Smarter logistics automation starts with the problem

For logistics operators, the pressure to automate can make the latest conveyor, sorter or handling system appear to be the natural starting point. Intralox takes a different view: the first decision should concern the operational problem, not the machine.

Antonio DiCarlo, who has spent three decades in the industry, says automation should be treated as a means to an end. A project should be assessed through measurable outcomes such as productivity, ergonomics, maintenance requirements and total cost of ownership.

Look beyond the most visible task

Manual parcel sorting illustrates the risk of a narrow technology assessment. Employees assigned to sorting may also regulate the flow of parcels, correct their orientation and perform related activities. Automating only the visible sorting step could therefore shift bottlenecks to another part of the process rather than remove them.

DiCarlo compares the decision with buying a car. Maximum speed may attract attention, but dependable operation, comfort and suitability for everyday use are often more valuable. The same logic applies to industrial technology: a system must fit the process it is intended to support.

Optimising existing sites

The discussion reflects wider changes in parcel logistics. E-commerce has altered volumes and operating patterns, while many companies are seeking additional capacity from existing facilities instead of immediately constructing new ones. In that environment, simpler solutions that operators can understand and maintain may offer more practical value than highly complex installations.

Intralox is also working on technology intended to automate the induction of bulk parcels into existing loop sorters. Field pilots are expected around late 2026 or early 2027. The project highlights a targeted approach: add capability where it addresses a defined constraint, while building on infrastructure already in place.

For industrial companies, the message is straightforward. Automation investment should begin with a process diagnosis and a clear definition of success. More equipment is not necessarily more progress if it fails to improve the complete operation.