if we design automated solutions with a great user experience—perhaps even with elements of gamification—it can positively impact engagement and retention. That said, retention ultimately depends heavily on company culture. Whether operations are automated or manual, culture will always be the key factor. Jusuf Buzimkic (KNAPP): Automation increases intellectual stimulation, reduces physical burden, and provides opportunities to develop technical skills, all of which support long-term career growth and retention. Ken Yaxley (SICK): Automation helps with retention by replacing hazardous, repetitive, undesirable, and unrewarding jobs with safe and meaningful jobs, where the employee feels they contribute value to the company’s goals. Q: HOW IS THE INDUSTRY ADDRESSING THE NEED FOR MORE TECHNICIANS TO SERVICE AUTOMATED EQUIPMENT? Ken Yaxley (SICK): Trade schools, community colleges, universities, private schools/training centers, and on-the-job apprenticeship programs continue to expand the opportunities for developing human resources. Jusuf Buzimkic (KNAPP): It can be addressed through partnerships with technical schools, with internal training programs, and by upskilling existing employees. On the technology side, proactive software and support packages, such as analytics platforms and multisite control centers, are increasingly replacing reactive service models. Q: HOW WILL AUTOMATED EQUIPMENT IMPACT THE WAY FACILITIES OPERATE 10 YEARS FROM NOW? Jusuf Buzimkic (KNAPP): An automated facility is like an orchestra. You need a conductor to interpret the “score,” or the production plan. In the future, facilities will require many more IT-savvy conductors. The instruments will be autonomous robotics and AI, and success will depend on how well they are orchestrated. Stipe Galic (TGW): It depends very much on the industry. In some sectors, fully automated or “dark” warehouses will become a reality. However, most facilities will continue to be a balanced combination of people, machines, and intelligent software. When I think about the distribution centers [DCs] of the future, I see great working environments for people. I see close collaboration between humans and robots. I see people focusing more on value-added services, customization, and creating better experiences for the end-consumer. I also see distribution centers evolving from pure cost centers into strategic assets—places where technology, data, and human creativity come together to drive service, speed, and differentiation. The future DC will be smarter, more flexible, and far more connected to the customer than ever before. Ken Yaxley (SICK): I think this really depends on your view of the current state. When we talk about these major advances in technology, we don’t always consider where companies actually are in their adoption today. Many companies are still installing the first robots in their operations. (These companies are likely in the late majority of overall adopters but may be in the early adopters of their industry.) Facilities will look very different depending on the company’s tolerance of risks associated with new technology and the challenges of their industry. As an overall trend, though, automation will impact facilities such that humans will be focused on more complex, difficult-to-automate tasks, while robots and automation will handle the more-repeatable and dull/dirty/dangerous operations. Oana Jinga (Dexory): Advances in AI and robotic control systems will continue to expand what autonomous machines can handle reliably in complex, fast-changing facilities. Over the next decade, this will shift warehouses toward continuous, self-monitoring operations, where fleets of autonomous systems manage routine tasks with minimal human oversight, allowing teams to focus on exceptions, optimization, and strategic decision-making rather than day-to-day manual intervention.