Roundtable session on automation, interfaces, real-time data and the balance between people and machines
Industry stands at a logistics crossroads. Warehouses are getting smarter, processes faster and customer expectations higher. But what does that mean in practice? During a new roundtable session organized by deindustrie.online, six experts came together to discuss the future of warehouse logistics. At the table: representatives from Reflex WMS, Valor Automation, Stream Software, Kangaroo and Logflow.
The common thread throughout the conversation? Realism. The technology exists, but the gap between ambition and practice is often larger than expected. The session was moderated by Niko Saris.
Robots in the warehouse: a game changer with caveats
“The biggest game changer right now is robots,” states Jan Hulsmann (Valor Automation) resolutely. “They make automation more flexible, more scalable and cheaper than the classic ASRS systems.” Yet the picture is less rosy than it seems. “The promises are often too big, especially when it comes to capacity and reliability.”
Simon Popelier recognizes the risk of ‘robot romance’: “At logistics trade shows everything looks sleek, but managers often fall in love with a technology that doesn’t fit their processes at all. A robot is not a miracle cure, but a piece of the puzzle.”
Interface problems: the silent saboteur of innovation
The biggest bottleneck in automation projects turns out, time and again, to be the interface. “Technically we can connect everything,” says Ronald Schepers (Reflex WMS), “but the problem lies in how processes are set up – and how you communicate about them.”
Jan Hulsmann adds: “Our physical automation works perfectly, but projects sometimes sit idle for a year because the interface with the WMS doesn’t work. Realism is the key word. If you fully customize a WMS along with all the conveyors and all the interfaces, you’re building your own failure.”
Start small, think big: realism as a success factor
That realism comes up repeatedly at the table. “I’ve seen projects where 20 million was written off because everything had to change at once,” Hulsmann recounts. “The alternative? Start with proven processes and technology. Work from the strengths of your partners, and build on that.”
Simon Popelier stresses the importance of a clear long-term vision: ‘It’s important to first properly determine where you want to go as a company. That vision provides direction and a helicopter view of the whole. Only then can you determine what a logical and manageable first step is. In practice we often see companies start with all kinds of small, isolated improvement initiatives – without that overarching perspective. Then you get a ‘six-headed dragon’ of loose connections that aren’t properly aligned with each other.
Real-time data and AI: lots of potential, but still a long way to go
Ronald Schepers sees real-time data as essential for inventory reliability and supply chain control: “You can only truly steer toward optimization and customer satisfaction once you know what’s happening – from factory to delivery point.”
Popelier explains: ‘At the start of every project we request a substantial amount of data to properly analyze the processes. Our internal benchmark shows that around 80% of companies don’t have their master data in order. Crucial basic data is often missing – think of product dimensions, weights or conversion factors, such as the number of units per pallet. Without reliable source data you can’t build on technologies like real-time dashboards or AI. Many companies simply aren’t ready for that yet.’
Sam Jespers (Stream Software) notes that many companies are ‘drowning in the details’ of data and compliance. “Legislation is constantly changing, for example around customs and CBAM, and that requires a digital foundation that is often still lacking.”
Customs processes and physical reality: between regulation and efficiency
Sam Jespers goes deeper into the complexity of customs integrations. “Many warehouses have to process both bonded and non-bonded goods. That is often physically separated, but it doesn’t have to be – provided you organize it correctly from an administrative standpoint.”
Practice proves unruly. “As soon as you combine automation and customs, the margin for error becomes small. One mistake and you immediately have delays and costs,” says Ronald Schepers. “WMS, customs and robotics have to work together seamlessly, and that’s more complex than many people think.”
Autonomy versus maintenance: fully automated is (still) rare
Will warehouses soon be fully autonomous? “Technically it’s possible,” says Hulsmann, “but in practice often not profitable. A fully automated warehouse has a payback period of 8 to 10 years. On top of that, you need a large IT and maintenance crew, which you can’t just find.”
According to the participants, the future lies in modular automation. “You don’t have to automate everything at once. You can also start with five little robots for 150,000 euros. Then you test the ROI and scale up,” says Hulsmann.
Customer expectations: speed, flexibility and transparency
What do customers expect from logistics service providers? “Simple: speed and visibility,” says Martijn Zuidmeer (Kangaroo B.V.). “They want real-time insight into inventory and performance, and they expect you to move with their business.”
According to Ronald Schepers, the market is professionalizing rapidly. “You see more and more specialization among logistics service providers – from e-commerce to hazardous substances. But customers only outsource if they trust that you truly do it better than they do themselves.”
Still, some customers are returning to insourcing. “Not because it’s cheaper, but for reasons of control, capacity or strategy,” Hulsmann states.
The human factor: technology as a lever, not a replacement
At the end of the session there is one conclusion everyone agrees on: technology is a lever, but people remain decisive. “A warehouse without people is a utopia for now,” says Hulsmann. “And even if everything is automated, you need people to monitor processes, maintain systems and understand customers.”
Simon Popelier stresses that change management is still too often underestimated. “A new technology is the ideal moment to reevaluate processes. But then you have to dare to change – and bring people along.”
Conclusion: the future belongs to the realist with vision
The future of warehouse logistics is not black and white. It’s not about ‘robots versus people’ or ‘custom versus standard’. It’s about balance: between technology and process, between ambition and realism, between speed and reliability.
Companies that start with the basics, invest in reliable partners and dare to learn from failures will set themselves apart. Not with the newest toys – but with well-considered choices, buy-in and sustainable execution.
“Those who remain realistic in their ambitions can actually build something great.”
Participants in this session:
- ● Ronald Schepers – Business Development Director, Reflex WMS
- ● Jan Hulsmann – Co-owner, Valor World
- ● Sam Jespers – Commercial Director, Stream Software
- ● Martijn Zuidmeer – Managing Director, Kangaroo B.V.
- ● Simon Popelier – Innovation Manager, Logflow
- ● Niko Saris – Owner, deindustrie.online (moderator)